bulletin 2013 june
DESCRIPTION
June 2013 issue of The Bulletin by NCBVATRANSCRIPT
June 2013 | NCBVA.ORG 1
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Table of Contents
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 SIFuneralServices Ennis, TX
GreG tilley IdealBurialVaultCompany Depew, NY
affiliate directors Dave Long Eagle Burial Vault Association Joliet,IL
Blake swinford Trigard/Greenwood Plastics Danville,IL
steve vincent DoricProducts,Inc. Marshall,IL terry whitlock WilbertFuneralServices,Inc. Broadview,IL
association ManaGeMent Kimberly A. Fantaci ExecutiveDirector Donald J. Gaitten, Jr. AssociationExecutive Donald A. Mounce, APR The Bulletin Editor Richard L. Martin Magazine Production Manager J. Scott Calkins, Esq. Legal Counsel
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Legal FocusCemeteries Face RealityBy J. Scott Calkins, Esq., NCBVA Legal Counsel
Safety Focus Who To Invest Your Time In? By Ron Overton, Overton Safety Training, Inc.
Business FocusThinking About Transitioning Out of Your Business?By Kathleen Richardson-Mauro,
Management FocusThree Keys to Successful Crisis ManagementBy Lucien Canton
Association Matters
Industry News & Calendar
ON THE COVER
Accurate .................................................6
American Cemetery Supplies................18
Axis ........................................................8
Crescent Bronze ...................................10
D & C Supply ........................................10
Doric ....................................................10
Edgmont ................................................4
Gator Plastics .......................................15
Holland Supply ............ Inside Front Cover
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
ADVERTISING INDEX
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FOCUSIn an excellent article by Ron Hast in Mortuary Management, he spells out his opinion of the slow and steady demise of the non-chain and large cemeteries. The article is devoted to the small town, church, private cemeteries.
As he states: “trends in death care and funerals are catching up with the habits and expectations of cemetery ownership, assets and liabilities.” As our members know, cemeteries could anticipate the flow of business that would financially support a cemetery’s operation – as could simple knowledge of a regional population.
Times have changed, however. Interest from endowment care trusts funded by an amount of money from grave sales has declined. Costs have risen – all out of proportion to the balance of income versus costs such as water, personnel, pest control, and general expenses.
Hast also concludes that the drastic effects of a steadily increasing choice of cremation, which results in less graves being purchased. This eliminates the income from grave opening and closing – as well as sales of grave vaults, markers and monuments.
As maintenance and operating costs rise, and the declining trends of burial are clearly identifiable, the future is clearly evident. Hast concludes by asking the obvious question: at what point does the private owner decide to call it quits, or even walk away from this concerning situation?
Many owners have already given such cemeteries to the local municipalities. The article by Ron Hast is a must read for our members.
Time to Post OSHA Workplace Injury and Illness LogsMembers who are subject to the workplace injury reporting requirements are required to post the annual Form 300-A as of the deadline of April 30, 2013. The form must contain a summary list of
the total number of job-related injuries and illnesses that occurred during 2012.
Employers with 10 or fewer employees are normally exempt from federal OSHA injury and illness record keeping and posting requirements. For those employers with less than 10 employees, you must still report to OSHA any workplace incident that results in a fatality or the hospitalization of three or more employees.
Mississippi Supreme Court Upholds Irrevocable Pre-Need ContractsAs a matter of information for our members who are involved with funeral director customers that have entered into irrevocable pre-need contracts with a substantial number of persons, our industry should keep a close tab on this decision. It may spread to other states.
Many state pre-need funeral laws provide that a pre-need funeral contract can be
LEGAL
Cemeteries Face Reality By J. Scott Calkins, Esq. NCBVA Legal Counsel
Interest from endowment care trusts funded by an amount of money from
grave sales has declined. Costs have risen – all out of proportion to the
balance of income versus costs such as water, personnel, pest control, and
general expenses.
