Brian Barlow, RRO, Stonebridge Roofing Energy & Exteriors, NEFRSA President - July 2026

The Third Annual Construction Ready Exhibition and SkillsUSA Florida Competition, held March 31 through April 1, once again proved to be a powerful platform for inspiring the next generation of skilled trades professionals. With the continued support of FRSA, the “World of Roofing” exhibit returned as a cornerstone of the event, delivering hands-on education and real-world insight into the roofing industry.

FRSA proudly served as the sponsor for World of Roofing and Board members of the Northeast Florida Roofing and Sheet Metal Contractors Association (NEFRSA) and a dedicated group of volunteers contributed their time and expertise to make the experience both engaging and impactful. Their mission was simple yet meaningful, introduce students to the wide range of opportunities within the roofing industry through interactive, hands-on learning.

This year’s exhibit featured several stations designed to give students a true feel for the craft. One of the highlights was the RhinoBond system demonstration, where students had the opportunity to perform induction welding on a TPO roofing assembly. This interactive experience allowed participants to better understand modern roofing technology and the precision involved in installing commercial roofing systems.

Eagle Roofing Products also played a key role in bringing their mobile platform to the event. Students were able to install concrete roof tiles, gaining valuable insight into the materials, techniques and craftsmanship required for steep-slope roofing systems. The hands-on nature of this station provided a deeper appreciation for both the skill and discipline required in the trade.

Perhaps the most popular attraction among students, instructors and even special guest Jaxson De Ville of the Jacksonville Jaguars, was the birdhouse shingle installation station. Students were invited to install shingle roofing systems on birdhouses they had constructed through Construction Ready. Led by Wayne Williams of First Coast Safety, the station offered a variety of shingle colors, allowing students to personalize their projects while learning proper installation techniques.

“We must have installed over 100 roofs on the first day,” said Williams, highlighting both the enthusiasm of the participants and the success of the hands-on approach.

Each station was intentionally designed to slow students down and immerse them in the process. This created meaningful opportunities for the volunteers to engage directly with participants, sharing knowledge, answering questions and discussing the many career paths available within the roofing industry, from installation
and safety to estimating, project management and manufacturing.

The World of Roofing exhibit continues to demonstrate the value of experiential learning. By connecting students with industry professionals and providing real-world applications, FRSA and NEFRSA are helping to build a stronger, more informed workforce for the future. As the roofing industry continues to evolve, initiatives
like this play a critical role in shaping its future, one student, one skill and one opportunity at a time.

FRSA and NEFRSA would like to thank the following companies and employees of these companies for their generous donations of time and materials for this event:
■ All Pro Roofing & Consulting
■ Eagle Roofing Products
■ Atlas Roofing Corporation
■ The Compass Group for Carlisle
■ FG Products for Elevate
■ First Coast Safety
■ HW Contracting, LLC
■ Taylor Made Roofing, Inc.
■ Duro-Last
■ Commercial Roofing Specialties, Inc.
■ Barber and Associates
■ Riverside Sales
■ SPEC Building Products
■ Architectural Sheet Metal, Inc.
■ Stonebridge Construction Service, LLC

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Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director - July 2026

Is the Legislature the Best Forum for Modifying the Building Code?

Florida’s building code is produced and published over a three-year cycle. The upcoming 9th Edition (2026) takes effect on December 31. Draft versions of the new code became available in mid-May on Florida’s Building Code Information System (BCIS). The code development process can be altered at any time by the legislature, which can direct the Florida Building Commission to make code changes at any point in the process. Seldom do these legislative changes impact the code more than one of the most expansive bills passed and signed by the Governor this year. HB 803 became the gathering place for several construction related initiatives this session. I have already written about many of the items in the bill and predict that I will be writing about many more as the bill’s requirements are implemented. Most of that implementation will be done as changes mandated by the legislation are incorporated into the Florida Building Code.

HB 803, an act relating to building permits and inspections, was passed in March after its final reading in the Florida House. It was signed by the Governor in May and became effective July 1. Included in the bill are many significant reforms to building permitting and inspection procedures. I will concentrate on just a few of the changes.

HB 803 Roofing Exception to the $7,500 Permit Exemption

From the bill:
F.S. 553.79 Permits; applications; issuance; inspections. (1) (g)

1. A local government that issues building permits shall exempt an owner of a single-family dwelling
or the owner’s contractor from the requirement to obtain a building permit to perform any work valued
at less than $7,500 on the owner’s property.
2. The exemption under subparagraph 1., does not apply to any of the following: 
    a. Work on a propertythat is partially or entirely located in a flood hazard area as defined by the Florida Building Code.
    b. Any electrical, plumbing, structural, mechanical, or gas work performed on property containing a single-family dwelling.
    A construction project may not be divided into more than one project for the purpose of evading the requirements of this paragraph.
3. To qualify for the exemption under subparagraph 1., the owner or the owner’s contractor must submit a written request for exemption
to the local enforcement agency with a copy of the contract or other documentation demonstrating the nature and the value of the work to
be performed.
4. A local government has no legal duty to the owner, contractor, or successors or assigns thereof for exempted work performed under
this paragraph.

During final discussion on an amendment under consideration, Representative Alex Andrade asked Representative Toby Overdorf, the amendment sponsor, the following question. “Based on this amendment is it your understanding that roofing work and roofing repairs would be deemed as structural as defined or understood under the bill?” Representative Overdorf responded: “Roofing would be structural, yes.” Another unrelated question was discussed and then the amendment and the bill were passed unanimously.

Based on the discussion on the House floor and the unanimous vote afterwards, it seems very clear that the intent of the bill was not to allow roofing to be exempt from permitting and inspections even though the bill’s language does not clearly reflect that. How can we help make the intent clear to building owners, contractors and building officials? One possible way to accomplish this will be, when the bill comes to the Florida Building Commission for adoption into the code, to propose language that clearly reflects the legislative intent when the bill was passed. This approach will be difficult for several reasons. It is often frowned upon by some to make any clarifying changes in the statutory language, even though it has been done at times in the past. We would also be moving a position forward that roofing is structural but only in this one instance. Typically, we would prefer this not be a position that is applied to other circumstances.

A few other options will be reviewed if the code language to clarify intent fails to be adopted. We will of course help spread the information about the bill’s intent on the exemption. We will also consider requesting a binding interpretation or a declaratory statement from the Commission. Whether those options succeed or not we should pursue adding the term reroofing to the list of exceptions that apply to the exclusions, thereby making it clear that roof replacement or recovering requires permits and inspections.

One great improvement in the bill from earlier versions does require that in order to qualify for the exemption under subparagraph 1., the owner or the owner’s contractor must submit a written request for exemption to the local enforcement agency with a copy of the contract or other documentation demonstrating the nature and the value of the work to be performed.

The Commission Will Create a Statewide Uniform Permit Application Form

From my observations, not since the creation of the Florida Building Code has such a far-reaching dictate been assigned to the Commission. There will surely be some contention as the proposed forms are reviewed and produced.

Putting aside the difficulties in creating a form that will best encompass our dual roofing codes with one standard code for 65 counties and a separate High Velocity Hurricane Zone (HVHZ) code for two counties (Miami-Dade and Broward), the differences between Florida’s 67 counties and approximately 140 city building
departments make the task formidable.

Perhaps that explains the recent decision to hand this task to an advisory group formed by the University of Florida Engineering School of Sustainable Infrastructure and Environment (ESSIE). A report on the subject was presented to and accepted by two of the Commission’s Technical Advisory Committees (TAC) in May. According to the report, the Advisory Group is to include building officials, construction industry organizations and associations, engineers, architects, contractors and electronic permitting program vendors. Questions asked during that meeting concerning how members of the advisory group would be selected were not clearly answered. Since more building permits are pulled for alterations like reroofing, air conditioning, etc. than for new construction, these forms are critical to division two contractors. One can only hope that these contractors are properly represented.

We will monitor the makeup of the group in hopes that it includes the impacted trades and fairly represents all of Florida’s geographical locations. We hope that the Commission and its TACs (including the Roofing TAC) will play an important part in the development of this very important undertaking. We also hope to see the inclusion of a representative group of building officials, both in the size and the location of their departments. One can’t help but think that input from the two groups (contractors and building officials) that actually use the forms would lead to a better permitting process.

The Bill Establishes Timeframes to Process and Issue Building Permits

The bill creates new timeframes and deadlines for the issuance of permits. One that is the most important to roofing contractors includes the following:

F.S. 553.792 Building permit application to local government.
(1)(a) A local government must approve, approve with conditions, or deny a building permit application after receipt of a completed and sufficient application within the following timeframes, unless the applicant waives such timeframes in writing:

1. Within 5 business days after receiving a complete and sufficient application, for an applicant using a local government plans reviewer to obtain
the following building permits for an existing single-family residential dwelling if the value of the work is less than $15,000: structural, accessory
structure, alarm, electrical, gas, irrigation, landscaping, mechanical, plumbing, or roofing.

The Bill Contains Many Changes in How Private Providers are to be Addressed

Along with many other changes that are too extensive for this article are the way the bill deals with private providers. If you are currently using or planning to use private providers, you need to look closely at those changes. Just recently, this task has been handed over to an advisory group also formed by ESSIE.

Major Changes for Building Departments

For building departments, this bill is loaded with new regulations, requirements, mandates and restrictions and a thorough review of procedures impacted by the bill will be necessary by all building departments.

Florida’s code is often described as the best in the country, if not the world. Overall, our code modification process works very well, allowing licensed professionals who actually interpret and use the code to be those who primarily modify it. FRSA will continue to closely monitor the implementation and interpretation of these extensive new changes and report back to our members and the industry. Stay tuned.

FRM

Mike Silvers, CPRC is Owner of Silvers Systems Inc. and is consulting with FRSA as Director of Technical Services. Mike is an FRSA Past President, Life Member and Campanella Award recipient and brings over 50 years of industry knowledge and experience to FRSA’s team.

John Kenney, CPRC, CEO, Cotney Consulting Group - July 2026

For most roofing contractors, a strong backlog is a welcome sight. It means work is sold, crews are busy and revenue is coming through the door. After all, most companies spend a great deal of time worrying about where the next project will come from. When the schedule is full and opportunities continue to arrive, it is easy to assume everything is headed in the right direction. Over the years, however, I have seen contractors grow themselves into trouble more times than I can count.

The irony is that some of the most difficult periods a roofing company will face occur when business is good. Not because work is unavailable but because growth places demands on an organization that are often underestimated. What got a company to five million dollars in revenue may not be enough to support ten million. The systems, communication, leadership structure and operational discipline required to handle increasing volume do not automatically grow with the business. A full backlog creates confidence but sometimes it also creates a false sense of security.

Many contractors focus on their ability to produce work. They look at crew counts, available equipment and open calendar dates. If those resources appear available, they assume they have the capacity for additional projects. In reality, capacity extends far beyond the field.

One of the biggest mistakes I see is what I refer to as false capacity. On paper, the company appears capable of taking on more work. In practice, the support structure behind that work is already stretched thin.

The project managers are carrying more jobs than they should. Estimators are rushing bids just to keep pace with demand. Accounting is struggling to process billing and collections efficiently. Warehouse personnel are managing increasing material volume. Superintendents are covering more projects than they can properly oversee. Safety managers are spending less time on individual jobs because there are simply too many places to be. The company still appears healthy from the outside. The backlog is strong. Revenue is increasing. Yet the warning signs are already present.

Growth has a way of exposing weaknesses that may have gone unnoticed for years while the workload remained manageable. Communication gaps become larger. Small operational inefficiencies become expensive. Delays that once affected a single project begin impacting several at once.

Scheduling is often where these problems first become visible. Every roofing contractor understands that schedules are fluid. Weather changes. Material deliveries move. General contractors adjust timelines. Building owners change priorities. Those challenges are part of business. The problem occurs when a company has no room to absorb them.

When the backlog is packed tightly and every crew is scheduled at maximum capacity, even a minor disruption creates a ripple effect. One delayed project pushes another. Crews are reassigned. Material deliveries are adjusted. Project managers spend their days rearranging schedules instead of managing production. What appeared to be efficient planning quickly becomes reactive decision-making.

The pressure does not stop there. Labor challenges become more pronounced during periods of rapid growth. Most roofing contractors continue to face workforce shortages and a growing backlog often accelerates the problem. The need for people increases faster than the availability of qualified workers.

To keep pace, companies frequently promote individuals into leadership roles earlier than they otherwise would. Sometimes that works well. Sometimes it creates challenges that take years to correct.

Being a skilled installer and being an effective foreman are not the same thing. Being a productive foreman does not automatically prepare someone to become a superintendent or project manager. Leadership requires communication skills, organization, decision-making and accountability. Those skills take time to develop.

When growth forces advancement faster than development, cracks begin to appear. Productivity varies from crew to crew. Documentation becomes inconsistent. Customer communication suffers. Rework increases. The company may still be generating strong revenue but operational control begins to weaken.

Subcontractor utilization often increases during periods of rapid growth. Many contractors turn to subcontract labor to help satisfy demand. There is nothing inherently wrong with that strategy but it introduces additional complexity. Every subcontractor relationship requires management. Quality expectations must be clearly communicated. Safety standards must be enforced. Scheduling coordination becomes more difficult. Documentation requirements must be followed. The larger the subcontractor footprint becomes, the greater the need for oversight. Unfortunately, oversight is often the very thing that becomes scarce during rapid growth.

Financial performance can become equally deceptive. One of the most common conversations I have with roofing contractors centers around revenue. Companies are understandably proud when annual sales increase. Growth is often viewed as the primary indicator of success. The reality is that revenue can hide a lot of problems. As volume increases, so do payroll costs, material purchases, equipment expenses, insurance costs and administrative overhead. Accounts receivable often grow alongside sales. Contractors may be producing more revenue than ever while simultaneously experiencing cash flow pressure they have never faced before.

A large backlog filled with low-margin work creates just as many headaches as a small backlog. In some cases, it creates more. This is why disciplined contractors focus on profitability and operational performance, not simply volume. They understand that every additional project places demands on the organization. If those demands are not supported by proper systems and leadership, growth becomes increasingly difficult to manage.

The strongest companies I have worked with share several common characteristics. They understand their true capacity. They know how many projects their project managers can effectively oversee. They know how many crews their field leadership structure can support. They understand the limits of their administrative and accounting teams. Most importantly, they are willing to say no. That is often the hardest discipline of all.

When opportunities are abundant, turning down work feels counterintuitive. Yet not every project is worth pursuing. Some projects create more strain than value. Some customers consume disproportionate amounts of time and resources. Some opportunities pull a company outside its strengths and expertise.

Controlled growth requires selectivity. It also requires leadership. Strong markets have a way of relaxing standards. Teams become comfortable. Processes that were once followed consistently become optional. Small problems are ignored because the company is busy and revenue is strong. That is exactly when discipline matters most.

