Flashings

• 

Stimulus funds have limited effect on construction employment

According to the Associated General Contractors (AGC) of America, the federal economic stimulus plan appears to be having little influence on construction companies' ability to hire new employees.

Stephen E. Sandherr, AGC's chief executive officer, says 36 percent of construction companies with stimulus-funded work plan to hire new employees and points out that nearly the same percentage of firms without stimulus-funded work plan to hire during the same period. Additionally, 36 percent of construction companies with stimulus-funded work plan to purchase new equipment and supplies; 43 percent of construction companies without stimulus-funded work plan to make similar purchases during the same time period.

Sandherr claims one reason the stimulus plan is having a limited effect on construction hiring and purchasing patterns is that outside of the transportation sector, few of the stimulus plan's authorized construction dollars have resulted in construction work.

Although the stimulus plan may not be helping construction companies hire new employees, it may be helping companies retain employees. According to AGC, 60 percent of construction companies with stimulus-funded work have saved or retained jobs because of the stimulus plan.

"Although the construction portion of the stimulus is having an effect, it is far from delivering its full promise and potential," Sandherr says. "With construction unemployment at almost double the national rate, it is disappointing to see so many stimulus programs getting off to such a slow start."

Roofing professionals attain Green Roof Professional designation

More than 100 individuals are the first to attain Green Roofs for Healthy Cities' (GRHC's) Green Roof Professional (GRP) designations. These individuals successfully have completed a multidisciplinary exam encompassing five areas of concentration: pre-design, design, contract management, quality assurance and support, and maintenance.

GRP designation verifies an individual has attained the level of interdisciplinary knowledge of best practices associated with successful vegetative roof system design, installation and maintenance. GRP accreditation training courses provide continuing education credits for The American Institute of Architects, American Society of Landscape Architects, APA—The Engineered Wood Association, and the U.S. Green Building Council's Leadership in Energy and Environmental Design Green Building Rating System.™

"Our recent North American industry survey reports the U.S. green roofing industry grew 35 percent in 2008, so we are proud to establish the GRP accreditation that keeps pace with the growing demand for qualified professionals in this sector," says Steven W. Peck, GRHC's founder and president. "The GRP accreditation will help protect the industry by emphasizing best practices while providing additional marketing and business development support to those who attain the new designation."

GRP exams will be offered this fall in Toronto, San Francisco, Chicago and New York. A course calendar is available at www.greenroofs.org. To view a complete list of accredited GRPs, visit greenroofs.org/resources/Atlanta_GRPs.pdf.

SBIC changes make funding available for small businesses

Changes made to the U.S. Small Business Administration's (SBA's) Small Business Investment Company (SBIC) program as part of the American Recovery and Reinvestment Act of 2009 could make it easier for small businesses that may otherwise have difficulty securing private equity or venture capital to secure funding.

The SBIC program was created in 1958 to stimulate small-business growth by supplementing the long-term debt and private-equity capital available to small businesses. SBICs are privately owned and managed venture capital firms licensed and regulated by the SBA. SBICs use a combination of funds raised from private sources and money raised using SBA guarantees to make equity and mezzanine capital investments in small businesses. There are about 338 SBICs with $17.4 billion in capital being managed.

"The American Recovery and Reinvestment Act of 2009 expands the SBA's venture capital program to increase the pool of investment funding available to the small-business investment companies licensed by the SBA," says SBA Administrator Karen Mills. "We believe those companies will be better equipped by these changes to help sustain and grow small businesses."

Following are changes made as part of the American Recovery and Reinvestment Act of 2009:

• The economic stimulus act makes SBICs eligible for greater SBA-guaranteed funding and requires SBICs to invest 25 percent of their investment dollars into "smaller" businesses. Also, the amount of funding an SBIC may invest in a small business is set at 10 percent of an SBIC's total capital rather than the previous limit of 20 percent of an SBIC's private capital. This is a 50 percent increase in funding available to a single business by an SBIC.
• Maximum SBA funding levels to SBICs will increase up to three times the private capital raised by the SBIC to a maximum of $150 million for single SBICs or $225 million for multiple SBICs under common control. Before the economic stimulus act, the cap for all licensees was set at $137.1 million.
• These limits are even higher for SBICs licensed after Oct. 1 that certify that at least 50 percent of their investments will be made in small businesses located in low-income areas—up to $175 million for single licensees and up to $250 million for jointly controlled multiple licensees.

Changes made to the SBIC program under the American Recovery and Reinvestment Act of 2009 are permanent. More information about the SBA's Investment Division and SBIC program is available at www.sba.gov/INV.

OSHA publishes Outreach Trainer Watch List

To help crack down on fraudulent trainers and enforce the integrity of its Outreach Training Program, the Occupational Safety and Health Administration (OSHA) has published an "Outreach Trainer Watch List," which lists trainers whose authorizations have been revoked or suspended.