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LEGAL FOCUS
irrevocable in order for the purchaser to comply with the requirements for public aid. Sometimes there is an issue of whether an irrevocable pre-need funeral contract can be transferred to a new provider.
Obviously, if the original provider is no longer in business or the business has been sold, there should be a mechanism in the law allowing for a transfer to a new provider or refund to the purchaser. 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 “non-transferable” 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
Members who are subject to the workplace injury reporting requirements are required to post the annual Form 300-A as of the dead line of April 30,
2013. The form must contain a summary list of the total
number of job-related injuries and illnesses that
occurred during 2012.
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 InvestmentSo, 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 AllocationLive 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
FOCUSSAFETY
Who to Invest Your Time In?By Ron Overton
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Bed Size: 50" W x 91" LBed Size: 50" W x 91" L
13 Hp Honda Electric & Pull-Start 13 Hp Honda Electric & Pull-Start
Engine (with hour meterEngine (with hour meter))
Combination Vault/Monument Combination Vault/Monument
Handlers also availableHandlers also available
3000# Winch Capacity3000# Winch Capacity
Self propelled at work siteSelf propelled at work site
Towable over the roadTowable over the road
Towable & powerful alternative Towable & powerful alternative
to conventional backhoesto conventional backhoes
Full size backhoe without the Full size backhoe without the
need of a trailerneed of a trailer
• Standard or heavy duty models
available• 3000# to 6000# hydrostatic
winch capacity• Loaded with standard features• Upgradable with choice of over
15 options• Won't track up cemetery lawn• Choice of color
• Set monuments safely and
quickly• Fixed 5" I-Beam• Two locking inner legs• Option of rubber on inside of
deck to protect monuments• 18 upgradable options
available
• Tow with truck, unhitch and
self propel to the grave site• No need to drive truck onto
cemetery lawn• Won't track up lawns• 2-yard capacity• Bed Size: 50” W x 91” L x 24” H• Customize with company logo
and colors
• Same capacity as a standard
backhoe• Unhitch from truck and self
propel in cemetery without
tearing up the lawn• 36” bucket allows for quick
openings at cemetery without
re-positioning• Painted with your color choice
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SAFETY FOCUS
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 AccomplishmentTake 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 AUTHORRon 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 [email protected], or visit the company website at www.overtonsafety.com. These insights are the opinions of the author, and not necessarily those of the NCBVA.
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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 LandscapeThe transition or “exit” landscape, as we refer to it, can vary somewhat by industry, and understanding your industry specific nuances is
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 micro-economic 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
Thinking About Transitioning Out of Your Business? By Kathleen Richardson-Mauro
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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 PlanA “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
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 ChangeAnother 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
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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 EvaluateIf 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 OptionsWhat 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.
Best OptionsOn 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 NumbersSo, 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 AuthorKathleen 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.
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FOCUSWhen 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 ManagementWhile 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.
• 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 decision-making. 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 decision-makers.
• 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
Three Keys to Successful Crisis Management
By Lucien Canton NCBVA Contributor
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.
SurvivingSurviving 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 AuthorLucien 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 [email protected].
MANAGEMENT FOCUS
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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
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
Doody Burial Vaults, Inc. Winchendon, MA
Doric Manufacturing Company Boaz, AL
Doric Of Northeast Arkansas Jonesboro, AR
Doric Of Tennessee, Inc. Nashville, TN
Doric Vault Co. Of Central Ga. Griffin, GA
Doric Vault Of Eastern
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
Hardy Doric, Inc. Chelmsford, MA
Harn Vault Co. Massillon, OH
Harris Precast, Inc La Porte, IN
HicKS Industries, Inc. Mulberry, FL
Huntingburg Vault Company Huntingburg, IN
Jefferson Concrete Watertown, NY
Lake Shore Burial Vault Company Brookfield, WI
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
20 NCBVA.ORG | June 2013 June 2013 | NCBVA.ORG 21
Doric Releases New Presentation ToolDoric 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.