The best contractors use busy periods to strengthen their organizations. They improve communication between departments. They develop future leaders. They refine operational procedures. They invest in systems that create consistency. Instead of allowing growth to expose weaknesses, they use growth as an opportunity to build a stronger company.

Eventually, every market changes. Work slows. Competition increases. Margins tighten. Contractors who expanded recklessly often discover that many of their problems were simply hidden by volume. Companies that grew with discipline enter those periods from a position of strength. Their systems remain intact. Their leadership teams are prepared. Their operations remain consistent.

A strong backlog is a valuable asset but it is only one measure of business health. The contractors who succeed year after year understand that sustainable growth is not about taking every opportunity that comes along. It is about building an organization capable of handling opportunity without losing control.

After decades in this industry, I have learned that the strongest roofing companies are rarely the ones growing the fastest. More often, they are the ones growing deliberately. They understand their capacity. They protect their culture. They maintain accountability. They refuse to sacrifice operational discipline for short-term volume.

Momentum can feel powerful. Control is far more valuable.

FRM

John Kenney, CPRC is CEO of Cotney Consulting Group, Plant City. He has decades of experience on commercial roofing projects, providing a unique understanding of what it takes to succeed in roofing – on the roof, in the office and at scale. John saw the need to provide contractors with strategic guidance built on real-world field knowledge. Cotney Consulting offers COO on Demand, online training, technology solutions, business advisory consulting, collections, contracts, Castagra estimating training, safety and OSHA training. John partners with FRSA to provide educational seminars. For more information, contact John at jkenney@cotneyconsulting.com or
813-851-4173.

Kylee Bo, Government Affairs Advisor, GrayRobinson - July 2026

In May, the Governor issued a proclamation convening the Florida Legislature in special session focused on property tax reform. The Legislature met in June to consider two related measures: a constitutional amendment on property taxes and implementing legislation to support the tax system if voters approve the amendment in November. Because the amendment was legislatively proposed, it required 60 percent approval in each chamber (72 votes in the House and 24 votes in the Senate) to be placed on the ballot.

Following committee action, both chambers took up the bills. The constitutional amendment, House Joint Resolution 1F (HJR 1F), passed 75–26 in the House and 30–9 in the Senate, exceeding the threshold required for placement on the November ballot. The implementing bill, Senate Bill 4F (SB 4F), also passed, 75–27 in the House and 30–8 in the Senate. HJR 1F does not require the Governor’s signature and will proceed directly to the ballot unless successfully challenged in court. SB 4F will be presented to the Governor and is expected to be signed.

HJR 1F would make four major changes to Florida’s property tax system. It significantly increases the homestead exemption for existing residents, reduces assessment growth caps on non-homestead property (including commercial property), creates a five-year residency requirement before new residents can receive the
enhanced exemption and adds new limits on how local governments may use property tax revenues.

Under the homestead provisions, the exemption for non-school property taxes would increase to $150,000 beginning January 1, 2027 and $250,000 beginning January 1, 2028. Beginning in 2029, the $250,000 exemption would be indexed to the Consumer Price Index (CPI). The amendment also directs the Legislature to establish a pathway toward further expansion of the exemption, potentially up to a complete exemption from non-school ad valorem taxes, although questions remain regarding the constitutional viability of such an expansion. For non-homestead property, the amendment reduces the annual assessment growth cap from 10 to 5 percent beginning in 2027. It also requires new Florida residents after January 1, 2027 to wait five years before receiving the enhanced exemption, although local governments may shorten that period beginning in 2030 under limited circumstances.

The amendment also restricts the use of ad valorem tax revenues to defined core governmental purposes such as public safety, education, infrastructure, flood control, debt service, pensions and core administration. Uses such as economic development, parks and recreation and certain social services would no longer be permitted under the constitutional language, which is narrowly drawn and provides limited flexibility. Notably, the amendment still allows local governments to increase homestead exemptions further through procedures established in law.

One area of uncertainty involves the provision authorizing funding for the operations and administration of county officers, county commissioners, municipalities and expenditures approved by those governing bodies, provided such expenditures are not otherwise prohibited by general law. Some interpret this language narrowly to permit only core administrative functions. Others argue the language is broad enough to authorize any expenditure approved by a county or municipal governing body unless specifically prohibited by law. As a result, the ultimate scope of this provision will likely be determined through judicial interpretation.

If a court adopts the narrower interpretation, property tax revenues could no longer be used for activities such as economic development initiatives, parks and recreation programs, social services such as homeless shelters or grants to charitable organizations and community events. If the broader interpretation prevails,
local governments may retain greater flexibility in how ad valorem tax revenues are spent.

SB 4F serves as the implementing legislation for the constitutional amendment and establishes the statutory and administrative framework necessary to implement the proposed changes if approved by voters. One of the bill’s most significant provisions revises the calculation of the maximum millage rate a local government may levy with a simple majority vote. Under current law, the rolled-back rate may be adjusted annually based on changes in per capita Florida personal income. SB 4F generally eliminates that adjustment and limits the maximum levy to the rolledback rate unless additional approvals are obtained.

Under the bill, local government may levy a rate of up to 110 percent of the rolled-back rate with approval by a two-thirds vote of the governing body. A rate exceeding 110 percent of the rolled-back rate would require unanimous approval of the governing body (or a three-fourths vote for governing bodies with nine or more members) or approval through referendum. Because the revised methodology no longer accounts for personal income growth, the change is expected to reduce the baseline millage capacity of many local governments beginning next year.

Lastly, the bill provides an exception to the standard 75-word limit for ballot summaries, allowing a longer summary for this constitutional amendment due to its scope.

FRM

Kylee Bo, GrayRobinson, is a Government Affairs Advisor specializing in policy and appropriations at both the Florida Capitol and local levels. Based in Orlando, she offers clients strategic insights, summaries of state and local hearings and tailored government affairs updates and reports. Kylee works to strengthen relationships with elected officials across the state and represents GrayRobinson at key board meetings. She also delivers educational briefings to select groups, including college students pursuing careers in the legislative field.

Trent Cotney, Partner, Adams & Reese, LLP and FRSA General Counsel - July 2026

Rain creates obvious challenges for roofing contractors but one of the most dangerous conditions on a roofing project is not always the rain itself. The greater hazard often occurs after rain contacts roof underlayment, roof decks and ladders. A surface that appeared safe earlier in the day can become slick with very little
warning. For roofing contractors, this creates both a safety concern and a legal exposure concern. The contractor must manage worker safety and prevent owners or other unauthorized persons from entering areas that present a fall or slip hazard.

Underlayment requires particular attention because it can create a false sense of security. Many modern underlayments perform well as water-shedding materials but that does not mean they provide safe walking surfaces when wet. Rain or roofing debris can reduce traction. A steep-slope roof with wet underlayment
can become dangerous even for experienced workers. The hazard increases when workers carry materials, move near valleys or edges or transition from ladders to roof surfaces. Contractors should treat wet underlayment as a heightened hazard condition rather than a normal work surface.

The first safety step is jobsite evaluation. Before work begins each day, the contractor should inspect roof surfaces and access points. After rain occurs, the contractor should re-evaluate the project before resuming work. The analysis should not focus only on whether rain has stopped. The more important question is whether the surface has dried enough to allow safe access. Supervisors should have authority to suspend work when conditions create an unreasonable risk. A brief delay usually costs less than an OSHA inspection or worker’s compensation claim.

Contractors also need clear internal procedures for wet surface conditions. Employees need to understand that wet underlayment, wet decking, wet ladders and wet staging areas require additional caution. Crews should use appropriate footwear, maintain three points of contact when accessing ladders and avoid carrying loads that block visibility or reduce balance. Supervisors should remove loose debris and address pooled water where possible. When conditions remain unsafe, the better practice is to stop work on that portion of the project until the hazard can be controlled.

The legal protection begins before the project starts. Contracts should give the roofing contractor express authority to control the means and methods of roofing work, suspend work due to weather or unsafe site conditions and restrict access to active work areas. The contract should also state that weather delays caused by rain or unsafe access conditions are not contractor-caused delays. Owners often focus on completion dates but contractors need written protection when safety requires a pause. A contractor should not feel forced to place workers on wet underlayment simply because the owner wants the job completed faster.

Access control is equally important. Owners, consultants and other trades should not be allowed to walk on roof surfaces without authorization. The contractor should use reasonable barriers and written notices depending on the project. On residential projects, contractors should tell owners that the roof and staging areas remain off limits during construction. On commercial projects, the contractor should coordinate with the owner or property manager to restrict access through hatches, ladders and rooftop doors.

Written notice helps reduce disputes. Contractors should consider sending a short weather-related notice when rain affects work or creates unsafe surface conditions. The notice should state that rain has created potentially slippery conditions on underlayment or other work surfaces, that access is restricted and that work will resume when the contractor determines conditions can be safely managed. The notice does not need to be aggressive. It simply creates a record that the contractor recognized the hazard, acted reasonably and communicated access restrictions.

Documentation remains one of the best legal defenses. Contractors should photograph wet conditions and access restrictions. Daily reports should identify rain events and work delays. If an owner insists on access or asks workers to proceed despite unsafe conditions, the contractor should document the request and respond in writing. The response should make clear that safety controls remain in place and that the contractor will not authorize unsafe access to the work area.

Contractors should also avoid overpromising that temporary dry-in conditions are safe for foot traffic. A temporary dry-in may protect the structure from water intrusion but it does not necessarily create a safe walking surface for the owner or others. Contract language and project communications should distinguish between weather protection and access safety. This distinction matters because owners sometimes assume that if the roof is dried in, they may walk on it. Contractors should correct that assumption immediately.

Rain is part of roofing but wet underlayment creates a serious hazard that requires disciplined safety practices and careful legal protection. The safest approach is also the strongest legal approach: inspect the condition, communicate clearly and resume work only when conditions allow the work to proceed safely. Roofing contractors cannot control the weather but they can control how they respond to it.

FRM

Disclaimer: This article is for general informational purposes only and does not constitute legal advice. Contractors should consult with legal counsel regarding the laws, contract requirements and safety obligations that apply to their specific projects and jurisdictions. Trent Cotney is a Partner and Construction Team
Leader at Adams & Reese, LLP and is also FRSA's General Counsel. You can reach him at 813-227-5501 or trent.cotney@arlaw.com.

Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN) - June 2026

You built your roofing company from nothing. You learned the trade, won the jobs, solved the problems and kept the trucks moving. Your name is on the door, your reputation is on every roof and your phone rings more than anyone else’s. That feels like success. In a lot of ways, it is.

But here is the question worth sitting with: what happens to your company when you are not there?

If the honest answer is that things slow down, decisions get delayed or problems go unsolved until you show up, you are not running a business. You are the business. And that is the trap.

Why the Trap is so Easy to Fall Into

No one builds this trap on purpose. It forms over years, one small decision at a time. A customer calls with a complaint and you handle it yourself because you know you can resolve it faster than anyone else. A crew needs a call made on a difficult job and you drive out because it is easier than explaining it over the phone. An estimate needs to go out and you touch it yourself because you want it to be right.

Every one of those decisions makes sense in the moment. The problem is what they add up to over time. Your team learns that you will step in. Your customers learn to call you directly. Your systems never fully develop because you are always available to bypass them. And you end up running harder and harder just to keep up with a company that cannot function without you.

The trap is comfortable, too. Being needed feels like being valuable. Being the one with all the answers feels like leadership. But there is a significant difference between being valuable and being a bottleneck.

What it Actually Costs You

The financial cost is real. A business that depends entirely on its owner has limited scale, limited sale value and limited ability to survive any disruption, whether that is an injury, a family emergency or simply wanting to take a two-week vacation without your phone ringing every day.

The personal cost is just as significant. Ownerdependent businesses are exhausting. You are always on. You can never fully step away. The growth you want keeps getting pushed back because you are too busy doing today’s work to build tomorrow’s company.

Your team pays a price too. When every decision flows through you, your people do not develop. They stop thinking independently because they have learned that you will override them anyway. The best employees, the ones with initiative and capability, tend to leave companies where there is no room to grow.

The Shift You Need to Make

Getting out of the trap is not about working less. It is about working differently. The goal is to build a company that runs on systems and processes, not on your personal availability.

Start by identifying the decisions that only you are making. Write them down over the course of two weeks. Every time someone calls you with a question, every time you step in to handle something, every time the answer lives only in your head, make a note of it. What you will find is a list of gaps: places where your company does not have a clear process, a trained person or an established standard.

That list is your roadmap. Each item represents something that needs to be documented, delegated or both.

Documentation is Not Bureaucracy

A lot of owners resist building processes because it feels slow or overly formal. The reality is that documentation is what allows your company to scale without you being the limiting factor. How do you handle a warranty call? How does an estimator present a proposal? What are the standards for a completed job walkthrough? If the answers exist only in your head, your company is one bad day away from a serious problem.

Documenting your processes does not have to be complicated. Start with the ten things that come up most often. Write down exactly how you want them handled. Then train your team on those standards and hold them to it. Over time, you build a playbook that runs your company whether you are in the office or not.

Delegation is a Skill, Not a Surrender

Many owners struggle with delegation because they have been let down before. Someone did not handle a situation the way you would have, a customer was unhappy and you decided it was easier to just do it yourself. That logic keeps you trapped.

Real delegation is not throwing tasks at people and hoping for the best. It is pairing clear expectations with the right training, giving people the authority to act and then holding them accountable to outcomes. It requires patience. It requires some tolerance for things not being done exactly the way you would do them. But the result is a team that can actually run your company.

The Goal Is a Business That Works Without You

This does not mean you disappear. It means you shift from doing the work to leading the people who do the work. It means your time goes toward growth, strategy and the decisions that genuinely require your judgment, not toward every problem that walks through the door.

The contractors who build the most successful roofing businesses are not the best at climbing a roof. They are the best at building a team, creating systems and getting out of the way long enough for their company to grow.

If your business cannot function without you, that is not a compliment. It is a ceiling. The only way through it is to start building a company that does not need you to answer every call.

At CCN, we work with contractors who are actively building owner-independent businesses. The ones who get there fastest share one thing in common: they decided to stop being the answer to every question. If that resonates with you, it might be time to take a closer look at how your business is really structured.

FRM

Gary A. Cohen is Executive Vice President of Certified Contractors Network (CCN), the leading comprehensive training, coaching and networking membership organization in North America. Gary is also a 30-year veteran of the home improvement industry, spent 11 years at the Robert H. Smith School of Business at
the University of Maryland as a Professor of Business and served four years as Associate Dean of the Business School. Gary has been a certified leadership coach for the past 18 years. He can be reached at gary@contractors.net.

Tim Stephens, Vice President, Architectural Sheet Metal - June 2026

If we were playing Jeopardy and the answer was “The biggest challenge facing roofing contractors,” the correct question would be: “What is workforce?”

Recruiting, training and retaining a sustainable workforce has been an ever-present challenge for decades. It’s not unique to roofing – it affects all trades across the construction industry.

