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June 2013 | NCBVA.ORG 1


President

Michael Crummitt Crummitt and Son Vault Company Martins Ferry, OH

President-Elect

Jerry Russell Southern Ohio Vault Company Portsmouth, OH

Secretary/Treasurer Mark Bates Norwalk Wilbert Vault Co. Bridgeport, CT

Immediate Past President

Hubert McQuestion Lake Shore Burial Vault Company Brookfield, WI

Directors

Edwin Bruns Bruns Norwalk Vault St. Louis, MO Paul Cooper Cooper Wilbert Vault Co. Barrington, NJ Steve Handley Handley Precast Systems Glendale, AZ Curt Shannon SI Funeral Services Ennis, TX Greg Tilley Ideal Burial Vault Company Depew, NY

Affiliate Directors

Dave Long Eagle Burial Vault Association Joliet, IL

Blake Swinford Trigard/Greenwood Plastics Danville, IL Steve Vincent Doric Products, Inc. Marshall, IL Terry Whitlock Wilbert Funeral Services, Inc. Broadview, IL

Association Management Kimberly A. Fantaci Executive Director

Donald J. Gaitten, Jr. Association Executive

Donald A. Mounce, APR The Bulletin Editor

Richard L. Martin Magazine Production Manager 2 NCBVA.ORG | June 2013

J. Scott Calkins, Esq. Legal Counsel

National Concrete Burial Vault Association (NCBVA) 136 South Keowee Street | Dayton, OH 45402 (888) 88-NCBVA | Fax (937) 222-5794 info@ncbva.org | www.ncbva.org

Table of Contents 5 7 11

Legal Focus

Cemeteries Face Reality

By J. Scott Calkins, Esq., NCBVA Legal Counsel

Safety Focus

Who To Invest Your Time In?

By Ron Overton, Overton Safety Training, Inc.

Business Focus

Thinking About Transitioning Out of Your Business? By Kathleen Richardson-Mauro,

16 19 21

Management Focus

Three Keys to Successful Crisis Management

By Lucien Canton

Association Matters Industry News & Calendar

ON THE COVER

Mixer Systems, Inc. Batch Plant being used for production at Yates Burial Vault in Charlotte, North Carolina.

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Indy Vac-Form.......................................13 Long Machine Co. ................................12 Mixer Systems Inc...................................4 Nycon....................................................17 Overton Safety Training.........................10 RoMix...................................................14 Rostine/Cast-O-Magic.............................9 Trigard...........................Inside Back Cover

June 2013 | NCBVA.ORG 3


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FOCUS Cemeteries Face Reality LEGAL

By J. Scott Calkins, Esq. NCBVA Legal Counsel

In an excellent article by Ron Hast in Mortuary Many owners have already given such Management, he spells out his opinion of the cemeteries to the local municipalities. The slow and steady demise of the non-chain and article by Ron Hast is a must read for our large cemeteries. The article is devoted to members. the small town, church, private cemeteries. Time to Post OSHA As he states: “trends Workplace Injury and Interest from endowment care trusts in death care and Illness Logs funded by an amount of money from funerals are catching Members who up with the habits are subject to the grave sales has declined. Costs have and expectations of workplace injury risen – all out of proportion to the cemetery ownership, reporting requirements assets and liabilities.” are required to post balance of income versus costs such As our members know, the annual Form 300as water, personnel, pest control, and cemeteries could A as of the deadline anticipate the flow of of April 30, 2013. The general expenses. business that would form must contain financially support a summary list of a cemetery’s operation – as could simple the total number of job-related injuries and knowledge of a regional population. illnesses that occurred during 2012. Times have changed, however. Interest from Employers with 10 or fewer employees endowment care trusts funded by an amount are normally exempt from federal OSHA of money from grave sales has declined. injury and illness record keeping and posting Costs have risen – all out of proportion to requirements. For those employers with less the balance of income versus costs such as than 10 employees, you must still report to water, personnel, pest control, and general OSHA any workplace incident that results in a expenses. fatality or the hospitalization of three or more Hast also concludes that the drastic effects employees. of a steadily increasing choice of cremation, which results in less graves being purchased. Mississippi Supreme Court Upholds This eliminates the income from grave opening Irrevocable Pre-Need Contracts and closing – as well as sales of grave vaults, As a matter of information for our members markers and monuments. who are involved with funeral director As maintenance and operating costs rise, customers that have entered into irrevocable and the declining trends of burial are clearly pre-need contracts with a substantial number identifiable, the future is clearly evident. Hast of persons, our industry should keep a close concludes by asking the obvious question: tab on this decision. It may spread to other at what point does the private owner decide states. to call it quits, or even walk away from this Many state pre-need funeral laws provide concerning situation? that a pre-need funeral contract can be June 2013 | NCBVA.ORG 5