As part of its efforts to reduce fraudulent activity by trainers authorized through its Outreach Training Program, OSHA conducted an undercover investigation of a 10-hour training course. The investigation revealed several examples of failure to comply with program guidelines, including submitting false information regarding the instructional time spent on topics, failing to collect and retain required documentation, and advising students not to contact OSHA to report hazards. The investigation led to revoking the instructor's training authorization, as well as adding his name to the Outreach Trainer Watch List.

"Trainers who fail to provide appropriate safety training will pay a stiff price for their fraudulent behavior," says Jordan Barab, OSHA's acting assistant secretary of labor. "A tighter record control procedure has been instituted, requiring trainers to sign their reports and certify the class was conducted in accordance with OSHA guidelines. Trainers face civil and criminal penalties under federal law if reports or certifications are found to have been falsified."

OSHA's Outreach Trainer Watch List is available at www.osha.gov/dte/outreach/construction_generalindustry/watchlist.html.

Details

John Sykes IV

What is your position within your company?
I am president of John Sykes Co. Inc., Atlantic City, N.J.

What is the most unusual roofing project you've performed?
The original metal "skin" for Lucy the Elephant in Margate City, N.J. Lucy was built in 1881 and once was used as a hotel for Miss America Pageant contestants. The 65-foot-tall pachyderm has withstood dozens of hurricanes and is listed on the National Register of Historic Places.

Why did you become a roofing contractor?
Our company was established in 1901 by my great-grandfather, John Sykes I; it's in my blood!

What was your first roofing experience?
Working for my dad in athe shop during summer breaks

When you were a child, what did you want to be when you grew up?
A Yankee

What is a motto that you live by?
Wear out; don't rust out.

If you could travel anywhere in the world, where would you go?
I would go on a bike tour of Ireland.

What three items are always in your fridge?
Spicy V8, pepperoni and some interesting microbrews

What is the most high-tech thing in your house?
My Litespeed® road bike

What's your favorite book?
Atlas Shrugged

If you could invite any three people to dinner (dead or alive), whom would you invite and why?
My dad—he was a stand-up guy and true role model; Jim Croce—he used my guitar in college to write and perform his songs; and Mickey Mantle—my childhood idol

What are the most challenging aspects of your job?
Each day seems to have a new challenge and new reward.

What is your roofing industry involvement?
I served on the Philadelphia Roofing and Sheet Metal Contractors Association's board of directors and am involved with NRCA, the National Roofing Legal Resource Center, Roofing Contractors Association Industry Fund, Cedar Shake and Shingle Bureau, and Sheet Metal and Air Conditioning Contractors' National Association

People would be surprised to know …
I actually had hair at one point.

Motivate employees with contests

Contests can be an excellent way to motivate your employees to achieve goals. Following are some guidelines for structuring employee contests:

• Establish a clear purpose. Choose a goal, and stick to it. Having a specific goal can help you sort contest ideas and identify which are worth pursuing.
• Choose a theme. Employees are more likely to respond if you pick a theme with which they can identify. Try to keep the theme simple; too many details can complicate a contest.
• Offer meaningful rewards. Prizes don't need to be expensive, but they should be something employees value. Also, remember to include a certificate or letter recognizing the winner.
• Ask for feedback. Find out what employees like and dislike about each contest. Use the information to improve your next contest.

Source: Adapted from The Motivational Manager, July issue

Help employees learn English

It has become common to hire workers whose first language is not English. Helping such workers speak and understand English can benefit your business by:

• Increasing worker confidence. Workers who can communicate effectively are more comfortable talking to co-workers.
• Reducing employee turnover. Better English-speaking skills can make it easier for an employee to advance within your company instead of seeking employment elsewhere.
• Reducing job-site errors. Employees who understand instructions are less likely to make mistakes.
• Creating a safer workplace. Workers who can read and understand safety instructions are less likely to be injured at work.

Source: Adapted from The Motivational Manager, July issue

GBCI launches credentialing maintenance program

The Green Building Certification Institute (GBCI) has launched a credentialing maintenance program (CMP) for Leadership in Energy and Environmental Design Accredited Professionals (LEED® APs) and Green Associates.

Numerous activities qualify to earn LEED credential holders credit toward their credentialing maintenance. Such activities include continuing education, as well as practical application of the LEED rating system during projects and active participation in the green building community. A CMP Guide that outlines CMP-eligible activities and the requirements for maintaining both the LEED AP and LEED Green Associate credentials is available at www.gbci.org.

"Since 2001, the LEED AP credential has been recognized as a mark of significant achievement, acknowledging that candidates passed a rigorous test that assessed their knowledge of green building fundamentals, as well as knowledge of practice in a chosen specialty," says Peter Templeton, GBCI's president. "But knowledge doesn't stand still, and credential maintenance underscores a professional's commitment to staying at the leading edge of green building science and practice."

GBCI plans to launch an online tool for registered CMP users to submit and track maintenance activities.