Take a moment to consider what your company currently does to overcome this challenge and how much it costs you in both time and money. How does it stifle your business growth and limit opportunities for your team? Now reverse that thinking: imagine how your business could grow and what new opportunities it could create with access to a reliable pipeline of eager, motivated employees looking for a rewarding career.

The Good News? That Pipeline Already Exists

It exists in high schools and trade schools across the state and the country. The name of this opportunity is SkillsUSA, an organization founded in the 1960s to advance career and technical education (CTE). SkillsUSA centers on hands-on competitions in specific trades, where students train and compete at regional, state and national levels. Each year, more than 400,000 students and teachers participate nationwide. These are young people already interested in the trades, yet many have never been exposed to the excellent career opportunities our industry offers.

Even Better News: They Can Now be Exposed to Roofing

In 2022, NRCA and the Roofing Alliance sponsored the creation of a Commercial Roofing competition within SkillsUSA. It has since been adopted as an approved contest in over 22 states, including Florida in 2024. This means any high school or trade school in the state can now train students and have them compete in commercial roofing.

The Best News? We Know This Works

Florida already has a proven track record of success that any contractor can duplicate. Students in both high school and post-secondary divisions have competed after receiving training and mentorship. In 2024, Florida students earned silver medals at the national competition and the post-secondary winner now works for a roofing company in Tampa. In 2025, Florida teams took gold in the high school division and silver in post-secondary. The post-secondary student is now employed by a roofing company in Orlando and the high school student has a job offer waiting for him upon graduation.

In 2026, the state competition was held in April, with nationals scheduled for June. The state post-secondary winner already has a job offer from his mentoring contractor to begin work in May.

Here’s What Your Opportunity Looks Like

In the coming months, FRSA will work hand-in-hand with SkillsUSA to identify schools interested in participating in the Commercial Roofing competition. This will allow contractors to partner directly with teachers and students as mentors – training them for competition while introducing them to the roofing industry. These
connections enable contractors to build rapport, identify talent and provide meaningful mentorship that can inspire students to pursue a career in roofing.

A dedicated session at FRSA's Convention & Expo will walk contractors through the steps to get involved. This panel discussion will feature representatives from SkillsUSA, CTE instructors and successful contractors who will share practical information and resources on how to launch this program in your organization in
time for the upcoming school year.

While the competition is an excellent door-opener, the real opportunity lies in the long-term relationship you can build with the school.

In late 2024, my company faced a unique challenge on a military base project. We needed to roll-form over 100 panels, each well over 100 feet long. The job required many hands – all of whom had to pass a strict military background check. I reached out to the trade school instructor I had been mentoring and asked if any of his students might be interested in working a few days on the site. They jumped at the opportunity. Even the school principal asked if her adult son could join the group.

Within 72 hours, we had eight individuals signed up, background checks completed, badges issued and the team onsite rolling panels. By the end of the week, we offered the principal’s son a full-time position and he has been an excellent addition to our team.

Our goal this year is to pair at least five contractors with schools and bring a competitor to the 2027 state competition. By 2028, we aim to double that number, allowing the program to grow exponentially across Florida. This effort will lead to more students being hired and will truly help expand the roofing workforce in our state.

If you’re tired of the same recruitment struggles and are willing to invest the effort to build these connections, partnering with SkillsUSA is an incredibly effective way to develop a sustainable employment pipeline.

FRM

Tim Stephens is the Vice President of Architectural Sheet Metal, Inc., Orlando, and serves on the NRCA Board of Directors. He recently worked with NRCA to develop and implement the Commercial Roofing competition for SkillsUSA, providing a pathway for roofing contractors to reach students and teachers involved
with construction education.

FRSA Staff - June 2026

If you've lived in Florida long, you probably already know that Florida has traditionally been known as the "lightning capital" of the world. As a state, Oklahoma now has more strikes, however, Florida still has the highest density – an average of 300 strikes per square mile – and, tragically, far outweighs the other states in lightning fatalities. Of 196 lightning-related fatalities in the U.S. over the last ten years, Florida accounts for 51 – more than a quarter – of the deaths (www.floridaroof.com/lightningstrikes).

Working in the Florida roofing industry means laboring in a "perfect storm" of lightning hazards: high elevation, proximity to metal (flashing, tools) and the afternoon thunderstorms that brew throughout the summer.

Like other aspects of a roofing business, lightning safety shouldn't be so much about trusting your gut to avoid a "one-in-a-million" strike as it is about a systematic approach to providing a safe working environment for yourself and your crews.

High Altitude Targets

Lightning occurs when electric charges from the atmosphere and the ground come together. These two forces seek the path of least resistance, which often means a roof peak or a ladder. In general, working at height significantly increases a person's chances of being struck by lightning, even when he is not on a ladder or holding a metal tool, which is all the more reason to exercise extreme caution when confronted with lightning activity in the area.

Detection vs Prediction

Most of us who grew up in Florida learned how to estimate how close lightning activity was by counting how much time passed between a lightning flash and the sound of thunder. While this method may often help recognize when activity is headed your way, it has its shortcomings. What if, for instance, the first strike from a storm is the one where your project is? Instead of merely detecting lightning activity, there has been a move toward predicting it. Electronic field monitors sense the buildup of electrical energy in the atmosphere and provide warnings to affected areas before the first strike ever occurs. Apps like "Lightning Pro" provide push notifications about lightning activity in the area based on distance parameters you set.

OSHA

There is not a specific "lightning standard," however, OSHA uses its General Duty Clause to regulate lightning safety on the jobsite. Also, other OSHA regulations, like those for scaffolding (1926.451) and cranes/hoists (1926.1431) explicitly prohibit work during high winds or storms. As with everything OSHA related, you should have a lightning action plan and daily documentation of each location's adherence to the plan.

Empowering Your Crews for Lightning Safety

Phrases like "lightning could strike" tend to reinforce the idea that the chances of actually being struck by lightning is rare, something akin to winning the lottery (unfortunately, the odds favor getting struck by lightning over winning the lottery). On the jobsite, this can translate into a tough-it-out mentality. While such a mentality can be useful for pushing through a particularly hard section of a roof install, it won't do anything to stop the devastating consequences of a lightning strike. Leaders need to communicate this and establish a culture of lightning safety. Giving crew members stop work authority when they feel their hair stand on end or hear the sound of thunder provides reassurance that you have crew safety topmost in your concerns. A robust, well documented and communicated lightning safety plan is the mark of a professional business, not a lack of strength or bravado.

The 30-Second Rule and Finding Shelter

If you do not have some form of predictive warning system available on the jobsite, the "30-second rule" states that if you hear thunder within 30 seconds of seeing lightning, you should seek shelter. Workers should:
■ Stop work: including all roofing, scaffolding and ladder activities
■ Unplug tools: if it can be accomplished safely, quickly unplug electrical equipment to prevent damage from power surges
■ Clear the roof: get everyone off the roof and onto the ground immediately (do not wait for rain to start)
■ Remove metal gear: once on the ground and if it is safe to do so, workers should remove metal tool belts, safety harnesses and hard hats to avoid severe burns if a strike occurs in the area

An enclosed, completed building is the primary shelter during a lightning storm. Buildings with unfinished windows and doors or that lack plumbing or electrical wiring are not sufficiently grounded and pose a hazard. If a completed building is not available in the area, then a metal-topped vehicle is an option for shelter. The windows should be rolled up and you should avoid contact with the metal frame of the vehicle. If you get caught outside with no shelter, do not lie flat on the ground. Instead, crouch low on the balls of your feet with your head tucked and hands over your ears to minimize ground contact.

Following lightning activity in the area, workers should stay sheltered for 30 minutes after the last sound of thunder. Statistics show that many strikes occur on the back end of a storm.

Lightning First Aid

In the event that people are struck by lightning, call 9-1-1 immediately. If the storm is still active and it is possible, strike victims should be moved to a sheltered area to avoid being struck again. Victims do not hold an electrical charge in their bodies after being struck and are safe to treat immediately.

Lightning strikes can often cause cardiac arrest. Check the victim's breathing and pulse. If he or she is not breathing or does not have a pulse, start CPR immediately. If there is an AED onsite, it should be used as soon as possible.

Entry and exit burn wounds should be covered with dry, sterile dressings and you should check for possible broken bones.

Finally, if multiple people are struck, anyone who is not breathing or lacks a pulse should be treated first. People who are conscious and moving are in less danger of dying.

FRM

Seay HR - June 2026

Many managers make daily decisions that carry legal consequences, sometimes without realizing it. While employment laws like the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), Pregnant Workers Fairness Act (PWFA) and Pregnancy Discrimination Act (PDA) are foundational to workplace
compliance, most managers receive little to no training on how these laws actually work or how they intersect.

This knowledge gap creates real risk. Some managers mistakenly assume that if their organization is not covered by the FMLA due to size, they are “off the hook” and can inadvertently end up overlooking their obligations under the ADA and other anti-discrimination laws. When managers lack this fundamental understanding, well-intentioned decisions can quickly turn into costly compliance failures.

In this article, we share a practical overview of these laws to help managers handle leave requests effectively and avoid common compliance pitfalls.

Understanding How FMLA, ADA, PWFA and PDA Intersect

One of the keys to effective HR compliance is recognizing that employment laws do not operate in isolation but rather should be viewed as a connected framework of employee protections. A single employee issue may involve several overlapping laws, which then require managers to navigate employee protections carefully to remain compliant. Two points to keep in mind when more than one employment law applies:
1. The most protective standard governs
2. Employees may choose between available options

Why Employment Laws May Intertwine

In some cases, medical conditions, pregnancy and disabilities occur at the same time. For example, an employee experiencing pregnancy-related hypertension may need time off for frequent prenatal appointments (FMLA), temporary restrictions on standing or lifting that require adjusted duties or scheduling (ADA/PWFA) and the same access to light-duty work provided to other employees with comparable medical restrictions (PDA).

When multiple laws apply at the same time, employers must evaluate the situation under each applicable law. Compliance errors can occur when managers fail to provide relevant coverage under each employment law.

The Purpose of These Four Employment Laws

Although their protections overlap, each law serves a distinct purpose.

FMLA: Job-protected leave for serious health conditions
The FMLA provides eligible employees with jobprotected unpaid leave for specified family and medical reasons for up to 12 weeks. Its primary function is to protect employees from losing their jobs while they take time away from work. Employers with 50-plus employees must comply.

ADA: Reasonable accommodations for qualified disabilities
The ADA prohibits discrimination based on disability and requires employers to provide reasonable accommodations that allow employees to perform essential job functions. Accommodations may include modified work schedules, special equipment, job restructuring or leave when necessary.

PWFA: Accommodations for pregnancy, childbirth and related conditions
The PWFA requires employers with 15 or more employees to provide reasonable accommodations for known pregnancy-related limitations unless doing so causes undue hardship to the employer. The purpose of the law is to help pregnant employees remain at work.

PDA: Equal treatment for pregnancy-related conditions
The PDA prohibits discrimination based on pregnancy, childbirth or related medical conditions and requires employers with 15 or more employees to treat pregnant employees the same as other employees who have a similar ability or inability to work. While the PDA does not create an independent accommodation obligation, it reinforces equal access to accommodations, light-duty and benefits already offered to other employees.

Key Takeaways

■ PWFA and ADA: Both prioritize keeping employees working by providing reasonable accommodations. Leave is considered only after other options are explored.
■ FMLA: Guarantees leave when eligibility and qualifying conditions are met, regardless of available accommodations.
■ PDA: Requires equal treatment for pregnant workers. If accommodations or light-duty are available to other employees with similar limitations, they must also be available to pregnant employees.

Leave vs Accommodations

A frequent point of confusion for HR managers is determining when it is appropriate to grant leave or to provide an accommodation. While the FMLA guarantees the right to take leave, the ADA and PWFA focus on keeping employees working through reasonable accommodations.

To avoid violations, employers must always apply the provision that provides the greatest benefit or protection to the employee. For instance, when an employee is eligible for FMLA leave and also seeks an accommodation under the ADA, she may decide which option to use. If she elects to take FMLA leave, the employer is required to approve it. Likewise, if a state law provides more medical leave than the FMLA, an eligible employee is entitled to the longer leave period.

This overlap also affects how long leave may last and what happens when an employee returns to work. When employees qualify for protections under the FMLA, ADA, PWFA and PDA, the 12 weeks provided by the FMLA are often a starting point rather than a hard stop. HR managers are required to have thorough FMLA compliance training to learn how to manage extended leaves and navigate the particular reinstatement requirements of each law.

Key Takeaways for Managers

■ Apply the most protective standard when laws overlap.
■ Train managers on coordinated FMLA, ADA, PWFA and PDA obligations.
■ Document thoroughly, communicate clearly and treat employees consistently.

When handled correctly, these laws are meant to work collaboratively together to protect employees while reducing employer risk.

Protect Your Business with Expert Guidance on Employment Laws

Seay HR provides a broad range of HR services designed to support your business’ growth and ensure compliance with all state and federal employer regulations. Our primary goal is to make sure that your business is compliant with all employment regulations to eliminate any financial exposure in these areas.

FRM

This article is for informational purposes only and does not constitute legal or professional advice. Seay HR makes no representations or warranties, express or implied, regarding the accuracy, completeness or applicability of the information contained herein. Seay HR disclaims all liability for any actions taken or not taken based on the information in this article. Readers are solely responsible for their own interpretation and use of this information.

Asphalt Roofing Manufacturers Association - June 2026

In an era of increasing environmental awareness and evolving regulations, roofing contractors are at the forefront of crucial changes in the construction industry. While the primary focus often remains on delivering high-quality, durable roofs, there’s a growing need to consider the lifecycle of materials, particularly materials like asphalt roofing, which may be recycled in areas where recycling companies operate. Recycling asphalt roofing debris isn’t just an eco-friendly practice; it’s a strategic move that can offer numerous benefits to your business, the industry and the planet.

Why Does Recycling Matter?

The volume of construction and demolition (C&D) waste generated annually is large and roofing materials contribute to this stream. Landfilling these materials occupies valuable space and represents a lost opportunity to reclaim valuable resources. For roofing contractors, getting involved in recycling is a step towards responsible material stewardship. It’s an acknowledgment that the “easy” disposal route isn’t always the best for long-term sustainability or business viability.

Beyond environmental ethics, there are practical considerations that underscore the importance of recycling. Regulatory initiatives are constantly shifting, with increasing attention on the embodied carbon content of building materials, stimulated by “buy clean” legislation. This means that future regulations may restrict the types of roof coverings that can be used based on their environmental footprint. By proactively embracing recycling, contractors can ensure their future choices remain viable and compliant with evolving regulations.

Consumers are becoming more environmentally conscious. Offering recycling as an option for their old roofing materials can be a significant differentiator, enhancing your company’s reputation and attracting a market segment that prioritizes sustainability. It demonstrates a commitment to more than just the bottom line, fostering customer trust and loyalty.

What Can Be Done with Recycled Asphalt Shingles?