LEGAL FOCUS irrevocable in order for Members who are subject the purchaser to comply with the requirements for to the workplace injury public aid. Sometimes reporting requirements there is an issue of whether an irrevocable are required to post the pre-need funeral contract annual Form 300-A as of can be transferred to a new provider. the dead line of April 30, Obviously, if the original 2013. The form must contain provider is no longer in business or the business a summary list of the total has been sold, there should be a mechanism number of job-related in the law allowing for a transfer to a new provider injuries and illnesses that or refund to the purchaser. occurred during 2012. Another issue may arise if a different provider in the competitive area interferes with the contracts by actively encouraging consumers that have such contracts to transfer the contract to them. We all know that the laws of the various states may differ on these issues, so you should check on your own state laws and regulations. But the Supreme Court of Mississippi, in the case of Coleman Funeral Home v. Waller Funeral Home, that court held the following: 1) Under the common law and the statutory provisions at the time the contract was entered into, if the contract did not contain a revocation clause it was irrevocable and non-transferable. 2) The jury’s determination that Coleman had falsely and deceptively advertised in violation of the federal Lanham Act was supported by the evidence. 3) The case should be remanded to the lower court for consideration of damages including lost profits. Remember that many of our members have funeral director customers that they have dealt with for many, many years. Some of these arrangements have established an “understanding” regarding the cost of their products. The Court’s protection in its decision, regarding “nontransferable” contract provisions, may well be quite significant to many of our members. This is true when ownership of their funeral home customers is to be changed. n 6 NCBVA.ORG | June 2013

FOCUS Who to Invest Your Time In? SAFETY

By Ron Overton

Who to invest your time in? From a management or training standpoint, this question opens lots of avenues and just as many options. One school of thought is that management or trainers should be investing a very large percentage of resources and man hours increasing the productivity or performance levels of our poorest performers. We tend to go concentrate the majority of our time and give our absolute best effort to try to raise these under performing employees to the level which is acceptable to our company operational skill set or job requirement. Our average performers (probably the bulk of our workforce or crane operators, for example) continue to work for us with a small amount of additional training, guidance, or leadership, and are considered the “backbone” of our companies. Because they are generally very outgoing and vocal, we interact with them on an ongoing basis and keep in touch with them on a consistent basis, as they are the “salt of the earth,” so to speak. Our top performers or best operators can be counted on to provide maximum productivity and the finest quality of work we can provide. Because these top performers are self motivated and have great self confidence, generally we feel they require absolutely no additional training, never require any guidance or leadership and can be counted on to do their job with minimal interaction from supervisors, trainers or management. Resource Investment So, which of the following three categories of employees should I invest the bulk of my time, training, and resources on…the underachiever, the average, or the best employee? While we would all like to think that we are all capable of molding an underachiever into the finest worker

or operator we have ever had, a more likely scenario is that we spend much too much time on this small percentage of our operator workforce. I like to compare this situation to someone attempting to make me a drywall specialist. I have attempted to hang and finish more than my share of drywall over the years at various homes I have owned. Over these past 20 years, one thing has become abundantly clear. I am not destined to be a competent, professional drywall person. I really have not the patience, skill-set, nor the aptitude to be taught this skill (even though many have tried and failed to teach me). Some people, no matter how much you wish they could, just cannot do the required tasks at a level of competency or at a quality that will meet your requirements, no matter how much time and energy you focus or direct toward training or instructing them. Set your training standards, instructional requirements, and time allotment at appropriate levels and durations. Training Allocation Live with your gut instinct and evaluations, you may have to cut some underachievers loose and push them to select another more rewarding career more suited for their aptitude. You are probably doing them a big favor in the long run. The average employees certainly should not be ignored. But, maybe we should find the very best from this group and push them to raise their level of work so that they may be perceived as one of our top performers. Some of the better employees in the average group can be elevated to the top performer category with our acknowledgment of their performance, some additional training, and June 2013 | NCBVA.ORG 7


SAFETY FOCUS

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8 NCBVA.ORG | June 2013

Full size backhoe without the need of a trailer

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instruction…and maybe a bit of mentoring by one of our key top performers. As rewarding as this may be, it is still not where I feel you should be focusing your time and resources. I propose you concentrate the bulk of your time and energy on recognizing, rewarding, upgrading and re-recruiting your best performers. These are the people who are very difficult to replace and your competitor love to have them working for them! These top employees work at the highest levels of productivity, provide the highest quality of work, are self-motivated, and usually are driven to succeed (whether with your company or your competitor). You cannot afford to lose this type of employee! This employee should be acknowledged and appreciated for what they are…the real performers of your company! Recognize Accomplishment Take time to know your top performers and recognize their accomplishments and contributions to your company’s results. This recognition does not necessarily have to be monetary. Most people leave their job because they feel they were not appreciated, not because they feel they were underpaid. A dinner certificate here, a lunch with the boss there, and a thank you for a job well done will all go along way. Go out of your way and spend a larger share of the time, energy, and resources you were directing toward your underachievers and redirect it toward retaining your best performers as an employee (remember these are your best employee’s). Possibly give them the opportunity for additional advanced training or instruction, or even assist you with the training and instruction of other employees. This acknowledgment of their contributions and giving them their “props” will go along way to keep them in your employ instead of that of your competitor. So reallocate and invest your time and protect your top performing employees. Show them they are appreciated and re-recruit them whenever you can. It will only help your business in the long run. Take care and work safely! n ABOUT THE AUTHOR Ron Overton, a NCCCO Certified Mobile Crane Operator and Accredited Practical Examiner, is the President, Owner, and an Instructor for OVERTON Safety Training, Inc. of Beaverton, Oregon. OVERTON Safety Training has been providing professional services and materials for the safe operation of forklifts, heavy equipment, aerial/scissor lifts, rigging and signaling, personnel lifts, loaders, and cranes on a worldwide basis since 1991. For additional information, contact Ron at (866) 531-0403 or ron@overtonsafety.com, or visit the company website at www.overtonsafety.com. These insights are the opinions of the author, and not necessarily those of the NCBVA. June 2013 | NCBVA.ORG 9


