MISSION STATEMENT




MCA of Metro Washington is the leader of the union mechanical construction and service industry in the Metro Washington area. Together with its union partners it will promote the professionalism, quality, cost-effectiveness, owner/user benefit, and productivity of union construction and service through education, labor relations, public relations and government affairs.

VISION STATEMENT


MCA of Metropolitan Washington envisions a local construction marketplace in which it plays such a valuable role that mechanical construction and service contractors feel that it is a business necessity to belong and participate.

Mechanical Contractors Association

Of Metropolitan Washington

2010 STRATEGIC PLAN

VISION STATEMENT

MCA of Metropolitan Washington envisions a local construction marketplace in which it plays such a valuable role that mechanical construction and service contractors feel that it is a business necessity to belong and participate.
MISSION STATEMENT

MCA of Metro Washington is the leader of the union mechanical construction and service industry in the Metro Washington area. Together with its union partners it will increase market share and will promote professionalism, quality, cost-effectiveness, owner/user benefit, growth and productivity of union construction and service through

  • education
  • safety training
  • public relations
  • government affairs.

PRIMARY ISSUES

The leadership of the MCA identified seven primary categories of overriding concern to the membership. They are:

  • labor relations
  • recruitment
  • education & training
  • legislative/lobbying
  • customer perception/industry image
  • market awareness from a contractors perspective
  • networking.

The following Strategic Objectives speak to these areas:

STRATEGIC OBJECTIVE

  1. MCAMW will leverage our strong and cooperative relationship with Plumbers Local Union 5 and Steamfitters Local Union 602 to enhance our members= competitiveness, productivity and ability to understand and exceed the expectations of construction and service users and owners.


    1. For fiscal 2009 – 2010, two Sub Committees for both the Plumbing Agreement & the HVAC Service Agreement to work to clean up the language of both labor agreements, and where possible and practicable, making the language of both agreements to coincide. A draft document shall be available by the spring of 2010 for the Negotiations Committee.


    2. MCA will communicate to membership via meetings & newsletters on a monthly basis advising members to contact Association of gray areas in language that are problematic. Bring the list of “most frequently asked questions” regarding gray areas in the agreements to the Conference Committee for the 2010 Negotiations. Develop a link in MCAMW website to publish these questions.


    3. MCA to keep a list of Conference Committee and other legal rulings regarding these questions, and publish the aforementioned rulings to the membership at the beginning of each year that have been agreed upon by the Joint Conference Committee. Develop a link in MCAMW website allowing the membership to easily access these rulings.


    4. MCA will publish “Management Rights” at the beginning of 2010 clarified through MCA’s legal counsel regarding negotiations.


    5. During 2010, we will seek to strengthen relationships with the Locals by hosting various social functions including having a semi-formal dinner twice a year with MCAMW Board of Directors & Local Business Agents invited.


    6. The Association recognizes the major importance of the CAUSE program in promoting strong relations between the Association and its unions. Accordingly, we will continue our support CAUSE financially and through the involvement of our trustees, staff and members in 2010. Additional effort will be focused in the following areas:



      1. 1. MCAMW will encourage CAUSE to become more active in increasing the union membership via recruitment of non participating workforce.
      2. 2. Encourage CAUSE to stay focused on recruitment efforts into the trades via CFS & advertisement.
      3. 3. Develop a list of CFS accomplishments


  2. MCAMW will work with its Local Union to fully implement The UA Standards of Excellence.

    MCA will continue to emphasize the need for members to correctly utilize the Separation Notices.

    3. .
  3. MCAMW will seek to increase the quantity and quality of incoming apprentices and journeymen and will remain active and visible in promoting equal opportunity and continue to provide the best possible training for all trades people in the workforce.


    1. MCAMW will participate in multiple apprenticeship recruiting program efforts.


    2. MCAMW will support and encourage Apprenticeship Committees to review the need to open satellite schools in Southern and Northern Maryland. Encourage Local 5 to continue looking into a Northern VA UAM campus.