The good news is that the end-use options for recycled asphalt shingles (RAS) are steadily increasing, making recycling more practical and economically viable. No longer is it simply about reducing landfill waste; it’s about transforming waste into valuable resources.

One of the most common and established enduses for recycled asphalt shingles is paving. Processed RAS can be incorporated into asphalt pavement mixes as substitutes for aggregate and, with proper asphalt mixture design, a partial replacement for asphalt cement. This not only diverts waste from landfills but also conserves natural resources and can reduce the cost of road construction. The quality and performance of pavement containing RAS have been extensively studied. Recent advancements in pavement mixture design are expected to lead to future growth in the use of RAS.

Another significant application is the reuse of RAS in new asphalt roofing products. Some manufacturers are integrating a percentage of recycled materials back into their production processes, creating a closed-loop system that exemplifies circular economy principles. This innovation reduces the demand for
new raw materials and minimizes the environmental impact associated with manufacturing.

Beyond these primary applications, RAS is used for dust suppression on unpaved roads, in road base stabilization and in other construction applications. Its binding properties help RAS to function in these alternative uses. As research and development continue, it’s expected that even more innovative uses for recycled asphalt roofing will emerge, further solidifying its value as a renewable resource.

What is Happening in the Asphalt Roofing Industry to Support Recycling?

The asphalt roofing industry is actively working to support and expand recycling. Many manufacturers are initiating programs and partnerships aimed at increasing the diversion of roofing waste from landfills. This includes manufacturer initiatives to explore new recycling technologies, development of best practices and facilitating the collection and processing of roofing debris.

The Asphalt Roofing Manufacturers Association (ARMA) issued the following statement in 2022:

“The industry aspires to reduce landfill disposal of asphalt-based roofing materials to 50 percent by 2035 and to approach 0 percent by 2050. To accomplish these goals, ARMA will foster and promote responsible, economically feasible and sustainable circular economy options to recycle asphalt-based roofing materials and enhance the long-term viability of asphalt roofing as the preferred roofing material.”

ARMA supports these efforts through education and collaboration. A key education event is the biennial Virtual Asphalt Roofing Recycling Forum, which provides an opportunity to come together every other year and learn about progress in the roofing industry and academia. This past year’s forum was a collaborative success. Information about the event is available on ARMA’s website, www.asphaltroofing.org.

While much of the historical focus has been on recycling asphalt shingles due to their widespread use, the industry is now bringing attention to the opportunity to recycle low-slope asphalt roofing materials, such as modified bitumen and built-up roofing. The characteristics of these roofing materials suggest an opportunity worth exploring. Recycling low-slope asphalt roofing presents different challenges than recycling asphalt shingles but ongoing research and technological advancements are paving the way for their successful reclamation and reuse. This broader focus underscores a comprehensive commitment to material stewardship across all segments of asphalt roofing.

How Can a Contractor Get Involved?

Getting involved in asphalt roofing recycling is easier than ever. The first step is to identify local recycling facilities that accept roofing debris. A great resource is the Construction & Demolition Recycling Association’s (CDRA) website, www.shinglerecycling.org. A recent search showed four recyclers listed in Florida, offering
convenient drop-off sites in several locations.

Once you’ve identified a recycler, the next step is to properly prepare a roofing job for recycling. This typically involves separating roofing debris from other construction waste. The CDRA provides excellent guidance on this through their Supplier’s Training & Requirements for Asphalt Shingle Recycling document, which is available for free at www.floridaroof.com/shinglerecycling. These guidelines offer practical advice on how to tearoff and sort materials effectively to ensure they meet the recycler’s specifications, prevent contamination and maximize the value of the recycled product.

Finally, don’t forget the importance of communicating the recycling option to your customers. Many homeowners and building owners are eager to make environmentally responsible choices. By explaining that you offer recycling services for their old roof, you can differentiate your business, demonstrate your commitment to
sustainability and potentially secure more environmentally conscious customers. This conversation can be as simple as including a line item in your proposals or discussing it during the initial consultation. These small efforts can yield significant returns in terms of customer satisfaction and positive word-of-mouth.

By embracing asphalt roofing recycling, contractors can play a vital role in building a more sustainable future for the construction industry while also enhancing their own business operations and reputation.

FRM

Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director - June 2026

Occassionally, I hear from one of our long-time contractor members about the rapid pace of changes in our industry and why they don’t like a particular change that has been made in the code or other regulations. I understand, change is hard. Interestingly, those few that are most upset with a particular change are in an age group commonly referred to as “boomers.” Before anyone is offended by my use of this overused term, please understand that I am one, though I prefer to think of myself as mid-century modern. Younger folks may still be bothered by some of these changes but are more open to change overall. They have grown up in a world that changes at the speed of light and have learned to expect it. As a seasoned construction veteran, I understand why many others like me are overwhelmed but then I reflect on my own experiences and remind myself of just how much our industry has changed in the 60 years that I’ve been involved.

As an example, one of my earliest jobs (late 60s and early 70s) was maintaining the wide variety of equipment used to perform commercial roofing. Every good roofer had kettles for heating bitumen (asphalt or coal tar). To heat them, we used kerosene tanks bolted to the side of these heating vessels. Yes, they occasionally caught fire. Kerosene tanks are not naturally pressurized like those containing liquid petroleum gas (LPG) but still need to feed the combustible liquid to the burners. This was accomplished by a pump inserted into the tank powered by a manually operated “T” handle to pressurize the tank (picture a large bicycle tire pump) until a siphon was established by preheating coils in the burners. The seals used at the end of the pump piston were made from leather. Hot bitumen was transported to the roof in buckets by rope hoists often attached to the top of a ladder, leaving the hoist operator on the ground, almost directly under open containers of hot bitumen. On the roof, asphalt was most often applied with mops and pouring cans. They were used to install three, four and five plies of organic felt and often surfaced with aggregate or coating.

Technology quickly brought improvements to these systems. LPG fueled burners, pumper kettles and asphalt dispensers took the place of the old equipment. Reinforcing membranes changed from organic to fiberglass and polyester. Cap sheets became more prominent with many not requiring hot asphalt to apply. Eventually single-ply membranes became the prominent low-slope system with – in many cases – robots performing much of the seam sealing. This is an example of a just few of the many changes in just low-slope roof systems. I could use similar examples for any type of roof system.

So, why is it that those who have been doing this work for so long and have witnessed and adapted to so many past changes are having difficulty understanding that change continues to occur? If we can reflect with an open mind, some of it comes down to “I’ve been doing it this way for a long time and it worked, why do I have to change now?” That is often the sentiment expressed but is it realistic?

The forces influencing change in the roofing industries are numerous and varied. Materials, technology, workforce, insurance, safety, laws and building codes are just a few factors that impact change. The building commission will make changes with each cycle and the legislature will meet and pass laws that lead to new regulations with each session. Both will be influenced by a host of stakeholders. It is imperative that FRSA remains vigilant by being involved in these processes to influence the eventual outcome. We must be proactive. This is being accomplished through the efforts of our volunteer members, legislative counsels, legal counsel and FRSA staff.

The technical services staff are deeply involved in the development of roofing-related changes in the building code. We also assist with technical issues that arise during the legislative session. With all the attention on construction, codes and resiliency, this has been a continually active area. Through our collective efforts, we have and will continue to have a significant impact on these developments but there are many competing interests that are trying to do the same. We will prevail in moving our positions forward on most of the issues but we don’t win them all. I can assure you that it’s not for lack of trying.

One thing we can’t do is stop change from occurring. To quote the Greek philosopher Heraclitus, who lived 2,500 years ago, “There is nothing permanent in life except change.” So, if we understand that change is constant, how can we help overcome our resistance to change and make it less troubling? Most importantly,
we can let those affected by the changes know about them before they go into effect. FRSA is committed to keeping our members aware of changes that can have an impact on their companies and our trade. We do this by sharing knowledge through personal discussions, reports to committees and subcommittees, magazine articles and seminars. Hopefully, through these communications we can help people prepare for these inevitable changes and thereby help them adjust.

Clearly, I’ve been around a while but not long enough to have been there for Heraclitus. But I was around to hear this from a philosopher and poet of my era through his song. The words will always be applicable to the never-ending tides of change: "You better start swimming or you’ll sink like a stone, for the times they are a-changin” – Bob Dylan, 1964.

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Mike Silvers, CPRC is Owner of Silvers Systems Inc. and is consulting with FRSA as Director of Technical Services. Mike is an FRSA Past President, Life Member and Campanella Award recipient and brings over 50 years of industry knowledge and experience to FRSA’s team.

John Kenney, CPRC, CEO, Cotney Consulting Group - June 2026

Most roofing contractors build their businesses around production work: new construction, reroofs and large replacements. When volume is strong and backlog is deep, that model works well. Crews stay busy. Revenue grows. Confidence rises. But every experienced contractor knows one constant that never changes: the market cycle.

Insurance carriers tighten guidelines. Interest rates shift. Lending slows. Owners defer capital projects. Material pricing moves unexpectedly. Backlogs that once felt secure begin to thin. When that happens, contractors who rely solely on production volume feel the pressure first.

The companies that remain steady during those periods are rarely the ones chasing the most square footage. They are the ones who built stability into their model long before the market softened. Most often, that stability comes from a disciplined, well-structured service and maintenance division.

Service is not a side offering. It is not something you do only when production slows. When structured correctly, it becomes the financial shock absorber of the entire company.

A production-only model is inherently volatile. Large jobs create significant billing spikes. Cash flow fluctuates between heavy inflow and heavy payroll weeks. Labor utilization fluctuates with project starts and completions. When the backlog is strong, these swings are manageable. When backlog contracts, they become dangerous.

A service division changes that rhythm. Instead of relying exclusively on project-based revenue, the company develops recurring work: leak response, preventative maintenance, minor repairs, inspection programs, warranty follow-up and small capital improvements. Individually, these jobs are modest but, collectively, they create predictable monthly revenue.

Predictability Stabilizes Everything

Service work smooths cash flow and it fills schedule gaps between major projects. It provides consistent labor hours, keeping skilled technicians engaged rather than leading them to look elsewhere for steadier work. It keeps trucks moving even when large contracts are delayed.

More importantly, service builds customer proximity. Production contractors may see a client once every fifteen or twenty years during a reroof cycle. Service contractors see them regularly. They inspect roofs annually. They respond when issues arise. They maintain a presence.

That presence changes the relationship dynamic. You are no longer just the contractor who shows up for a large replacement. You become the ongoing asset manager for the roof. When capital projects eventually return, who will the owner call first?

A Well-Built Service Division Creates Balance

There is also a margin component that many contractors underestimate. Properly priced service work can produce strong gross margins. It requires disciplined dispatching, clear scope control and efficient technician routing but, when structured correctly, service revenue does not carry the same overhead burden as large production projects.

Production jobs demand extensive estimating time, project management coordination, submittals, staging logistics and often lengthy billing cycles. Service jobs are smaller, faster and billed more frequently. That speed improves cash flow.

Of course, service is not automatically profitable. Many contractors fail at service because they treat it informally. They allow production crews to handle repairs inconsistently. They underprice leak calls to “keep customers happy.” They fail to track technician labor with the same discipline they apply to production crews. When service is managed casually, it becomes chaotic.

A true service division requires structure. It requires a dedicated manager and technicians trained specifically in diagnostic and repair work, which is very different from installation. It requires dispatch discipline and route planning. It requires pricing that reflects urgency, expertise and overhead. Most importantly, it requires a commitment to leadership. Service cannot be viewed as secondary to production. If leadership treats it as a filler activity, the team will, too.

One overlooked advantage of service work is its role in talent development. Many roofing companies struggle to identify and train future field leaders but service provides exposure. Technicians diagnose a range of roof conditions, interact directly with building owners and develop critical thinking about roof systems. That experience builds judgment. Judgment builds leadership potential.

The service also provides early warning. Contractors with active maintenance portfolios see roof conditions evolve. They identify system deterioration, flashing fatigue and drainage issues before they become emergency failures. That insight positions the company for future capital conversations.

In an uncertain economic climate, intelligence is leverage. Market corrections do not announce themselves in advance. They arrive gradually. Bid volume softens. Competition intensifies. Margins compress. Contractors who are entirely dependent on large projects feel those shifts immediately. Contractors with balanced models absorb them more calmly.

The goal is not to replace production. Production will always drive the majority of revenue in most roofing companies. The goal is balance. Balance between large, episodic revenue and smaller, recurring revenue. Balance between installation crews and service technicians. Balance between reactive bidding and proactive client relationships.

It strengthens company valuation. Buyers and private equity groups consistently favor companies with diversified revenue streams. Recurring service contracts signal stability. Predictable cash flow reduces perceived risk. Even contractors not actively pursuing acquisition benefit from that structural strength.

Perhaps the most important point is timing. Contractors should not build service divisions after a downturn begins. By then, the market will already be crowded with competitors attempting the same pivot. Service infrastructure takes time to mature. Technician training, client acquisition, pricing calibration and dispatch optimization do not happen overnight. The contractors who benefit most from the service are those who invest before they feel the pressure.

Roofing will always be cyclical. Weather patterns shift. Insurance markets adjust. Economic forces move in waves. Contractors cannot control those variables. They can control how exposed they are to them. A service division is not simply an additional revenue line. It is a stabilizing force. It keeps trucks moving. It keeps
technicians engaged. It keeps clients connected. It keeps cash flowing.

And when the next market correction arrives, as it inevitably will, the companies with disciplined service operations will not panic. They will adjust. That confidence is not luck. It is structured.

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John Kenney, CPRC is CEO of Cotney Consulting Group, Plant City. He has decades of experience on commercial roofing projects, providing a unique understanding of what it takes to succeed in roofing – on the roof, in the office and at scale. John saw the need to provide contractors with strategic guidance built on real-world field knowledge. Cotney Consulting offers COO on Demand, online training, technology solutions, business advisory consulting, collections, contracts, Castagra estimating training, safety and OSHA training. John partners with FRSA to provide educational seminars. For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173.

Chris Dawson, Attorney, GrayRobinson and FRSA Legislative Counsel - June 2026

The 2026 Regular Session of the Florida Legislature ended in March, but it closed without completing the one task the Legislature is constitutionally required to finish each year: passage of a state budget.

With all tallies counted, the Legislature’s official statistics show 1,896 total measures filed in the regular session, including 1,691 general bills, 67 local bills, 30 joint resolutions, 6 concurrent resolutions, 97 one-chamber resolutions and 5 memorials. Of those, 237 measures passed both chambers, including 192 general bills and 44 local bills.
■ Total measures filed: 1,896
■ General bills filed: 1,691
■ Measures passed both chambers: 237
■ General bills passed both chambers: 192 (11.4%)

As of the writing of this report, Governor DeSantis has not vetoed a bill from the 2026 legislative session.