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10 NCBVA.ORG | June 2013

If you are, you are not alone. In fact, statistics show that over the next 10 years, we will see a dramatic increase in the number of businesses that will be transitioned to new owners. Some will transition internally to people who are currently involved in the business and others will sell to an outsider. This will be largely due to our aging population of business owners deciding to move on to the next chapter in their lives. Unfortunately, the odds of achieving a successful sale to an outsider are not in your favor. A dismal twenty percent, or one in five that go on the market, actually make it to the closing table. What happens to the rest? Can they successfully sell to an insider, management team, Employee Stock Option Plan? Are they gifted to family? What if there isn’t anyone that can take over? Another disastrous fact is that forty percent of businesses will be forced into liquidation due to the lack of a successor. Exit Landscape The transition or “exit” landscape, as we refer to it, can vary somewhat by industry, and understanding your industry specific nuances is

By Kathleen Richardson-Mauro

very important. Is your industry “contracting” with big companies buying up smaller, less profitable companies and companies going out of business? How difficult is it for someone to enter your industry as a new supplier? Is your industry expanding, with new competitors entering the marketplace and new technologies being devised? Is your industry experiencing shrinking profit margins? Are there possible changes in your industry that might hamper future growth and revenues such as a rise in national cremation rates? While your industry has its own unique microeconomic forces and dynamics to consider, in order to accomplish a successful business transfer, there are hosts of other more personal and comprehensive questions you need to consider. What do you want your transition to accomplish? When do you want to transfer? Who will be impacted by the transition? What do you want your life after the transition to look like? How will a transition affect your personal financial situation? What is your business worth today? What June 2013 | NCBVA.ORG 11


does it need to be worth to achieve your goals? What transition options do you have available to you and which one would best achieve your goals? As you can see, transitioning is no small task. In fact, two critical elements for success are ample time and comprehensive integrated planning. Transition Plan A “Business Ownership Transition Plan” is a written and comprehensive document that outlines how and when the ownership of a business will be transferred to others, either internally or externally, in order to achieve the owner’s goals.This transition plan is created through a process of addressing the critical questions above and more. In order to understand where you want to be you first need to know where you are. You begin the process by Getting Yourself Prepared and Counting Beans. These processes encompass identifying and quantifying your

12 NCBVA.ORG | June 2013

personal, financial and non-financial goals and needs. Most business owners never realize the amount of benefit they derive financially from their business; all the “perks” that will have to otherwise be paid for or disappear once you are no longer involved in the business. Examples include club memberships, travel, company cars, health insurance and the list goes on and on. How much do you really need and want to live on? How much do you have in liquid assets outside the business? How much is needed to fund your post transition lifestyle? Status Change Another area usually not discussed is the status that goes with business ownership. How will you be perceived in the community, at church, among your peers, if you are no longer the company owner? These two areas alone can prevent you from considering and planning for your eventual transfer, but a transition is inevitable. The

June 2013 | NCBVA.ORG 13


question is, will it be planned or unplanned? Business owners usually do not consider the real possibility of their own disability or premature death, and the potential impact these events could have on their business and, therefore, themselves and their families. Another area that is usually not adequately covered is that of asset protection. If you have spent a lifetime, or in the case of multi-generational businesses, several lifetimes, building a valuable asset, why would you not protect it? Asset protection is not merely about insurance but a comprehensive purposeful method of insulating and thereby protecting assets. Understand and Evaluate If you have worked through these items, then it is time to better understand and evaluate the business itself. There are many reasons that a business may not successfully transition, many of which can be addressed, corrected or minimized if there is ample time. First, you must understand what an internal or external buyer will be looking for. What would make your business most attractive to a new potential owner? What would facilitate a smooth transition? While profitability is always important, there are also other things that have an impact on whether your company is considered a viable opportunity, such as: owner dependence, processes and procedures, technology, depth of management, sustainability of earnings, and diversification. We call the process of improving your company Building a Better Box. This process addresses these areas and assists you in identifying and improving the value drivers in your business. Business value is not derived solely by revenues or profitability alone. Owners that focus solely on revenue generation will be leaving money on the table at transfer time. Transition Options What are your transition options? Most owners believe they must sell to a third party. While this is the transition option considered most often, this may not be your best option and it is probably not your only option. The third party sale may gross the highest number, if you are one of the lucky ones that can actually sell, but what will be the net amount? The amount you get to add to your post transition nest egg for the life you have anticipated. Most owners are not prepared for the tax bite and fees they will pay with this transfer option. These fees can be minimized to some extent by proper planning but the end result is still likely to be that this is one of the costliest options. 14 NCBVA.ORG | June 2013