    3. MCAMW will review the findings and determine whether recommendations should be made to the Apprenticeship Committees from the Radiators’ survey of the mechanical locals & other trades around the country regarding education of their apprentices.


    4. MCAMW will make a recommendation to MCAA to track the above item regarding what type of education delivers the best apprentice….detailed study.


    5. MCAMW will survey the 5th year Apprentices regarding how they would change their educational process.


    6. The MCAMW Board will be tasked to meet with the Apprenticeship Committees to develop a plan to resolve the issues arising from the Apprenticeship Report Cards. Included will be a review as to who should have the responsibility of filling out the cards; the apprentices or the employing contractors.


    7. The MCAMW Board will work with the Apprenticeship Committees to find a better grading system.


    8. MCAMW will ask the Apprenticeship Committee for their “Labor Needs Profile” for the future; i.e. Apprentices Enrollment =. Retirees + Market Share growth. When making a decision on the number of apprentices to be taken in each year, what are the mechanisms that are in place to track how many are retiring plus how many are needed to be brought in due to market share increase. MCAMW shall request a copy for the office records.


    9. In 2010 MCAMW will promote and provide the following training:


      1. Foremen Training facilitated by John Koontz
      2. Joint Project Management Training with NECA
      3. Hand’s on Training via the Plumbing and the Service Bureau.


    10. Encourage more Contractor participation in the New Expectations Class and have at least 2 Board Members in attendance.


    11. Through our Service and Plumbing Bureaus, we will encourage all service journeymen and service contractors to be Star and Green Certified and Qualified. By 2015 we will strive to have 50% certified.


  4. Preparation for Negotiations

    1. Have Membership Meetings with the Conference Committee to discuss items for negotiation.


    2. Board members will make personal phone calls to assigned MCAMW members encouraging members to attend Business meetings for Educational programs and input for upcoming Negotiations. A bullet point agenda for Board members’ to follow during their conversations shall be developed.


    3. Obtain from the Negotiations Committee what the MCA
      Board can do to help them prepare for 2010 Negotiations.


  5. MCAMW will assist the staffing and educating its members with the highest caliber managers, supervisors, administrative and clerical workers, and work to insure that contractors have the ability to perform all of the work in the jurisdiction with qualified employees.


    1. We will participate in College Career Fairs throughout the area, acquiring resumes for distribution to the interested members.
    2. Task the Education Committee to focus their attention on management issues.
    3. Task the IFT Trustees to offer a Safety Program for the Industry this year.


  6. MCAMW will work with government legislative and regulatory agencies at the local, state and national level to promote the interests of its members in the most effective manner.

    1. We will work together with the Subcontractor Coalition (ACE) to promote legislation which is in the best interest of the union subcontracting community.
    2. In 2010 MCAMW’s Government Affairs Committee will identify all boards and governmental bodies that impact the local union mechanical contractors; The Committee will prioritize those groups where the Association wants representation and promote contractor members to sit on those Boards. This Committee will be tasked with the following:


      1. Identify all licenses required for mechanical contractors in the MCAMW jurisdiction.
      2. Identify what reciprocity, if any, currently exists.


  7. MCAMW will constantly seek ways to make the Association, its volunteers and staff more effective in providing value to the membership. We Will-


    1. Continue to promote and fund the Rewards Incentive Program for members who are actively involved in committees. This program will be evaluated on an annual basis by the Board.
    2. Encourage more membership participation by making personal phone calls and advising them of the new informal business meeting format.
    3. Complete and promote the Trading Post…a materials/equipment exchange for MCA Contractors that will be accessed through a “members only” link on MCAMW’s Website.
    4. At monthly business meetings, present (via a Power Point Presentation) the current issues being addressed by the Board and the Committees that need contractors’ involvement. We will issue News Flashes of current events via an electronic bulletin board.
    5. The MCA Board will meet annually off-site to perform a Strategic
      Planning Session for the upcoming year.
    6. Select the Facilitator of the Strategic Planning Session from past MCAMW Presidents and Board Members.
    7. Research the successes and Strategic Plans of other Associations around the country.
    8. Evaluate the establishment of a peer group with selected
      Associations from around the country.