Guiding Principles for 2026 Advocacy and Outcomes

Protect Roofing Licensure and Continuing Education
Successfully defeated HB 607 Industries and Professional Activities by Rep. Taylor Yarkosky (R – Clermont).
The sponsor, who carried the bill on behalf of House leadership, committed to kill his bill for the year after meeting with FRSA. He intends to bring back a pared down version of the bill next year that focuses on streamlining continuing education requirements.

Prevent Insurance-Driven Forced Reroofs; Protect Existing Consumer Protections
Successfully defeated HB 815 by Rep. Michael Gottlieb (D – Davie) and SB 808 by Sen. Corey Simon (R – Tallahassee) Roofing Requirements for Property Insurance.
The bill would have promoted roof coatings as a requirement for property owners to enjoy insurance consumer protections. Sen. Simon has asked FRSA to re-write the bill to expand protections for him to run in 2027.

Prevent Discrimination Among Roof Covering Types in the Florida Statutes
Continued efforts across multiple bills to prevent preferential language in statute for specific roof covering types and instead make sure that all Florida Building Code approved coatings are available for consumers.

Push for Predictability in Workers’ Comp Rates and Curb Bad Actors
Advocated on behalf of HB 1243 by Rep. Bill Conerly (R – Lakewood Ranch) and SB 618 by Sen. Keith Truenow (R – Tavares)
Workers’ compensation insurance to increase flexibility for carriers to better price rates to risk in the market. The legislation moved in both the House and the Senate but did not pass this year. Advocate for Workforce Development Initiatives and Promotion of the Trades to Students Advocated for multiple bills that seek to expand trade programs and promote student involvement in handson learning opportunities. Protect Business Interests of the Florida Roofer Advocated for free market principles that drive competition and fairness in the market while keeping regulatory burdens at a minimum.

Bills of Interest That Passed

Senate Bill 290 – Department of Agriculture and Consumer Services
Sen. Keith Truenow (R – Tavares) and Rep. Danny Alvarez (R – Riverview) Approved by the Governor on March 23, 2026

Dubbed as the Florida Farm Bill, the bill enacts a wide range of reforms to support Florida’s agricultural community and consumers. Among the broad range of initiatives, the bill 1. protects farmers and agricultural freedom; 2. strengthens Florida agriculture; 3. preserves land and rural communities; 4. enhances environmental and water protections; and 5. protects consumers and ensures public safety.

The Farm Bill also includes a consumer protection and public safety focus to support agriculture. The bill criminalizes cheating on commercial driver license (CDL) exams to improve roadway safety; strengthens enforcement against unwanted commercial solicitation to protect homeowner privacy and bans signal jamming devices that can disrupt law enforcement and emergency communications.

The FDACS bill (or “Farm Bill”) is in this report due to the language relating to prompt pay from GCs to Subs and Suppliers. The language below was negotiated by many in the construction industry including FRSA, ABC and FHBA and with the assistance of Sen. Trumbull.

Section 19. Section 489.1295, Florida Statutes, is created to read: 489.1295 Prohibition against nonpayment. (1) A licensed contractor must compensate a subcontractor or supplier, unless there is a bonafide dispute regarding the amount due, if any, for services, labor, or materials: (a) Within 45 days after receiving payment for the services performed or materials supplied by the subcontractor or supplier; or (b) In accordance with the terms of the contract for such services, labor or materials. (2) A licensed contractor who knowingly or willfully violates this section is subject to disciplinary proceedings as provided in s. 489.129.

House Bill 399 – Land Use and Development Regulations
Sen. McClain (R – Ocala) and Rep. Borrero (R – Doral) Approved by the Governor on March 27, 2026
The bill revises land use and development regulations by limiting development permit fees (establishing a “direct and reasonable indirect costs” standard for how much is appropriate), revising standards for application denials and expanding allowances for certain housing types. The bill requires permit fees to reflect actual
processing costs, restricts denials of certain residential applications based on incompatibility, requires local governments to allow offsite constructed homes where permitted and includes additional provisions related to school agreements, large destination resort approvals (allows large resorts like Miami Beach’s Fontainebleau Hotel to bypass Historic Board and other zoning approvals) and compost facility regulations.

Senate Bill 484 – Data Centers
Sen. Avila (R – Hialeah Gardens) and Rep. Griffitts (R – Panama City)
The bill establishes new regulations for large scale data center developments, with a focus on transparency, infrastructure planning and resource protection. The measure also requires local governments to account for high-energy “large load” users in their comprehensive plans to better plan for longterm impacts.

To address utility concerns, the bill directs the Public Service Commission to develop special electric tariffs so large data centers cover the full cost of their energy use, preventing those costs from being shifted to other ratepayers. The bill also eliminates an extra 12-month confidentiality protection for data centers and introduces stricter water use standards, requiring detailed reporting, conservation plans, public hearings and the use of reclaimed water for large scale data centers seeking permits.

Senate Bill 504 – Code Inspector Body Cameras
Sen. Burgess (R – Zephyrhills) and Rep. Partington (R – Daytona Beach)
The bill requires counties and municipalities in Florida that allow code inspectors to wear body cameras to establish formal policies and oversight governing their use. It defines a “body camera” as a portable electronic recording device worn by a code inspector that captures audio and video during official duties and defines
a “code inspector” as a county or municipal employee responsible for enforcing local codes. Local governments that permit the use of body cameras must create policies addressing proper use, maintenance, storage and data management, including guidelines for when cameras may be used and which inspectors are authorized to wear them. The policies must also ensure that inspectors are allowed to record encounters with members of the public while performing official duties.

The bill also requires local governments to provide training for personnel who use, maintain, store or manage body camera equipment and the data collected from it. Recorded audio and video must be retained in accordance with public records retention requirements and governments must periodically review their body camera programs to ensure compliance with their policies. Additionally, the bill exempts body camera recordings made by code inspectors from the restrictions in Florida’s wiretapping and communications privacy law, allowing inspectors to record encounters without obtaining consent from every individual involved. A related measure, SB 506 (see below), creates a public records exemption for these recordings.

Senate Bill 594 – Local Housing Assistance Plans
Sen. Burton (R – Winter Haven) and Rep. Stark (R – St. Cloud)
The bill proposes new provisions for mobile homeowners in local housing assistance, allowing local governments to, under the State Housing Initiative Partnership Program, provide six months of rent subsidies for lot rentals for mobile homeowners and requires local governments to include such funding in their local housing assistance plans. The bill also includes mobile homeowners in housing funding criteria and removes limits on funding for manufactured housing.

Senate Bill 800 – Engineering
Sen. Mayfield (R – Melbourne) and Rep. Melo (R – Naples)
The bill amends s. 471.033, F.S., to provide an escalating fine schedule for second or subsequent violations of engaging in the unlicensed practice of engineering, up to $25,000.

House Bill 803 – Building Permits and Inspections
Sen. Nick DiCeglie (R – St. Petersburg) and Reps. Trabulsy (R – Fort Pierce) and Overdorf (R – Stuart)
The bill creates a uniform application system, streamlines permit procedures and exempts certain minor projects from permit requirements. The bill directs the Florida Building Commission to adopt (by July 1, 2027) uniform commercial and residential building permit applications for statewide use. Among other administrative changes, the bill requires electronic delivery of permits, reduces restrictions on private providers and limits local governments from requiring additional documentation. The bill exempts certain projects valued at less than $7,500 on single-family residential properties, including the installation of temporary residential hurricane and flood protection systems. More specifically, it:
■ Extends the expiration of single-family dwelling building permits to one year or until the next Florida Building Code edition, whichever is later, and allows local governments to grant further extensions.
■ Requires the Department of Management Services to maintain state term contracts for building code inspection services.
■ Authorizes individuals holding valid out-of-state licenses to serve in certain inspecting or plans review roles during declared emergencies under specified conditions.
■ Provides an exemption to permit requirements for work on single-family homes with a construction cost of $7,500 or less. The bill clarifies that any electrical, plumbing, structural (roofing included), mechanical or gas work performed on property containing a single-family dwelling requires a permit regardless of the cost.
■ Prohibits local governments from denying permits for certified residential manufactured buildings and clarifies that such units must be taxed as mobile homes if placed on mobile home lots.
■ Creates new guidelines ensuring that offsiteconstructed residential dwellings are permitted in single-family zoning districts and are not treated more restrictively than site-built homes.
■ Directs the Florida Building Commission to adopt uniform commercial and residential building permit applications statewide by July 1, 2027.
■ Prohibits charging fees for inspections in excess of actual costs, requires permit fee reductions for those using private inspectors and exempts certain low value or temporary projects from permit requirements.
■ Revises private provider procedures to streamline plan reviews and inspections, limit local governments’ ability to add requirements and mandate reduced or zero permit fees where private providers handle inspections.
■ Prohibits homeowners’ associations from requiring proof of a government building permit before conducting their own review of a proposed residential improvement.

House Bill 883 – Protected Cell Captive Insurance Markets
Sen. Leek (R – St. Augustine) and Rep. Fabricio (R – Miami Lakes)
Expand and clarify requirements for protected cell captive insurance companies by updating definitions, adjusting capital thresholds and establishing detailed procedures for their formation and operation.
■ Adds “protected cell captive insurance company” to the definition of captive insurance company and clarifies that a special purpose captive insurance company is one that does not meet any other captive definition.
■ Specifies that protected cell captive insurers may only insure the risks of their protected cell participants.
■ Revises minimum capital, net asset and surplus requirements to include specified dollar thresholds for protected cell captive insurance companies.
■ Adds comprehensive rules for establishing, managing and merging protected cells, including maintaining separate accounting of assets and liabilities, requiring office approval for participant contracts and limiting cross-liability between cells.
■ Details procedures for converting, disaffiliating and merging individual protected cells, with assets and liabilities appropriately transferred, along with preserving the cell formation date.

House Bill 927 – Local Land Planning and Development
Sen. Massullo (R – Inverness) and Rep. Sapp (R – Palatka)
The bill requires counties and cities of a certain size to create and implement a program by January 1, 2027 for the use of qualified, pre-approved private professionals from a local government-maintained registry to perform a pre-application review of permit applications, plan reviews and plat approvals before submission to the local government for final approval. The mechanics of this review as supplementing the local government’s staff resources are to be determined by the governing body.

If an applicant chooses to use this process, the county must, within five days of a pre-application certification, confirm receipt, verify completeness and notify the applicant of completion or deficiencies. The county must then process the complete or deemed-complete application for final action and approve, approve with conditions or deny the application within 45 days. Failure to take final action within 10 days following notice by the applicant results in the application’s automatic approval. Approvals are made through administrative review, without a public hearing or other review.

Each local government must establish and maintain a registry of at least four qualified contractors or two qualified contractor firms free of conflict of interest with the local government, either individually or through agreement with another local government.

House Bill 1134 – Official Actions of Local Government
Sen. Yarborough (R – Jacksonville) and Rep. Black (R – Jacksonville)
This bill prohibits counties and municipalities in Florida from funding, promoting or taking official actions related to Diversity, Equity and Inclusion (DEI) programs or policies. In effect, it eliminates DEI initiatives at the local government level and prevents local governments from creating or supporting such programs in the future. Under the bill, counties and cities may not create, enforce, fund or promote ordinances, policies, programs or regulations related to DEI and any existing local DEI programs or policies would become void.

The bill also restricts how public funds may be used in connection with DEI. Local governments would be prohibited from using public funds to establish or maintain DEI offices, employ DEI officers or contract with individuals or organizations to administer DEI initiatives. In addition, public funds could not be used by employees, contractors, vendors, volunteers or agents of a local government to promote DEI activities. Beginning January 1, 2027, individuals or entities seeking a county or municipal contract or grant must certify that they do not require employees to participate in DEI training or materials funded with public money.

House Bill 1175 – Safety Design Standards for Office Surgery Suites
Sen. Rodriguez (R – Doral) and Rep. Redondo (R – Miami)
The bill directs the Florida Building Commission to amend the Florida Building Code and the State Fire Marshal to amend the Florida Fire Prevention Code to, by January 1, 2027, include safety design standards for office surgery suites that must be alternative standards to ambulatory health care occupancies and must allow physicians to provide specified services or treatment for up to six patients simultaneously on an outpatient basis.

House Bill 1329 – Local Government Finances
Sen. DiCeglie (R – St. Petersburg) and Rep. Benarroch (R – Naples)
■ Enhances transparency and accountability in local government finances through expanded budget posting requirements, mandatory reduction exercises and stricter impact fee regulations.
■ Requires counties and municipalities to post tentative budgets online at least five days before public hearings and final budgets must remain posted for at least five years (increased from two).
■ Mandates a budget workshop for both county and municipal governments to explore a 10 percent reduction exercise, with documentation posted online.
■ Obliges counties and municipalities to publish quarterly compensation summaries for all funded employees and to publish annual budget development calendars, detailing key budget deadlines.
■ Updates procedures for county budget amendments, including a five-day notice on proposed changes and extending the required online posting of adopted amendments to five years.
■ Creates new definitions of impact fee and planbased methodology for concurrency and outlines allowable alternative transportation planning options, including explicit use of impact fees.
■ Implements stricter rules on adopting or increasing impact fees, including using a plan-based methodology, limiting the use of data older than four years and capping fee increases beyond certain levels without demonstrating extraordinary circumstances.
■ Establishes refunds or credits for impact fee overpayments, with specific timelines for local governments, school districts and special districts to respond.

Senate Bill 1434 – Infill Redevelopment
Sen. Calatayud (R – Miami) and Rep. Borrero (R – Miami Lakes)
Facilitate the redevelopment of environmentally impacted parcels in large counties by requiring local governments to permit certain residential uses and streamline development approvals. Specifically, the bill:
■ Names the new section the Infill Redevelopment Act and provides legislative findings about housing shortages and the need to remediate urban parcels.
■ Defines key terms such as environmentally impacted land, designated agricultural land, qualifying parcel and recreational facilities.
■ Requires local governments to allow residential development on qualifying parcels, subject to density limits not exceeding the average of adjacent residential districts or 25 units per acre, whichever is lower.
■ Mandates administrative approval of subdivision applications for qualifying parcels and restricts local governments from using subdivision processes to reduce allowable density or intensity.
■ Requires a 20-foot buffer between new development and existing single-family homes or townhouses on all sides, preserving the buffer area as open space or passive recreation.
■ Establishes requirements for qualifying parcels containing former recreational facilities, including demonstrating the facilities were not in operation for at least 12 months, paying double certain impact fees and offering adjacent owners the option to purchase the parcel or a portion of it for recreational use.
■ Mandates administrative approval for development applications meeting these criteria, while still allowing local governments to impose generally applicable architectural design regulations that do not lower authorized density or intensity.
■ Preempts local governments from adopting or enforcing new restrictions on development of qualifying parcels and calls for a liberal interpretation to fulfill the act’s objectives.