Best Options On occasion, if you are in a marketplace where you can attract a synergistic or industry buyer, you may be able to achieve a higher gross sales price and still achieve your highest net number after taxes and fees. This is part of the process in our segment entitled Yellow Brick Road, which helps you to determine the transition options that are best suited for you. Remember, this is not just all about numbers. You must consider your non-financial goals as well. What are the other options? Would a management buy-out be best? What about a private equity group recapitalization? What are the benefits of an employee stop ownership plan? Most owners believe that some of these options are for only very large companies and do not consider them. This can be a costly mistake. Some of these options may be the perfect solution to achieve all of your goals. Paint by Numbers So, how do you accomplish all of this? Most business owners have their trusted advisors, CPA, lawyer, banker, financial planner, and insurance advisors that have been with them for a long time. In fact most advisors are the same ones the business owner has had since they started in business. The question is, are they working together in a comprehensive, holistic fashion to help you achieve your goals? Specialists do just that, specialize. And while it is important to have them on your team, you also need the ability to “bring it all together”. We call this process Paint by Numbers, because you are creating your own transition masterpiece. This is where you must be very selective in your team of advisors and how they function. Your business is most likely your largest asset, and you will probably have only one opportunity to create the best possible transition that achieves your goals. Don’t leave it to chance! n About the Author Kathleen Richardson-Mauro, CFP, CBI, CM&AA, FBA, is the co-founder of Richardson-Mauro & Johnson LLC, a business transition advisory firm and the Business Transition Academy™, an educational portal for business owners who want to learn more about how to plan and execute successful ownership transitions. She presented this information at the 2013 NCBVA Convention. For more information about our transition planning tools visit us at www.rm-j.com or call (888) 214-0748 for more information. June 2013 | NCBVA.ORG 15


FOCUS Three Keys to Successful MANAGEMENT

Crisis Management

When the first hijacked plane slammed into the North Tower of the World Trade Center at 8:46 AM on September 11, 2001, Robert Scott, president and chief operating officer of Morgan Stanley-Dean Whittier, was at 3 World Trade Center addressing 400 members of the National Association of Business Economists. Scott evacuated the building just in time to watch a second aircraft slam into the South Tower, which he knew housed his company offices and several thousand employees. By 9:30, he and his senior executives had convened at a backup site that became their command center. The decisions made by Scott and his team that day would make Morgan Stanley a case study in successful crisis management, and would enhance Scott’s reputation as a leader. What is the difference between a Morgan Stanley and less successful companies? Why do some organizations come out of crisis with enhanced reputations while others may not even survive as a business? Crises Management While the reasons are many and varied, it frequently comes down to three main areas: • Failure to consider the human factor • Failure to gather adequate information to support decision-making • Failure to act quickly and decisively These failures are so common that they suggest three keys to successful crisis management: 1. Recognize that you are your own worst problem. Too often in preparing for crisis, one tends to ignore the human factor. Understanding human nature and how people react to crisis is one of the fundamental keys to crisis management. 16 NCBVA.ORG | June 2013

By Lucien Canton NCBVA Contributor

• No matter how much information on risks they are given, people do not believe that a crisis will happen to them. They may understand it intellectually, but viscerally they do not believe it will happen. This hampers their willingness to prepare for crisis. • When confronted with a crisis, a person’s first reaction is denial – they often do not recognize that a crisis is occurring. This leads to a hesitation to act. • There is a tendency to normalize crisis, that is, to see what one expects to see rather than what is actually occurring. It is easy to misinterpret or completely miss indicators that a crisis is imminent or occurring. These indicators may be obvious after the fact but are easily missed during the crisis. 2. Good information is essential to good decisionmaking. The second phase that people experience when confronted with a crisis is to deliberation – the need to seek corroboration about what has occurred or is occurring and to consider courses of action. There are, however, problems inherent in this process: • Most information available in the early stages of crisis is fragmentary, contradictory, and unreliable. There can also be a considerable volume of information available, most of it not really helpful. Sorting through this mess requires an understanding of what information is important and why it is needed by decisionmakers. • A common failing in crisis is the tendency to seek only information that confirms what the crisis team thinks is happening or expects to