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
Palm Vault Co. Ada, OK
Patriot Vault & Precast Park Hills, MO
Pennsylvania Concrete Vault Company Johnstown, PA
Phenix Vault Phenix City, AL
Piedmont Precast Atlanta, GA
Precast Concrete Products, Inc. Blissfield, MI
Precision Precast Inc. Pittsfield, MA
Rex Vault & Mausoleum Service, Inc. Newton, IL
Roland Wilbert Vault Co., Inc. Marion, IA
Saginaw Saginaw, MI
Saline Vault Company Sweet Springs, MO
Sam Green Vault Company Lynchburg, VA
Santeiu Vaults, Inc. Livonia, MI
Sheldon Vault Co. Sheldon, IA
Shore Vault & Precast Company Exmore, VA
Si Funeral Services Fairport, NY
Si Funeral Services Ennis, TX
Simerly Concrete Products, Inc. Bristol, TN
Simerly Vault, Inc. Knoxville, TN
Southern Ohio Vault Company Portsmouth, OH
Southern Vault Services, Inc.Blakley, GA
Spoerr Precast Concrete, Inc.Sandusky, OH
St. Louis Wilbert Vault Company Saint Louis, MO
Sunnycrest Inc Auburn, NY
Superior Vault Company Bryantown, MD
Superior Vault Company, Ltd.Mississauga, ON
Turner Vault Company Northwood, OH
Vanden Boomen Burial Vaults Inc. Kronenwetter, WI
Vanden Boomen Burial Vaults Inc. Kronenwetten, WI
Vincent, J.P. & Sons Inc. Galena, IL
Warge Concrete Products Fort Wayne, IN
Washington Wilbert Vault Works Laurel, MD
Watts Vault & Monument Company Des Moines, IA
Wayne Burial Vault Co. Indianapolis, IN
Welte Vault Company, Inc. Danbury, IA
West Plains Vault & Mfg. Company Pomona, MO
Western Michigan Burial Vault Muskegon, MI
Wicomico Vault Company, Inc. Salisbury, MD
Wieser Doric Vault Co. La Crescent, MN
Wieser Precast Stewartville, MN
Wilbert Burial Vault Co. Traverse City, MI
Wilbert Vaults Of Houston, Inc. Houston, TX
Willbee Concrete Vaults, Llc. Jackson, MI
Williams Vault Company Emporia, VA
Wimmer Manufacturing New Castle, IN
20 NCBVA.ORG l December 2012
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 SectionalsOther________________________________________________
Please return this application with full payment to:
The National Concrete Burial Vault Association, Inc.P.O. Box 917525Longwood, FL 32791(888) 88-NCBVAFax (407) 774-6751
For a NCBVA member in good standing, the Plant Certification Inspection fee is $1295.
National Concrete Burial Vault Association, Inc.Member Application for Plant Inspection
NCBVA Certified Vault Manufacturing Plants(Continued)
Pennsylvania Concrete Vault Co. Greensburg, PA Perfection Vault Woodson, ILPhenix Vault Phenix City, ALPioneer Vault, Inc. Doylestown, PAPoplar Bluff Doric Vaults, Inc. Poplar Bluff, MOPrecast Concrete Products, Inc. Blissfield, MI Precision Precast Inc. Pittsfield, MAQuality Burial Vault Co. Houston, TXRex Vault Service Newton, ILRocky Mountain Monument/Vault Sandy, UTRoland-Wilbert Vault Co. Clinton, IARoland-Wilbert Vault Co. Marion, IASaginaw Wilbert Vault Corp. Saginaw, MISam Green Vault Corp. Lynchburg, VASt. Louis Wilbert Vault Co. St. Louis, MO
Saline Vault Co. Sweet Springs, MOSanteiu Vaults Inc. Livonia, MISexton Wilbert Corporation Bloomington, INSheldon Vault Co. Sheldon, IAShore Vault & Precast Co. Exmore, VASimerly Concrete Products, Inc. Bristol, TNSimerly Vaults, Inc. Knoxville, TNSouthern Ohio Vault Co. Portsmouth, OHSouthern Vault Service Blakely, GASpoerr Precast Concrete Sandusky, OHSI Funeral Services Cedar Hill, TXSI Funeral Services Gerard, PASI Funeral Services Parsons, KSSI Funeral Services San Antonio, TXSunnycrest, Inc. Auburn, NY