Senate Bill 1614 – Enforcement of the Florida Building Code
Sen. Leek (R – St. Augustine) and Rep. Tramont (R – Port Orange)
■ Revise the manner in which local governments must spend excess building permit fee revenues under the Florida Building Code.
■ Removes the option for using surplus funds to construct or house a building code enforcement agency.
■ Maintains allowable uses of surplus funds for fee rebates, technology upgrades or training programs.
■ Authorizes owners, builders or associations with valid building permits to bring a civil action against a local government that is not complying with the revised requirements.

Legislative Next Steps

The Legislature still has much work to do in 2026 prior to election season. In particular, it is expected that the House and Senate will convene in multiple special sessions this year. Topics on the agenda may include:
■ Congressional Redistricting
■ FY 2026-2027 State Budget
■ Property Tax Reform: the Legislature must act to place a constitutional amendment on the 2026 November ballot
■ Revisit Executive Priorities? (Regulation of artificial intelligence, vaccine mandates, etc.)

Election Season on the Horizon

Candidate qualifying for local, state and federal offices is just around the corner. Florida is poised to have a very substantial election with Congressional midterms in the news and a variety of statewide offices on the ballot, including the office of Governor. Critical election dates are:
■ June 8-12, 2026 – Qualifying for statewide candidates (Governor, Attorney General, Commissioner of Agriculture and Chief Financial Officer) and for legislative seats (half of the Florida Senate and all seats in the Florida House of Representatives).
■ August 18, 2026 – Primary Election
■ November 3, 2026 – General Election

FRM

Chris Dawson is an Attorney and professional Lobbyist for GrayRobinson’s Orlando office and is licensed to practice law in both Florida and Alabama. He primarily focuses on lobbying and government relations for public and private sector clients at the executive and legislative levels of state government. He is credentialed
as a Designated Professional Lobbyist by the Florida Association of Professional Lobbyists. Chris also holds two degrees in Civil Engineering and has experience in construction litigation and design professional malpractice defense.

Trent Cotney, Partner, Adams & Reese, LLP and FRSA General Counsel - June 2026

A roof failure is never just a construction problem. For a roofing contractor, it can become a business, legal and a public relations problem almost immediately. In the current environment, owners, tenants, consultants and even bystanders often document events in real time. A leak, blow-off, collapse allegation or poststorm
failure can appear on social media before the contractor has even arrived on site. Once that happens, the issue stops living only in the contract file. It starts affecting customer confidence and future work.

Roofing contractors usually focus first on the field response and they should. Safety, temporary dry-in, protection of the building, preservation of evidence and investigation all come first. But many companies make a costly mistake in the first 24 hours. They treat the matter only as an operations issue and fail to manage the message. That can create lasting damage even when the contractor ultimately proves that the roof system was not defective, that the loss was caused by others or that the event resulted from conditions outside the contractor’s scope.

The first rule is simple: respond quickly but do not speculate. When a failure is reported, the contractor should acknowledge the issue, mobilize the right personnel and communicate concern without making admissions. Too many well-intentioned statements create problems later. A superintendent may say, “We will take care of everything,” or a salesperson may say, “This should never have happened.” Those statements may calm an owner in the moment but they can later be characterized as admissions of fault or promises that exceed the contract. The better approach is disciplined communication. Confirm that the company is investigating, taking the issue seriously and working to protect the property while facts are gathered.

At the same time, the contractor should control the internal chain of communication. One person should coordinate messaging. That may be the owner, operations manager, risk manager or legal counsel, depending on the size of the company. Without a point person, different employees will provide different accounts and inconsistency is what fuels mistrust. Customers become concerned when the project manager says one thing, the field foreman says another and the office gives a third explanation. A unified response shows professionalism and helps prevent unnecessary escalation.

Documentation is critical. The company should collect photographs, weather information, delivery records, daily reports, inspection logs, manufacturer communications, subcontractor scope information and any prior notices involving the area at issue. It should also preserve text messages, emails and voice messages related to the event. In a reputation-driven dispute, facts matter twice. They matter in the legal analysis and they matter in the public narrative. A contractor with organized documentation can explain what happened with confidence. A contractor without it is often forced into defensive, reactive statements that make the situation worse.

Another common mistake is ignoring the customerfacing side of the event. Owners and property managers often care as much about responsiveness as they do about technical fault. Even when the contractor has a strong defense, silence can look like indifference. This does not mean admitting liability. It means communicating with professionalism. The customer should know who is handling the matter, what immediate steps are being taken, when they should expect updates and what information is still being evaluated. In many cases, regular concise updates reduce anger and prevent the owner from turning to social media, trade associations or competing contractors for answers.

Social media now changes the risk profile of roof failures. A single video of water pouring into a building can circulate widely, especially if the building is a school, hospital, church, condominium or public facility. Competitors may quietly amplify the story. Plaintiffs’ lawyers may see it. Reporters may call. Even if the post is misleading or incomplete, the visual impact can be severe. Roofing contractors should therefore have a basic crisis-response plan before an event occurs. The plan should identify who speaks for the company, who monitors online activity and when legal counsel should become involved. Companies do not need a full public relations department to do this well. They need discipline, speed and recognition that public silence can allow someone else to define the story.

The contract also matters more than many contractors realize. A well-drafted agreement can help frame the response and limit damage. Notice provisions, warranty limitations, exclusions for acts of God, temporary repair obligations, investigation rights and dispute resolution clauses all shape how the issue unfolds. If
the contract clearly distinguishes between warranty service, emergency response and excluded conditions, the contractor is in a stronger position to act decisively without creating confusion. If the contract is vague, the parties may end up fighting publicly over who must pay for dry-in, interior protection or consultant fees before the technical cause is even known.

Manufacturers, consultants and subcontractors can add another layer of complexity. The contractor should resist the urge to assign blame too early but it should also bring the right parties into the investigation quickly. Delay can create spoliation concerns and increase suspicion. A measured response often works best: preserve the site, document conditions, notify potentially involved parties and conduct the investigation in an orderly way.

Internally, contractors should train employees on what not to say. Casual statements are dangerous. Field personnel should never argue with building occupants, speculate about cause, criticize the owner online or post jobsite commentary on personal social media. That sort of conduct can turn a manageable dispute into a reputational event. Training should be simple and direct. Report facts internally. Do not assign blame. Do not post. Route all external questions to the designated company contact. In a crisis, clarity beats complexity.

There is also a long-term lesson in every roof failure. Once the immediate event is stabilized, management should conduct a post-incident review. Was the scope clear? Were preexisting conditions documented? Did the company use the right details and products? Were weather conditions tracked well enough? Did the closeout package preserve key evidence? Did the customer know what maintenance obligations remained after completion? Reputational crises often expose not only field issues but also sales, contract and documentation weaknesses. Contractors that learn from those events usually emerge stronger.

In the end, a roof failure does not automatically become a reputation crisis. It becomes one when the contractor appears disorganized, defensive, slow or careless with communication. By contrast, a contractor that responds promptly, documents thoroughly, communicates carefully and manages the public narrative can often preserve trust even in a difficult situation. In roofing, reputation is built one project at a time but it can be tested in a single afternoon. The companies that prepare for that reality before a problem
occurs are the ones best positioned to protect
both the project and the brand.

FRM

The information contained in this article is for general educational information only. This information does not constitute legal advice, is not intended to constitute legal advice, nor should it be relied upon as legal advice for your specific factual pattern or situation. Trent Cotney is a Partner and Construction Team Leader at the law firm of Adams & Reese, LLP and FRSA General Counsel. You can reach him at 866-303-5868 or by email at trent.cotney@arlaw.com.

Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN) - May 2026

There is a moment that almost every growing roofing contractor recognizes. Business is good. Revenue is up. The phone is ringing. And somehow, despite all that success, things feel more out of control than ever. Jobs are falling through the cracks. Customers are calling back with complaints. Employees are asking questions that should have obvious answers. And the owner is working harder than anyone else in the company, putting out fires from sunrise to sunset.

If this sounds familiar, you are not alone. It is one of the most common and most painful stages of growth in the contracting business. The root cause, almost without exception, is the same. You have built a business with talent and hustle rather than systems and processes. And talent and hustle can only scale so far.

Why Contractors Resist Systems

Most roofing contractors got into the business because they are great at roofing. They understand the craft. They know how to sell. They can read a jobsite and make fast decisions. What they did not sign up for was sitting at a desk writing process documents.

So, when consultants and coaches talk about building systems, contractors often push back. They say they do not have time for it. They say their business is too unpredictable to systemize. They say their team is experienced and does not need instructions written down. They say it takes the human element out of the work.

Every one of these objections is understandable and every one of them is wrong. The contractors who resist systems are the ones who remain permanently stuck in the day-to-day. They cannot take a vacation without things falling apart. They cannot promote their best employee into a management role because that employee has never seen their knowledge written down. They cannot sell the business someday because the business only runs when they are in it. They are not building a company. They are building a very demanding job.

What We Mean by Systems

A system is simply a documented way of doing something consistently. It answers the question: How do we do this here? Systems are not bureaucracy. They are not red tape. They are the collected wisdom of your best practices, captured so that anyone on your team can execute them with consistency and confidence.

In a roofing company, systems can cover every part of the operation. They cover how:
■ Leads are captured and followed up on
■ Estimates are prepared and presented
■ Jobs are scheduled and communicated to the crew
■ Materials are ordered and tracked
■ Completed jobs are inspected and closed out
■ Customer concerns are handled.
■ The office runs
■ Invoices go out
■ Collections are managed

When all of these processes are documented, something remarkable happens. The business starts to run the same way every time, regardless of who is in the room. Quality becomes consistent. Customer experience becomes predictable and the owner gets their time back.

Where to Start

The biggest mistake contractors make when building systems is trying to do everything at once. They want to document every process in the business simultaneously, which quickly becomes overwhelming and usually results in nothing getting done.

Start with your highest-impact, highest-frequency processes first. Ask yourself: What are the things that happen in this business every single day and what would be the cost if those things were done inconsistently? For most roofing companies, those high-priority areas are lead follow-up, the sales process, job kickoff and communication and conflict resolution when fielding customer complaints.

Pick one. Document it completely. Test it with your team. Refine it based on what you learn. Then move to the next one. Over six to twelve months, you will have built a library of core processes that forms the operational backbone of your business.

How to Document a Process

Documenting a process does not have to be complicated. The best process documents are simple, clear and practical. They describe the purpose of the process, the steps involved in order, who is responsible for each step and what a successful outcome looks like.

One of the most effective ways to capture a process is to record yourself or a team member doing it, then narrate what you are doing and why. You can then have that transcribed or summarized into a written document. Video walkthroughs are also extremely effective for training purposes, especially for field tasks where seeing is more valuable than reading.

Once you have a draft, test it by having someone who was not involved in creating it try to follow the steps. If they get confused or stuck, that is valuable feedback. Revise until the process is clear enough that a capable new hire could follow it with minimal additional guidance.

Getting Your Team on Board

Systems only work if people use them. One of the keys to successful implementation is involving your team in the process of building them. When employees help document a process, they take ownership of it. They are far more likely to follow a system they helped create than one that was handed down from above.

Frame the initiative around the benefits to the team, not just the business. Systems reduce confusion and frustration. They make expectations clear. They take the guesswork out of situations that used to cause stress. When your team understands that documented processes make their jobs easier, you will get much less resistance.

Systems Enable Growth

Here is the real payoff of building a systems-driven business. When your operations are documented and consistent, you can grow without adding chaos. You can bring on new crews and get them productive quickly. You can open a second location and replicate what works. You can hire a general manager and trust that things will run well in your absence. You can eventually sell the business for a premium price because buyers pay more for businesses that run on systems rather than personalities.

The roofing contractors who build the most valuable companies are not necessarily the best roofers or the most charismatic salespeople. They are the ones who build machines – repeatable, reliable, documented operations that produce consistent results regardless of who is running them on any given day.

Start building yours today. One process at a time.

FRM

Gary A. Cohen is Executive Vice President of Certified Contractors Network (CCN), the leading comprehensive training, coaching and networking membership organization in North America. Gary is also a 30-year veteran of the home improvement industry, spent 11 years at the Robert H. Smith School of Business at the University of Maryland as a Professor of Business and served four years as Associate Dean of the Business School. Gary has been a certified leadership coach for the past 18 years. He can be reached at gary@contractors.net.

Seay HR - May 2026

Millions of members of Gen Z are entering the workforce every year and with 10,000 Baby Boomers reaching retirement age every day, this younger cohort are quickly representing a larger and larger share of workers. It’s no secret that older managers have found it difficult to connect with Gen Z employees. Polls show that managers are struggling to work well with younger colleagues and that many employers are finding it hard to hire and retain Gen Z workers.

Gen Z seems to bring a different set of workplace values than prior generations, which creates challenges for older employers who are trying to keep them engaged, supported and loyal. Without an intentional effort to attract and retain Gen Z workers, companies risk losing critical up-and-coming talent.

Understanding Gen Z Preferences in the Workplace: What Motivates This Generation?

Like every generation, Gen Z has its own priorities when it comes to what attracts them to a company and motivates them to do their best work. Surveys have found that Gen Z is motivated by compensation as long as it is accompanied by a blend of purpose, professional growth and flexibility. They expect their employer to provide a healthy work-life balance and a positive, inclusive culture for the sake of their mental well-being. They also look for companies who are good stewards of the earth and the communities they serve.

It’s worth mentioning that while salary is important to Gen Z workers, they value salary less than every other generation with studies showing that about 50 percent would choose a more satisfying job with lower pay than a less satisfying job with higher pay.

Companies will need to appeal to Gen Z values if they wish to attract and retain these workers both in messaging and actions.

10 Ways to Attract and Retain Top Gen Z Talent

Gen Z is already making its mark on the workplace and their numbers will continue to grow in the coming years. If companies want to attract and inspire young top talent to work for them, they will need to think beyond paychecks and perks and focus on what really motivates this generation.

Effective Recruitment Strategies: How to Attract Gen Z Candidates

1. Connect with Gen Z on their Social Platforms
Gen Z grew up with technology and social media and it is a huge part of their world. One of the best ways that companies can reach potential Gen Z employees is through recruitment marketing on social media channels that include Gen Z actors and employees and speaks to Gen Z values. For example, you can build trust with testimonials from Gen Z employees about why they joined the company and what they appreciate about your workplace.

2. Host Interactive Hiring Events
Relying exclusively on carefully curated mission statements to explain your core values is a missed opportunity. Companies can help potential Gen Z applicants experience their culture and values at hiring events by having leaders share inspirational stories or answer questions about the company’s mission and goals. Video snippets can be shared on the company website and social media platforms to reach a wider audience.

3. Offer a Flexible Work Environment
Flexible work options are a top priority for Gen Z employees, who value work-life balance, autonomy and trust in their workplaces. Companies that build flexibility into schedules through hybrid models, adjustable hours or results-based work are showing they understand how today’s employees want to work.

4. Help New Hires Feel Connected with Pre-Boarding Welcome Videos and Messages
After the job offer has been made and accepted, there is an opportunity to help new hires come in on their first day with a sense of connection through a series of authentic personal messages from managers and future teammates. Videos could introduce future teammates, provide insider tips about company culture or share a welcoming message.