MANAGEMENT FOCUS see happening. The problem with this is that the team misses the true nature of the crisis, and makes decisions that can be counter-productive or flat out wrong. • The paradox of information collection is that, while the better the information the better the decision-making, there will never be a situation where one has all the information needed. At some point, you will have to make decisions based on incomplete information. Information collection cannot become an end in itself that delays decision-making. 3. Act Decisively. Overcoming denial and moving through deliberation leads to action. In most cases, the quicker you are seen to act and to provide information on the crisis and your actions, the more likely you are to mitigate the effects of the crisis. Effective action depends on a number of elements: • Isolating the crisis by identifying a crisis management team and dedicating them solely to the crisis. Other parts of your organization can work, and be devoted to business as usual, but your crisis management team must be focused exclusively on the crisis and must have the authority and resources necessary to act. • Speed is essential, particularly in crisis communications. Depending on the nature of your organization, you may have only minutes to get your story out. Even if it’s just acknowledging that the crisis has occurred, and that you are assessing the situation it is critical that the public, your employees, and your shareholders hear from you. • Acting quickly, demonstrating empathy with anyone affected by the crisis, and, above all, being honest, can go a long way to countering the negative effects of a crisis. Surviving Surviving a crisis requires that you quickly recognize and accept that a crisis is occurring, gather sufficient information to make decisions regarding the crisis, and move quickly to implement those decisions. Incorporating these three keys into your preparations for crisis may not guarantee success, but they will certainly go a long way to preventing failures. n About the Author Lucien G. Canton, CEM is a consultant specializing in preparing managers to lead better in crisis by understanding the human factors often overlooked in crisis planning. A popular speaker and lecturer, he is the author of the best-selling Emergency Management: Concepts and Strategies for Effective Programs. For more information, please visit www.luciencanton.com, or email Info@luciencanton.com. June 2013 | NCBVA.ORG 17


Abel Vault & Monument Co. Pekin, IL American Concrete Industries Bangor, ME American Vault Company Cleveland, OH American Wilbert Company Bridgeview, IL Arnold-Wilbert Company Goldsboro, NC Arrow Vault Company Lafayette, IL Atlas Vault Company Orlando, FL Badger Burial Vault Co. Eau Claire, WI Bailey Monument & Vault Co. Waycross, GA Baumgardner Products Co. Akron, OH Baxter Burial Vault Service, Inc. Cincinnati, Baxter Vault CompanyBaxter Springs, KS Beck Vault Company Rome, NY Bell Vault & Monument Inc. Miamisburg, OH Brewster Vault And Monuments Millville, NJ Brown-Wilbert, Inc. Morris, MN Bruns-Doric Vault Company Saint Louis, MO Brutsche Concrete Products, Inc. Benton Harbor, MI

18 NCBVA.ORG | April 2013

Brutsche Concrete Products, Inc. Battle Creek, MI Buckeye Vault Service Mansfield, OH Carolina Doric, Inc. Florence, SC Cemex Callaway R/M Precast Lake Worth, FL Central Burial Vaults, Inc. Tulsa, OK Century Burial Vault Oxford, MA Cheboygan Cement Products Cheboygan, MI Chesapeake Burial Vault Co. Barclay, MD Christy Vault Co. Daly City, CA Concrete Vaults, Inc. Newton, KS Cooper Wilbert Vault Company Barrington, NJ Cordeiro Vault Co., Inc. Vallejo, CA Creter Vault Corporation Flemington, NJ Crummitt & Son Vault Corp. Martins Ferry, OH D Of K Vaults, Inc./ Gray Brothers Columbus, OH Dardanelle Vault & Monument Co. Dardanelle, AR Deihl Vault & Precast Company Orangeville, PA

Detroit Wilbert Vault Corp. Detroit, MI

Hardy Doric, Inc. Chelmsford, MA

Doody Burial Vaults, Inc. Winchendon, MA

Harn Vault Co. Massillon, OH

Doric Manufacturing Company Boaz, AL

Harris Precast, Inc La Porte, IN

Doric Of Northeast Arkansas Jonesboro, AR

HicKS Industries, Inc. Mulberry, FL

Doric Of Tennessee, Inc. Nashville, TN

Huntingburg Vault Company Huntingburg, IN

Doric Vault Co. Of Central Ga. Griffin, GA

Jefferson Concrete Watertown, NY

Doric Vault Of Eastern

Lake Shore Burial Vault Company Brookfield, WI

New York, Inc. Hudson, NY

Doric Vault Of Western New York, Inc. Buffalo, NY Esterly Burial Vault Company West Reading, PA Evans Eagle Burial Vaults Leola, PA Everlasting Vault Company Randallstown, MD Fond Du Lac Wilbert Vault Co. Fond Du Lac, WI Gettysburg Burial Vault, Inc. Gettysburg, PA Golden Eagle Vault Services, Llc Rocky Mount, VA Grable Burial Vault Service Logansport, IN Gross Vault & Monument Thomasville, GA Hairfield Vault Company Morganton, NC Hairfield Vault Company Morganton, NC