Superior Burial Vaults, Inc. Salt Lake City, UTSuperior Vault Co. Bryantown, MDSuperior Vault Co. Charlestown, INSuperior Vault Co., Ltd. Mississauga, Ont., CanadaSwan’s Concrete Products Westbrook, METurner Vault Company Toledo, OHVanden Boomen Burial Vaults Inc. Appleton, WIVanden Boomen Burial Vaults Inc. Wausau, WIVincent & Son, Inc. Galena, ILWashington Wilbert Vault Works Inc. Laurel, MDWarga Concrete Products Inc. Fort Wayne, INWatts Vault & Monument Co. Des Moines, IAWayne Burial Vault Co., Inc. Indianapolis, INWelte Vault Co. Danbury, IAWest Plains Vault & Mfg. Co. Pomona, MO
Whitman Vault Co. Whitman, MAWicomico Vault Co., Inc. Salisbury, MD Wieser Precast Stewartville, MNWieser Doric Vault Co. LaCrescent, MNWilbert Burial Vault Co. Atlanta, GAWilbert Burial Vault Co. Waycross, GAWilbert Burial Vault Co. Muskegon, MIWilbert Burial Vault Co. Traverse City, MIWilbert Services Lancaster, NYWilbert Vaults of Houston, Inc. Houston, TXWillbee Concrete Products Jackson, MI Williams Wilbert Des Moines, IAWilliams Vault Company Emporia, VAWillmar Precast Co. Willmar, MNZeiser Wilbert Vault Co. Elmira, NY
2013 CalenderJune 9-11Wilbert District 8, 9 & 10Minneapolis, Minnesota
July 28-30Trigard National ConventionMarriott WatersideAnnapolis, Maryland
August 7-10Cremation Association of North America (CANA)Annual ConventionWashington, DC
October 20-23National Funeral Directors Association (NFDA)Int’l. Convention and ExpositionAustin Convention Center Austin, Texas
October 20-23National Funeral Directors Association (NFDA)Annual MeetingNew Orleans, Louisiana
NEWSINDUSTRY
136 South Keowee StreetDayton, OH 45402(888)88-NCBVAFax (937) 222-5794
22 NCBVA.ORG | June 2013 April 2013 | NCBVA.ORG 23
National Concrete Burial Vault Association“Serving the death care industry with the very best”
APPLICATION FOR MEMBERSHIP
Key Contact____________________________________Nickname_____________Title ______________________________________________________________Company Name _____________________________________________________Street Address _______________________________________________________City _____________________ State _______________ Zip __________________Phone ___________________________ Fax ______________________________E-mail ____________________________________________________________Company Web Site ___________________________________________________
Check here if you prefer to have your mail sent to your home.Home street Address _________________________________________City _____________________ State ______________ Zip ___________Home Phone _________________ Home Fax ______________________
COMPANY INFORMATION Burial Vault Manufacturer Funeral Director Crematory Cemetery
Doric Wilbert Eagle Trigard Con-O-lite Other Provide Graveside Services
Metal Vaults Plastic Vaults Fiberglass VaultsOffer sizes for Children Adults Oversize
Associate Member: Tell us in 25 words or less about your product/services
Please enroll me in NCBVA today!Signature indicates that you have read and agree to abide by NCBVA’s Code of Ethics and the rules that govern the National Concrete Burial Vault Association. Signature is required before this application can be processed.
_________________________________________ ___________ (Signature) (Date)
Dues Schedule
Manufacturer MemberDues are based on total units sold at this location.