HISTORY OF THE MCA of METRO WASHINGTON


     One hundred and seventeen years ago the leading master steamfitters in the Nation's Capital formed an association to identify themselves as responsible contractors and employers of the competent craftsmen as a service to the design and construction profession.

     Today, that Association still flourishes. It still identifies outstanding contractors and employers of the area's finest journeymen in the plumbing and pipefitting trades.

     Although this Association has changed its name four times to reflect the advancing technology of our industry, the continuity of its operation and service has remained constant. The Master Steam Fitters Association of Washington, DC. was formed on July 29, 1889 and was changed to the Heating, Piping and Air Conditioning Contractors Association, Inc in 1918. This Association changed its names in 1954 to Mechanical Contractors D.C. Association, Inc. then to its present name Mechanical Contractors Association of Metropolitan Washington, Inc. in 2000. The Association started out with six (6) members: W.W. .Briggs, Heating & Ventilating; E.J. Febrey; Walter Higgins; Hubbard Manufacturing Company; Johnson & Morris; and Zellers Company. The group's first officers were George Zellers, President; Jerome Hubbard, Vice President; and Thomas Eagan, Secretary.

     The Industry Fund Trust was formed in 1963 through provisions in the collective bargaining agreement between MCDCA, Local 602 and Local 5. Its purpose is to provide necessary funds for conducting public relations, public education as applied to the plumbing, heating, piping and air conditioning industry and promotion of stability of relations between labor and management for the union mechanical contracting industry.

     Our Association, with the cooperation of Plumbers Local No. 5 and Steamfitters Local No. 602, has played a significant role in the advancement of the construction industry in this section of the United States, each also making history in bringing their segment of local industry from a position of immaturity and conflict to one of professionalism, compatibility and dependability, from the early and fundamental processes to highly sophisticated mechanical systems involving computers and electronics, automation on all types of construction, private and public.

     Each of these area labor and management groups was also involved in the development of the national organization with which each is affiliated: Plumbers Local 5 and Steamfitters Local 602 with its national building trades union, the United Association and the MCAMW with the Mechanical Contractors Association of America. Interestingly, each of the national organizations were found in the same year….1889. The history and development of today's partners in CAUSE parallel the history and development of this country. Reflection on the background of these groups points to how they came together in the strong, progressive organizations they are today.

     From the early 1920's through World War II, the Washington area also lived through some wide swings in construction activity. A recession in 1921-1922 was followed by a rise in construction activity in the mid 20's. This was followed by the 1929 crash which, of course, resulted in a very serious period of unemployment and depression. Beginning in 1933, the recovery program brought about the construction of many government buildings and this pattern continued until World War II began. The war brought private residential construction in DC almost to a standstill. However, the 40's were still boom years, due largely to America's involvement in the war. Major military installations were established in the DC area along with related medical facilities. Following the war, with minimum change over time, conversion to a civilian economy resulted in many major construction projects for utilities, sewer and water treatment, schools, churches, shopping centers, apartments and many other commercial and industrial buildings. The boom continued. In the 1970's, developments brought significant changes to the construction industry. The oil crisis, inflation, high interest rates, costs of land and money for construction, high contract settlements, inefficiencies, technological changes, the owners' increase demand for cost effectiveness….all brought on a new surge of competitiveness for the union contractor….a challenge that both labor and management are still meeting today…successfully.

     This Association, over the years, has been in the forefront of progressive changes to the industry, including positive attitudes of education of its members and employees. Their approach to Labor Management Relations has been used as a model throughout the country.

     Through the years, it has required the combined talent, skill and teamwork of the architect/engineer, the contractor and the union mechanical contractor, to erect a building and put it into operation. This is particularly true with the even more intricate and complex mechanical systems in the handsome modern structures of our Nation's Capital. This experience, integrity and know-how represented throughout this Association have been carried over from the 19th Century into the 21st Century, where our member contractors continue to face triumphantly new challenges in this ever changing market-place.