Master Grave Service, Inc. Bogart,GA Mcdowell Vault Co. Fletcher, NC Mercer Vault Company Fredericsburg,VA Minchew Sand & Concrete Products Waycross, GA Minnick Services, Inc. Fort Wayne, IN Montgomery Vault Rockville, MD Neher Burial Vault Springfield, OH Nor-Don Vault Company, Inc. Strafford, MO Odon Vault Company, Inc. Odon, IN Omaha Wilbert Vault Omaha, NE Ostwalt Vault Company Concord, NC

June 2013 | NCBVA.ORG 19


Palm Vault Co. Ada, OK

Sam Green Vault Company

Sunnycrest Inc

Patriot Vault & Precast Park Hills, MO

Pennsylvania Concrete Vault Co. Greensburg, PennsylvaniaPAConcrete Perfection Vault Vault Company Woodson, IL Johnstown, PA Phenix Vault PhenixCity, VaultAL Phenix Pioneer Phenix Vault, Inc. City, AL Doylestown, PA Piedmont Precast Poplar Bluff Doric Vaults, Inc. GA PoplarAtlanta, Bluff, MO Precast Concrete Products, Inc. Precast Concrete Products, Inc. Blissfield, MI Blissfield, MI Precision Precast Inc. Pittsfield, PrecisionMA Precast Inc. Quality Pittsfield, Burial Vault Co. MA Houston, TX Rex Vault Service Rex Vault & Mausoleum Newton, IL Inc. Service, Rocky Mountain Newton,Monument/Vault IL Sandy, UT Roland Wilbert Vault Roland-Wilbert Vault Co. Co., Inc. Clinton, IA Marion, IA Roland-Wilbert Vault Co. SaginawIA Marion, MI Corp. SaginawSaginaw, Wilbert Vault Saginaw, MI Saline Vault Company Sam Green Vault Corp. SweetVA Springs, MO Lynchburg, St. Louis Wilbert Vault Co. St. Louis, MO

Santeiu Vaults, Inc. Livonia, MI

(Continued) Superior Vault Company

Saline Vault Co. Sweet Springs, MO Sheldon Vault Co. SanteiuSheldon, Vaults Inc. IA Livonia, MI Shore Wilbert Vault &Corporation Precast Company Sexton Bloomington, IN Exmore,VA Sheldon Vault Co. SiSheldon, FuneralIAServices Fairport, NY Co. Shore Vault & Precast Exmore, VA Si Funeral Services Simerly Concrete Products, Inc. Ennis, TX Bristol, TN Simerly Inc. Products, Inc. SimerlyVaults, Concrete Knoxville, TN Bristol, TN Southern Ohio Vault Co. Simerly Vault,OH Inc. Portsmouth, Southern Vault Service Knoxville, TN Blakely, GA Southern Ohio Vault Company Spoerr Precast Concrete Portsmouth, OH Sandusky, OH SI Funeral Services Southern Vault Services, Inc. Cedar Hill, TX Blakley, GA SI Funeral Services Gerard, PA Spoerr Precast Concrete, Inc. SI Funeral Services Sandusky, OH Parsons, KS SISt.Funeral Services Vault Louis Wilbert San Antonio, TX Company Sunnycrest, Saint Inc. Louis, MO Auburn, NY

West Plains Vault & Mfg. Company Whitman Vault Co. Pomona, MO Whitman, MA

Bryantown, MD Superior Burial Vaults, Inc. Salt Lake City, UT Ltd. Superior Vault Company, Superior Vault Co. Wicomico Vault Co.,Vault Inc. Mississauga, ON Western Michigan Burial Bryantown, MD Salisbury,MI MD Muskegon, Superior Vault Co. Turner Vault Company Wieser Precast Charlestown,OH IN Northwood, Wicomico Vault Company, Stewartville, MN Inc. Superior Vault Co., Ltd. Wieser Doric Salisbury, MD Vault Co. VandenMississauga, Boomen Burial Ont., Canada LaCrescent, MN Vaults Inc. WieserWilbert Doric Vault Swan’s Concrete Products BurialCo. Vault Co. Westbrook, ME Kronenwetter, WI La Atlanta, Crescent, MN GA Turner Vault Company Wilbert Burial Vault Co. VandenToledo, Boomen Wieser Precast OHBurial Vaults Waycross, GA Inc. Boomen Burial Vaults Inc. Stewartville, MN Vanden Wilbert Burial Vault Co. Appleton, WI WI Kronenwetten, Muskegon, Wilbert Burial VaultMICo. Vanden Boomen Burial Vaults Inc. Wilbert Burial Vault Co. Vincent, J.P. & WI Sons Inc. Traverse City, MI Wausau, Traverse City, MI Galena,& ILSon, Inc. Vincent WilbertWilbert Vaults Services Of Houston, Inc. IL Lancaster, Houston, TX NY Warge Galena, Concrete Products Washington Wilbert Wilbert Vaults of Houston, Inc. Fort Wayne, IN Vault Works Inc. Willbee Houston, ConcreteTX Vaults, Llc. Laurel,Wilbert MD Vault Works Washington Jackson, WillbeeMI Concrete Products Warga Jackson, MI Laurel,Concrete MD Products Inc. Williams Vault Company Fort Wayne, IN Williams Wilbert Emporia, VA IA WattsWatts VaultVault & Monument & Monument Co. Des Moines, Des Moines, IA Company Williams Vault Company Wimmer Manufacturing Wayne Burial Vault Emporia, VA Des Moines, IA Co., Inc. New Castle, IN Indianapolis, IN Willmar Precast Co. Wayne Burial Vault Welte Vault Co. Co. Willmar, MN Danbury, IA IN Indianapolis, Zeiser Wilbert Vault Co. West Plains Vault & Mfg. Co. Elmira, NY Pomona, MO