Please check appropriate level: 1-999 Units .........$225 1000 - 1999 .........$350 2000 - 3499 .........$430 3500 - 4999 .........$580 5000 and more ....$700
Associate Member .....$300
Franchise Group .......$1000
Payment InformationInclude payment with this completed form. We accept Visa, MasterCard and American Express
Check is enclosed
Please charge my Visa
American Express
MasterCard
Account #_____________________
Expiration date _________________
Mailing Information
NCBVAP.O. Box 917525
Longwood, FL 32791(888) 88-NCBVA
Fax: (407) 774-6751
www.ncbva.org
We believe that concrete is an ideal material for the construction of burial vaults for the interment of human remains and that a properly constructed concrete burial vault is worthy of acceptance by the public. Our sales and advertising policies will be governed by standards acceptable by the public and the funeral profession and by principles advocated by the National Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not dispar-age. We shall conduct our business on sound business principles, striving to build a relationship of respect and confidence for the burial vault industry with the public, with the funeral director and with the cemetery’s management. We will abide by the rules and regulations of the National Concrete Burial Vault Association, Inc., thereby contributing to a stronger and greater national industry.
CODE OF ETHICS
18 NCBVA.ORG l December 2012
National Concrete Burial Vault Association“Serving the death care industry with the very best”
APPLICATION FOR MEMBERSHIP
Key Contact____________________________________Nickname_____________Title ______________________________________________________________Company Name _____________________________________________________Street Address _______________________________________________________City _____________________ State _______________ Zip __________________Phone ___________________________ Fax ______________________________E-mail ____________________________________________________________Company Web Site ___________________________________________________
Check here if you prefer to have your mail sent to your home.Home street Address _________________________________________City _____________________ State ______________ Zip ___________Home Phone _________________ Home Fax ______________________
COMPANY INFORMATION Burial Vault Manufacturer Funeral Director Crematory Cemetery
Doric Wilbert Eagle Trigard Con-O-lite Other Provide Graveside Services
Metal Vaults Plastic Vaults Fiberglass VaultsOffer sizes for Children Adults Oversize
Associate Member: Tell us in 25 words or less about your product/services
Please enroll me in NCBVA today!Signature indicates that you have read and agree to abide by NCBVA’s Code of Ethics and the rules that govern the National Concrete Burial Vault Association. Signature is required before this application can be processed.
_________________________________________ ___________ (Signature) (Date)
Dues Schedule
Manufacturer MemberDues are based on total units sold at this location.
Please check appropriate level: 1-999 Units .........$225 1000 - 1999 .........$350 2000 - 3499 .........$430 3500 - 4999 .........$580 5000 and more ....$700
Associate Member .....$300
Franchise Group .......$1000
Payment InformationInclude payment with this completed form. We accept Visa, MasterCard and American Express
Check is enclosed
Please charge my Visa MasterCard
Account #_____________________Expiration date _________________
Mailing Information
NCBVAP.O. Box 917525
Longwood, FL 32791(888) 88-NCBVA
Fax: (407) 774-6751
www.ncbva.org
We believe that concrete is an ideal material for the construction of burial vaults for the interment of human remains and that a properly constructed concrete burial vault is worthy of acceptance by the public. Our sales and advertising policies will be governed by standards acceptable by the public and the funeral profession and by principles advocated by the National Concrete Burial Vault Association, Inc. We pledge fair trade practices to our competitor, whose product we will not dispar-age. We shall conduct our business on sound business principles, striving to build a relationship of respect and confidence for the burial vault industry with the public, with the funeral director and with the cemetery’s management. We will abide by the rules and regulations of the National Concrete Burial Vault Association, Inc., thereby contributing to a stronger and greater national industry.
CODE OF ETHICS
136 South Keowee StreetDayton, OH 45402
(888)88-NCBVAFax (937) 222-5794
24 NCBVA.ORG | June 2013
NCBVA|136 South Keowee Street|Dayton, OH 45402-2241
The BulletinThe 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!
DonDonald 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 [email protected] | www.ncbva.org