Setting Gen Z Up for Success: Onboarding and the First 90 Days

5. Assign a Peer Buddy and a Tenured Mentor
Gen Z values guidance and growth in authentic relationships and a strong mentoring structure can meet that expectation. A peer buddy can help them learn the company culture and share tips for completing projects in a timely manner. An older, tenured mentor can share career advice and insights into opportunities on other teams within the organization to create a balanced approach.

6. Host Cross-Generational Group Chats
One of the best ways to bridge divides between generations is to create opportunities for connection that can build empathy and make leaders less intimidating. One way to do this is to host small group conversations with a mix of people and then prompt conversation with ideas such as “talk about your first job” or “what inspires you outside of work.”

Retain Gen Z Through Growth and Learning Opportunities

7. Ask Tenured Employees to Share Soft Skills
Older, experienced employees may have wisdom to pass down to new employees in the form of soft skills. Ask them to host informal sessions or record videos sharing tips for effective communication, time management, conflict resolution, teamwork strategies and navigating workplace culture.

8. Provide Professional Development Classes
Providing professional development opportunities is a powerful way to engage and retain employees, especially Gen Z workers who value growth and skill-building. Offer classes, workshops or online courses that help employees expand their expertise and advance in their careers. Consider asking Gen Z employees to share social media tips or how to use AI tools to show that their skills are valued.

9. Commit to Two-Way Communication and Sharing of Ideas
Gen Z cares about two-way relationships where their opinion is valued. Train managers in multi-generational communication styles so they can best connect with everyone on their teams. Encourage managers to conduct weekly “pulse checks” to gauge how employees are feeling and to actively seek feedback about how leadership can better support and engage the team.

10. Celebrate Progress and Accomplishments
One of the best ways to keep employees motivated is to acknowledge and celebrate their progress and accomplishments throughout the year. Give shout outs at meetings or in newsletters and consider small rewards or recognition programs that highlight their contributions and show that their efforts truly matter.

Seay HR Can Help Bridge Generational Gaps in Your Workplace

Seay HR offers practical HR support to help your business handle today’s workforce challenges, including bridging generational gaps in hiring and retaining Gen Z workers. Our experienced HR professionals provide guidance that’s grounded in real-world experience. For example:

■ When creating policies around dress code and appearance, Seay HR can help you develop clear, fair guidelines that are respectful for employees of all ages.
■ Seay HR can craft job descriptions that appeal to younger workers, highlighting opportunities for growth, flexibility and purpose.
■ Seay HR can help write inclusive employee policies that meet the expectations of Gen Z and foster a workplace culture where everyone feels valued.

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Please note: This article is for informational purposes only and does not constitute legal or professional advice. Seay HR makes no representations or warranties, express or implied, regarding the accuracy, completeness or applicability of the information contained herein.

Seay HR disclaims all liability for any actions taken or not taken based on the information in this article. Readers are solely responsible for their own interpretation and use of this information.

Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director - May 2026

We're in the third year of the Florida Building Code (FBC) triennial cycle, which, for us, is the education and training portion. The changes to the 2026 Florida Building Code Ninth Edition are close to complete but as of this writing they have not yet been published, which is typical of the cycle. Due to our involvement in the code development process, we have a clear idea of what changes have been made that will have an impact on the roofing industry. We know our members and the rest of Florida’s roofing industry need to know what to expect well before the new code takes effect on December 31, 2026. To help accomplish this, we began including many of the most important changes in a series of articles starting in the February issue of Florida Roofing magazine: code-based articles are also available on the homepage of FRSA’s website, www.floridaroof.com.

These articles will continue to be featured well into next year in order to highlight code changes. Presentations on the code changes usually begin during the Convention that precedes the code’s adoption. This year, FRSA’s Educational and Research Foundation offers a slate of 17 hours of continuing education seminars designed to help contractors understand the changes in the code. In addition, some of these will be presented at FRSA headquarters and at locations around the state. We will also present several in conjunction with the Building Officials Association of Florida (BOAF), not only for building department employees but for contractors too.

Shortly after the code takes effect, we will begin promulgating the next edition of the FBC by reviewing changes made in the International Building Code (IBC) that may be suitable for inclusion in the FBC. This process is referred to as step one. It will continue over the next year, with many meetings of the Florida Building
Commission and Technical Advisory Committees (TACs). Concurrently, FRSA holds meetings to establish our position on the IBC modifications and attempt to influence the outcome in a way that addresses our concerns. During this same period, FRSA begins developing code modifications that we would like to see included in the next code.

The second year of the cycle is where the public (including FRSA) can submit and then champion their changes and support other changes that we agree with for inclusion in the code. Just as importantly, we also try to amend or eliminate any modifications that we don’t view as favorable. Our success rate in achieving our goals is extremely high. Much of this success is based on reaching out to other stakeholders and working on a consensus before the changes are finalized. Another big part of our success is bringing forward clear positions that not only help the roofing industry but also Florida’s citizens and property owners.

More Florida Building Commission and (TAC) meetings take place while the changes are finalized. We are fortunate to have many roofing professionals on the TACs and the Commission that understand the positions. After two years, we find ourselves back at the education and training portion of our cycle.

During these cyclical processes, many other regulatory occurrences need our attention. Sometimes it is due to legislative changes that can override the code’s normal three-year cycle or other legislative changes that require our attention but are not directly related to the building code. A recent example of this is when our Governmental Affairs team was able to convince the Legislature to expand the scope of a roofing contractor’s license to include the ability to evaluate and enhance roof-to-wall connections. You may be surprised to know that for many years, the code for certain reroofs included requirements to evaluate and enhance any needed roof-to-wall connections. It also allows the building owner to opt out of doing so based on cost. To help you understand this licensing scope change and how it affects you, we are presenting a two-hour seminar to prepare roofing contractors who perform reroofing to properly expand into this type of work. Keep in mind that even if you don’t intend to expand into performing roof-to-wall connection enhancements, there are still requirements to address them when reroofing buildings that fit the parameters of the FBC’s mandated hurricane mitigation requirements.

When looking at the three-year code cycle, it is important to become aware of and understand code changes during the year that the code takes effect (2026, 2029, etc.). However, as I’ve explained previously, there are many ways that the regulatory environment can change outside of that introductory year. FRSA’s volunteers and staff work diligently to provide input during these regulatory processes and to bring this information to you. Please pay special attention to the technical, governmental affairs and legal articles in Florida Roofing magazine and attend FRSA’s seminars to stay aware of Florida’s ever-changing regulatory landscape.

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John Kenney, CPRC, CEO, Cotney Consulting Group - May 2026

In roofing, we spend a great deal of time refining numbers. We improve estimating accuracy and review production reports. We study gross margin trends and overhead absorption. All of that work matters but numbers do not install roofing systems. People do and, more specifically, foremen do.

If you study consistently profitable roofing contractors, you will eventually find the same common denominator. Their field leaders are not just experienced installers. They are disciplined managers of time, labor, sequencing, communication and expectations. They understand that their role is not simply to get the roof on; it is to protect the margin every day the crew is onsite.

Many companies underestimate the financial influence of the foreman. They assume that once a job is sold correctly and scheduled properly, the outcome is largely predetermined. The reality is very different. The foreman’s daily decisions about when to start the tear-off, how to stage material, how to allocate labor across tasks and when to escalate a scope concern have a direct, measurable impact on profitability.

A strong foreman can outperform an average estimate and a weak foreman can erode a strong one.

Field leadership is not simply about authority. It is about clarity. When a foreman fully understands the budgeted labor hours, the sequencing plan and the scope boundaries, the crew works with intention and each phase of installation has a purpose. Production becomes controlled rather than reactive.

Conversely, when foremen are left operating with limited context, they rely on instinct. Instinct built on experience is valuable but it is not the same as working within defined financial parameters. Without visibility into labor targets or scope limitations, crews may perform quality work yet unknowingly exceed the budgeted time. By the time cost reports reveal the overrun, the opportunity to correct it has passed.

This is where many contractors struggle. They promote their best installers into foreman roles and assume technical skill will translate automatically into leadership performance. Sometimes it does. Often it does not. Installation excellence and operational leadership are not identical competencies.

A high-performing foreman must manage five things simultaneously: safety, labor pace, quality control, crew morale and client perception. That balancing act requires awareness beyond the membrane. It requires practical financial literacy. Not accounting expertise but an understanding of how labor hours translate into margin and how small daily inefficiencies compound.

The most disciplined field leaders operate with a production rhythm. They know what a strong day looks like in square footage. They recognize early on when conditions are slowing progress. They adjust crew assignments proactively rather than reactively. They communicate with the project manager before a minor issue becomes a measurable loss.

Production rhythm also includes sequencing discipline. In roofing, inefficiency often hides in material movement and staging. When materials are not positioned correctly, crews lose time walking, repositioning or waiting. When tear-off advances too far ahead of installation, work zones become cluttered, risk exposure increases and time and money are wasted. Strong foremen think two steps ahead. They protect flow.

Communication is another multiplier. The best foremen do not operate silently. They document concerns early. They ask clarifying questions before proceeding with an uncertain scope. They protect their crews from working in gray areas not covered by the contract. That habit alone preserves margins in ways that are rarely dramatic but consistently meaningful.

Crew morale cannot be overlooked. Roofing remains physically demanding work: fatigue, frustration and unclear expectations slow production. Foremen who maintain clear direction and mutual respect sustain stronger output over the life of a project. Crews respond to steady, predictable leadership. Emotional volatility and inconsistent direction cost more than most companies realize.

There is also a reputational dimension. The foreman represents the company on the jobsite every day. General contractors, building owners and inspectors form impressions largely based on the presence of field leadership. Professional conduct influences change-order negotiations, payment timing and repeat business opportunities. In that sense, foremen do not just protect margin; they influence future revenue.

For contractors serious about sustainable growth, developing field leadership cannot remain an informal process. It requires structure. Foremen should understand how their projects are performing against budget. They should receive feedback not only on installation quality but also on production efficiency. They should participate in post-project reviews that examine what worked and what did not.

This is not about criticism. It is about maturity. Companies that treat foremen as true operational leaders rather than skilled labor supervisors see measurable returns. Labor overruns decline, rework decreases, schedule adherence improves and client communication becomes more predictable.

Training must reflect that expanded expectation. Leadership development in roofing should include conflict resolution, production planning, documented habits and financial awareness. When foremen understand how daily decisions affect margin, they operate differently. They do not rush unnecessarily, nor do they drift. They recognize that time is not simply hours worked. It is a cost accumulated.

Technology can assist but it does not replace leadership. Mobile reporting tools and production dashboards create visibility. Yet those tools only matter if the foreman values the information they provide. Discipline in data entry and communication reinforces operational alignment.

Ultimately, roofing profitability does not live solely in the estimate, schedule or accounting system. It lives in daily field execution; and field execution is guided by crew-level leadership.

If you want to improve margin without chasing additional volume, look at your field leadership bench. Do your foremen clearly understand production expectations? Are they supported with training and feedback? Is communication between project managers and field leaders structured or incidental?

The companies that scale successfully do not do so because they install faster at any cost. They scale because their field leaders replicate disciplined performance across multiple crews. Consistency becomes culture. Margin becomes predictable rather than hopeful.

In roofing, spreadsheets inform strategy. Foremen determine outcomes.

If you want stronger numbers at the end of the quarter, start by strengthening leadership at the front of the crew.

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John Kenney, CPRC is CEO of Cotney Consulting Group, Plant City. He has decades of experience on commercial roofing projects, providing him with a unique understanding of what it takes to succeed in roofing – on the roof, in the office and at scale. John saw the need to provide contractors with strategic guidance built on real-world field knowledge. Cotney Consulting offers COO on Demand, online training, technology solutions, business advisory consulting, collections, contracts, Castagra estimating training, safety and OSHA training. John partners with FRSA to provide educational seminars. For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173.

Kylee Anzueto, Government Affairs Advisor, GrayRobinson - May 2026

The 2026 Legislative Session concluded with lawmakers passing a number of major policy bills but leaving the state budget unfinished. For the second year in a row, the Legislature adjourned at the end of the 60-day session without completing its only constitutionally required task. The House and Senate spending plans remain $1.4 billion apart, with the House proposing a $113.6 billion budget and the Senate proposing $115 billion for the upcoming fiscal year.

Negotiations over the budget will continue in the coming weeks as legislative leaders work to agree on overall spending allocations before formal conference negotiations can begin. Lawmakers returned to Tallahassee in mid-April for a special session on redistricting. Some hope this time together served to jump-start the timing of a special session on the budget.

Several additional issues are also expected to be addressed when legislators return. Senate President Ben Albritton indicated that lawmakers plan to consider placing a property tax relief amendment on the 2026 general election ballot. In the meantime, dozens of bills approved during the final days of session will be sent to Governor Ron DeSantis for approval or veto.

Budget and Taxes

While most legislators returned home, House Speaker Daniel Perez and Senate President Ben Albritton say negotiations on allocations will continue as leaders work to close the gap between the two proposals. Both leaders expressed confidence that a final agreement can be reached before the July 1 start of the 2026-2027 fiscal year. Lawmakers are expected to return to Tallahassee later this spring or summer, to complete the budget through a special session. The budget delay comes amid lingering tensions among legislative leaders and the Governor following last year’s disputes over tax cuts, which pushed the 2025 session past 100 days.

Clash Over State Spending

The House and Senate budgets remain far apart on major issues. They differ by about $300 million in K‑12 funding and on whether to include $4.5 billion in private school scholarships in the public school formula. The Senate supports a three percent across‑the‑board raise for state employees, while the House prefers targeted raises and health plan changes to address a $362 million shortfall. Environmental funding also splits: the Senate puts $35 million into Florida Forever, while the House provides none and instead allocates $300 million to Rural and Family Lands. The chambers diverge on disaster‑response reserves and immigration
enforcement funding, with the Senate at $250 million and the House at $100 million. Housing and economic development show further gaps, with the Senate offering more than $510 million for affordable housing and $50 million for the Job Growth Grant Fund, which the House does not fund. The biggest difference is citrus
research: $204.5 million in the Senate plan versus $4 million in the House.

Division Over Emergency Trust Fund

The House passed SB 7040 to reinstate the Governorcontrolled Emergency Preparedness and Response Fund but sent it back to the Senate as negotiations continue. Democrats objected to the bill’s limited oversight, citing $573 million previously spent on immigration enforcement, but their amendments failed. A strike‑all amendment added reporting requirements, spending restrictions and a 2030 sunset. Funding remains unresolved: the Governor wants $500 million, the Senate proposes $250 million and the House $100 million. Created in 2022, the fund has been used under a standing immigration‑related emergency order, including for two detention centers.