National Concrete Burial Vault Association, Inc. Member Application for Plant Inspection

Name of Plant ___________________________________________________________________________ Plant Mailing Address______________________________________________________________________ Plant Street Address_______________________________________________________________________ Plant Telephone_________________

Fax Number_______________________________________

Owner’s Name_____________________________ Evening Phone______________________________ Plant Manager/Contact Person__________________ Evening Phone_______________________________ Types of Outer Burial Receptacles Produced  Top Seals  Air Domes  Sectionals Other________________________________________________ Please return this application with full payment to: The National Concrete Burial Vault Association, Inc. 136 South Keowee Street P.O. Box 917525 Dayton, OH 45402 Longwood, FL 32791 (888)88-NCBVA (888) 88-NCBVA Fax (937) Fax (407)222-5794 774-6751 20

20 NCBVA.ORG | June 2013 NCBVA.ORG l December 2012

NEWS

Welte Vault Company, Inc.

NCBVA Certified Vault Manufacturing Plants Lynchburg, VA Auburn, NY Danbury, IA

For a NCBVA member in good standing, the Plant Certification Inspection fee is $1295.

INDUSTRY

Doric Releases New Presentation Tool

Doric Products has unveiled the first iPad® app for burial vault selection. This new application will help with the presentation of vaults and other burial to customer families. Operating on the handheld Apple iPad®, the app has become a very diverse tool. The application works great in both pre-need and at-need situations, can be customized, and also works as an impressive presentation aid. If a particular family has lots of question and wants to know all the details, then that is available with just a simple touch of a finger. However, if the family does not want extensive information then it can skip right to product selection.

2013 Calender June 9-11 Wilbert District 8, 9 & 10 Minneapolis, Minnesota July 28-30 Trigard National Convention Marriott Waterside Annapolis, Maryland August 7-10 Cremation Association of North America (CANA) Annual Convention Washington, DC October 20-23 National Funeral Directors Association (NFDA) Int’l. Convention and Exposition Austin Convention Center Austin, Texas October 20-23 National Funeral Directors Association (NFDA) Annual Meeting New Orleans, Louisiana

Doric Teams Up With Mossy Oak Doric Products, Inc., has added the Mossy Oak Breakup® and Mossy Oak Breakup Infinity® personalization to their extensive offering of vault personalization options. Doric is now licensed to offer personalization graphics for both concrete full size vaults as well as concrete and cultured marble urn vaults. When making funeral arrangements, families are consistently looking for ways to make the service unique and reflect the interests of the person they lost. Personalization graphics provide a way for them to add a custom touch to their vault. Doric Products, Inc., a leader in the burial vault industry since 1955, boasts over 130 dealer locations in the U.S. and Canada. Doric, committed to quality products and services, offers double-wall, triple-wall, and quad-wall burial vaults choices. Doric also offers a full line of urns, urn vaults, and air seal Classic Metal Vaults. For more information, please visit the Doric website, www.doric-vaults.com or call (888) 55-DORIC. n

June 2013 | NCBVA.ORG 21


National Concrete Burial Vault Association “Serving the death care industry with the very best”

Dues Schedule

APPLICATION FOR National Concrete Burial VaultMEMBERSHIP Association

 Manufacturer Member Dues are based on total units sold at Dues Schedule this location.

Key Contact____________________________________Nickname_____________

    

 Manufacturer Member level: Please check appropriate Dues are based on total units sold at 1-999 Units .........$225 this location. 1000 - 1999 .........$350 Please check appropriate level: 2000 - 3499 .........$430  1-999 Units .........$225 3500 - 4999 .........$580  1000 - 1999 .........$350 5000 and more ....$700

 2000 - 3499 .........$430  3500 - 4999 .........$580  Associate Member.....$300  5000 and more ....$700

 Franchise .......$1000 AssociateGroup Member .....$300  Franchise Group .......$1000 Payment Information

Include payment with this completed Payment Information form. We accept Visa, MasterCard and Include payment American Express with this completed form. We accept Visa, MasterCard and American Express

 Check is enclosed

 Check is enclosed

Please charge my Please charge my  Visa MasterCard  Visa MasterCard

 American Express Account #_____________________ Expiration _________________ Accountdate #_____________________ Expiration date _________________

Mailing Mailing Information

Information NCBVA

136 South Keowee Street NCBVA P.O. Box 917525 P.O. Box 917525 Dayton, OH 45402 Longwood, FL 32791 Longwood, FL 32791 (888)88-NCBVA (888) 88-NCBVA (888) 88-NCBVA Fax (937) 222-5794 Fax: (407) Fax: (407)774-6751 774-6751

www.ncbva.org www.ncbva.org

CODE OF ETHICS

“Serving the death care industry with the very best”

APPLICATION FOR MEMBERSHIP Title ______________________________________________________________

Company Name _____________________________________________________ Key Contact____________________________________Nickname_____________ Street Address _______________________________________________________ Title City______________________________________________________________ _____________________ State _______________ Zip __________________ Company Name _____________________________________________________

Phone ___________________________ Fax ______________________________

Street Address _______________________________________________________

E-mail ____________________________________________________________

City _____________________ State _______________ Zip __________________

Company Web Site ___________________________________________________

Phone ___________________________ Fax ______________________________ E-mail ____________________________________________________________

Company Web Site ___________________________________________________

 Check here if you prefer to have your mail sent to your home.

Home street Address _________________________________________ _____________________ Statemail ______________ City Check here if you prefer to have your sent to your home.Zip ___________ Home Phone _________________ Home Fax ______________________ Home street Address _________________________________________ City _____________________ State ______________ Zip ___________ Home Phone _________________ Home Fax ______________________

COMPANY INFORMATION  Burial Vault Manufacturer  Funeral Director COMPANY INFORMATION  Crematory  Cemetery  Burial Vault Manufacturer  Funeral Director

 Crematory

 Cemetery

 Doric  Wilbert  Eagle  Trigard Doric Trigard Services Con-O-lite  Wilbert  Other  Eagle Provide  Graveside  Con-O-lite

 Other

Provide Graveside Services

Metal Vaults  Plastic Vaults  Fiberglass Vaults

Metal Vaults  Plastic Vaults  Fiberglass Vaults  Adults  Oversize Offer sizes for  Children Offer sizes for  Children  Adults  Oversize Associate Member: 25 words lessyour about your product/services Associate Member: Tell Tell us inus 25 in words or less or about product/services

Please Please enroll in NCBVA today!  enroll meme in NCBVA today!

Signature indicates thatthat you you have have read and abidetobyabide NCBVA’s Code of Ethics Signature indicates readagree andtoagree by NCBVA’s Code of Ethics and the rules that govern the National Concrete Burial Vault Association. Signature and the rules that govern the National Concrete Burial Vault Association.isSignature is required before thisthis application can becan processed. required before application be processed. _________________________________________ _________________________________________ (Signature)

(Signature)

___________ (Date) ___________

(Date)

CODE OF ETHICS We believe that concrete is an ideal material for the construction of burial vaults for the interment of human remains and that

properlythat constructed burial vault is for worthy acceptance by public. Our for salesthe andinterment advertising We abelieve concreteconcrete is an ideal material the of construction ofthe burial vaults ofpolicies humanwill remains and that be governed by standards acceptable by the public and the funeral profession and by principles advocated by the National a properly constructed concrete burial vault is worthy of acceptance by the public. Our sales and advertising policies will Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not disparbe governed by standards the business public and the funeral profession by principles advocated by thefor National age. We shall conduct ouracceptable business onby sound principles, striving to build a and relationship of respect and confidence Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not the burial vault industry with the public, with the funeral director and with the cemetery’s management. We will abide by the disparage.rules We shall conduct our business sound Burial business principles, striving to build a relationship of respect and confidence for and regulations of the Nationalon Concrete Vault Association, Inc., thereby contributing to a stronger and greater the burial industry with the public, with the funeral director and with the cemetery’s management. We will abide by the nationalvault industry. rules and regulations of the National Concrete Burial Vault Association, Inc., thereby contributing to a stronger and greater national industry.

18

NCBVA.ORG l December 2012

22 NCBVA.ORG | June 2013

April 2013 | NCBVA.ORG 23


NCBVA|136 South Keowee Street|Dayton, OH 45402-2241

The Bulletin The Bulletin is the bi-monthly publication of the National Concrete Burial Vault Association. We would very much be interested in hearing from you! Make sure to add us onto you mailing list for news releases about your company, special events, staff promotions or additions, and new products and services that would be of interest to the association and its members. We would also look forward to receiving any photos of products or installations you have, either color or black & white. If they are at least 300 dpi and 1 mg at 8 x 10 inch format, we will even consider them for the cover! And, we are also interested in receiving any thought leadership articles on industry trends and techniques, along with case study stories that promote the high standards of the association. (Or, if you just have an idea, let us know and we can write it for you or with you!) Please contact me at any time!

Don Donald A. Mounce, APR | The Bulletin Editor National Concrete Burial Vault Association (NCBVA) 136 South Keowee Street | Dayton, OH 45402 (888)88-NCBVA | Fax (937) 222-5794 info@ncbva.org | www.ncbva.org 24 NCBVA.ORG | June 2013

Bulletin 2013 June  

June 2013 issue of The Bulletin by NCBVA

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