Labor and Employment

Huge Win for DeSantis Union Bill
The House approved SB 1296 and sent it to Governor Ron DeSantis, who is expected to sign it. The bill raises the thresholds public‑sector unions (excluding police and other first responders) must meet to stay certified, requiring at least 50 percent of members to vote in recertification elections and at least 50 percent of those voting to approve. Supporters say the measure targets unions that no longer represent their members well, while opponents argue it is aimed at weakening teachers’ unions that have opposed Republican policies. The Florida Education Association criticized the bill as harmful to workers, while Democratic leaders said it suppresses employee voices.

Insurance

Moving Commercial Policies Out of Citizens
The House approved SB 1028 by a vote of 88-19, following a 33-1 Senate vote. The bill aims to move more commercial property insurance policies out of Citizens and into the private market by expanding the state’s clearinghouse system and tightening rules that steer policyholders to private insurers when comparable
coverage is available. Citizens would be barred from issuing new commercial policies if a surplus-lines insurer offers similar coverage within 15 percent of Citizens’ price. Supporters say roughly 3,000 policies, about $25 billion in exposure, could shift to the private market. Critics warned about pushing customers into the less‑regulated surplus‑lines sector but backers note the bill requires coverage to be “equal or better” and remains under state oversight. If signed, the law would take effect immediately, with Citizens required to set up new commercial clearinghouses within 90 days.

Local Government

Immunity Caps Head to DeSantis
The House and Senate reached a compromise on HB 145, approving an increase to Florida’s sovereign immunity limits after years of debate. The bill raises the payout cap for negligence claims against government entities from $200,000 to $350,000 per person and from $300,000 to $500,000 per incident. It also shortens the window to file claims from three years to 18 months. Representative Fiona McFarland, who has long pushed for higher limits, said the change will help victims who currently must seek individual claim bills to collect awards above the cap. The proposal was one of the session’s most heavily lobbied issues.

Electronic Payments Accepted at Local Governments
The Legislature approved HB 967, requiring counties, municipalities and other local entities to accept electronic payments, including credit cards, debit cards and electronic transfers, for taxes, fees, fines and other obligations. Local governments may add a surcharge to cover processing costs. The Senate unanimously accepted the House version. If signed, the requirements take effect January 1, 2027.

Banning Local DEI Programs
The House voted 77-37 to give final approval to SB 1134, sending the local government DEI ban to Governor Ron DeSantis. The bill prohibits cities and counties from creating or maintaining DEI programs and voids existing ones on January 1. It bans preferential treatment, special benefits and diversity training tied to protected characteristics but still permits cultural observances and equal‑opportunity initiatives. Five Republicans joined Democrats in opposition. Democrats argued the bill is vague and could disadvantage smaller or less‑connected contractors but sponsor Representative Dean Black said it simply ensures hiring and contracting are based on merit. All ten Democratic amendments failed.

Data Center Info Restrictions
Lawmakers voted to advance SB 484, a bill that aims to balance community protections with keeping Florida attractive to large tech companies. It still requires data centers to pay the full cost of their electricity service rather than shifting costs to other utility customers and it directs water managers to deny permits for large facilities if the proposed water use would harm local resources or violate zoning rules. The House also added an amendment allowing local officials to sign nondisclosure agreements with data‑center developers.

Special Elections: Flipped from Red to Blue

Senate District 14
Democrat Brian Nathan defeated Republican Josie Tomkow in a special election for Senate District 14; a seat vacated by Republican Jay Collins after he was appointed Lieutenant Governor. Nathan, a Navy veteran, union organizer and first-time candidate, narrowly edged out Tomkow by just over 400 votes in a razorthin race. The result was particularly striking given the district’s strong Republican advantage: GOP voters significantly outnumber Democrats and Tomkow held a commanding lead over Nathan in fundraising. Collins had won the district by 10 points in 2022 and Donald Trump carried it by more than 7 points in 2024, making the Democratic flip especially notable. After the loss, Tomkow announced that she is running again for the seat in the general election scheduled for November.

House District 87
Democrat Emily Gregory flipped House District 87, defeating Trump-endorsed Republican Jon Maples in a closely watched special election. Maples had been widely favored heading into the race, making Gregory’s victory a notable upset. The result is especially striking because the district includes Mar-a-Lago, the home of President Donald Trump, meaning the property is now represented by a Democrat in the state legislature. The seat was previously held by Republican Mike Caruso, who vacated it after being appointed Palm Beach County Clerk and Comptroller. Caruso had won reelection to the seat by 19 points in 2024, while Trump carried the district by about 9 points that same year. Maples has already filed to run again in the general election scheduled for November.

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Kylee Anzueto, GrayRobinson, is a Government Affairs Advisor specializing in policy and appropriations at both the Florida Capitol and local levels. Based in Orlando, she offers clients strategic insights, summaries of state and local hearings and tailored government affairs updates and reports. Kylee works diligently to strengthen relationships with elected officials across the state and represents GrayRobinson at key board meetings.

Trent Cotney, Partner, Adams & Reese, LLP and FRSA General Counsel - May 2026

Contractors have always understood that OSHA inspections begin at the jobsite. That assumption is no longer sufficient. Today, the Occupational Safety and Health Administration increasingly builds enforcement cases using information gathered far beyond the physical project. Publicly available content, including company websites, social media posts, marketing materials and even drone footage, have become a routine starting point for investigations and, in some cases, a primary source of evidence.

The shift is driven by two realities. First, OSHA has limited resources relative to the number of active construction projects. Second, contractors now generate a constant stream of digital content that documents their work in real time. This includes progress photos, drone videos, employee spotlights and promotional posts highlighting completed projects. While these materials serve legitimate business purposes, they also create a detailed and time-stamped record of jobsite conditions that OSHA can review without ever setting foot on the property.

In practice, OSHA compliance officers and investigators monitor publicly available content to identify potential violations. A photograph showing employees working at height without apparent fall protection, a drone video capturing an unguarded edge or a marketing post featuring workers without personal protective equipment can all trigger scrutiny. Once identified, this content may be used to initiate an inspection, support a citation or corroborate observations made during a later site visit. Contractors should understand that these materials are not viewed in isolation. OSHA often combines public content with employee complaints,
referrals or prior inspection history to build a broader enforcement narrative.

One of the most significant risks arises from the disconnect between how content is created and how it is interpreted. Marketing teams or project managers typically capture images to showcase productivity or craftsmanship, not compliance. As a result, photographs may unintentionally highlight conditions that appear noncompliant when viewed by a regulator. A single image taken at the wrong moment, before safety measures were fully implemented or after they were temporarily removed, can create the impression of a violation even if the overall jobsite was compliant. OSHA does not need to prove that the condition existed for an extended period; it only needs to demonstrate that a violative condition existed at a point in time.

Drone technology has amplified this exposure. High-resolution aerial footage provides a comprehensive view of the jobsite, including areas that may not be visible from ground level. While contractors use drones for inspections, measurements and client reporting, the same footage can reveal safety gaps across an entire project. If that footage is shared publicly, it effectively becomes a self-generated record of site conditions. Even when drones are operated by third parties, the contractor may still face scrutiny if the content depicts its employees or scope of work.

Websites and project portfolios present a similar issue. Contractors often curate images to demonstrate experience and capability but these archives can span months or years of work. OSHA may review historical content to identify patterns or recurring issues. Repeated images showing similar conditions across multiple projects can support allegations of a systemic safety failure rather than an isolated incident. This increases the likelihood of more serious citations, including repeat or willful classifications, which carry significantly higher penalties and long-term implications.

The legal use of publicly available content in OSHA enforcement is well established. Materials posted by the employer are generally admissible as evidence, particularly when they can be authenticated and linked to a specific project or timeframe. Metadata, timestamps and contextual information in captions or descriptions can strengthen OSHA’s position. In many cases, contractors inadvertently provide the foundation for enforcement by clearly identifying the location, date and scope of the work depicted.

Contractors should respond to this environment with a coordinated approach that aligns marketing practices with safety compliance. This does not require eliminating jobsite photography or limiting business development efforts. Instead, it requires implementing internal controls. Companies should establish a review process for any content captured on active jobsites. This includes verifying that visible conditions comply with applicable safety standards, confirming that employees are using appropriate protective equipment and ensuring that temporary conditions are not misrepresented as standard practice.

Training is equally important. Employees responsible for capturing or posting content should understand the compliance implications of what they document. This includes basic awareness of fall protection requirements, personal protective equipment and other visible safety measures. A simple checklist can significantly
reduce risk by prompting reviewers to assess common exposure points before content is published.

Contract language can also play a role. Where third parties, such as consultants or drone operators, are involved, agreements should address ownership and control of images and footage. Contractors should retain the ability to review and approve any content that may be shared publicly, particularly where it depicts their work or personnel.

Finally, contractors should periodically audit their existing online presence. Reviewing websites, social media accounts and marketing archives for potentially problematic content allows companies to address issues proactively rather than reactively. Removing or contextualizing outdated or misleading images can reduce the risk that they will be misinterpreted in a future enforcement action.

The modern jobsite extends into the digital space. Contractors no longer control how their work is observed once it is posted online. OSHA understands this and has adapted its enforcement approach accordingly. Companies that recognize this shift and integrate compliance into their communications strategy will be better positioned to manage risk in an environment where a single image can carry significant legal consequences.

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The information contained in this article is for general educational information only. This information does not constitute legal advice, is not intended to constitute legal advice, nor should it be relied upon as legal advice for your specific factual pattern or situation. Trent Cotney is a Partner and Construction Team Leader at the law firm of Adams & Reese, LLP and FRSA General Counsel. You can reach him at 866-303-5868 or by email at trent.cotney@arlaw.com.

Jorge Castanon, FRSA-SIF Safety Rep - April 2026

You've heard of experience modification rating but what is it and why does it matter? How does it work? And how can it impact your bottom line? The EMR, also known as the experience mod or e-mod, is a numerical representation of an employer’s past workers’ compensation claims experience in comparison to other employers of similar size in the same industry. It is essentially a measure of an employer’s safety record and risk profile in reference to their workers’ compensation insurance coverage. It is an important aspect that plays a significant role in determining the cost of workers’ compensation insurance. In Florida, the EMR is calculated based on a formula developed by the National Council on Compensation Insurance (NCCI). The calculation of the EMR involves comparing the actual losses (incurred claims) of an employer to the expected losses for businesses of similar size and industry. The equation, when written out, looks like:

(Actual losses ÷ Expected losses) = EMR

This formula determines the ratio between the expected losses in an industry and the actual losses an organization incurs. It also considers the frequency and severity of those losses.

Actual losses refer to the total losses incurred or claims paid by the insurance company on behalf of the employer. They include both the medical expenses and indemnity benefits (wage replacement) provided to injured employees. Actual losses represent the real financial impact of work-related injuries and illnesses on the employer. Expected losses represent
the average losses anticipated for a company of similar size and industry classification. These losses are determined based on historical data and statistical analysis provided by NCCI. The expected losses act as a benchmark against which an employer’s actual losses are compared. The resulting value provides insight into the employer’s claims experience in relation to its peers. A value of 1.0 is considered the industry average, meaning that an employer has an average claims experience compared to its peers. If the EMR is greater than 1.0, it indicates a higher-than-average claims experience, resulting in higher insurance premiums. Conversely, an EMR that is less than 1.0 signifies a lower-than-average claims experience and may lead to reduced insurance premiums.

Several factors influence an employer’s EMR, including the number and cost of previous claims, industry classification, payroll and the size of the employer’s operations. Here are some key considerations:

Claims history: The EMR heavily relies on an employer’s past claims history. A single severe claim can have a more substantial impact on the EMR than several smaller claims. Implementing effective safety and risk management practices can help prevent injuries and reduce claims, positively influencing the EMR.

Payroll: The size of an employer’s payroll is a significant factor in EMR calculation. A larger payroll typically indicates a higher exposure to potential claims. Consequently, employers with larger payrolls tend to have higher EMRs.

Industry classification: Different industries have varying levels of risk and exposure to work-related injuries. The EMR considers the employer’s industry classification to ensure fair comparisons within the same sector.

Comparisons to peers: The EMR is calculated by comparing an employer’s claims experience to that of similar-sized businesses in the same industry. It allows for a more accurate assessment of risk and provides a  fair basis for determining premiums.

Understanding the EMR is essential for employers as it directly affects the cost of workers’ compensation insurance premiums. A higher EMR translates to higher insurance premiums, which can significantly impact an employer’s bottom line, whereas a lower EMR can result in cost savings on insurance premiums. This also plays a role in the financial impact. The higher the workers’ compensation premium from a higher EMR, the more strain on an employer’s financial resources.

The EMR allows employers to have better control over their workers’ compensation costs. By implementing effective risk management strategies, such as safety programs, claims management practices and return-to-work initiatives, employers can improve their claims experience, resulting in a lower EMR and potential cost savings on insurance premiums.

A lower EMR can give employers a competitive edge. When bidding for contracts or competing in the marketplace, a better claims experience reflected in a lower EMR can demonstrate commitment to workplace safety and risk management. It can enhance an employer’s reputation, improve relationships with clients and potentially lead to more favorable business opportunities.

Moreover, an employer’s EMR can affect its risk perception. Insurers evaluate an employer’s EMR when assessing risk. A higher EMR may be interpreted as a higher risk profile, potentially impacting an employer’s ability to secure favorable insurance coverage or negotiate competitive premiums.

When Does the EMR Change?

The EMR can change annually or over a specific time period, depending on the jurisdiction and the policies of the rating bureaus or insurance companies involved. A change in an EMR does not happen right away. The calculations are based on a three-year rolling average, excluding the most recently completed year. Consequently, each incident impacts insurance premiums for a duration of three years before it no longer influences the EMR.

Throughout this three-year period, the claim amount may be updated to reflect the current expenses related to insurance. As a result, prices tied to an earlier accident can potentially rise during the three years that the incident contributes to EMR calculations. The following are reasons an EMR may change:

Annual review: In many jurisdictions, the EMR is reviewed and recalculated on an annual basis. Typically, the EMR is updated using the most recent three years of claims data and as each year’s data becomes available, the EMR can change accordingly.

Claims experience: The EMR is heavily influenced by an employer’s claims experience. If an employer has a significant increase or decrease in the frequency or severity of claims, it can lead to a change in the EMR. For example, a sudden surge in claims in a particular year may result in a higher EMR, while effectively managing and reducing claims can lead to a lower EMR in subsequent years.

Industry changes: Changes in industry classification or reclassification can impact the EMR. If an employer’s industry classification changes, it may be assessed against different peers, which can alter the expected losses used in the EMR calculation. This reclassification can result in a change in the EMR.

Payroll changes: The size of an employer’s payroll can affect the EMR. If there are significant changes in payroll from one year to another, it can impact the EMR calculation. A larger payroll generally indicates a higher exposure to potential claims, which can influence the EMR.

Mergers or acquisitions: In cases where an employer undergoes a merger or acquisition, there may be changes in the EMR. The claims experience and data of the merged or acquired company are combined with that of the acquiring company, which can result in adjustments to the EMR.

Controlling an EMR

Employers can positively influence their EMR by:
■ Implementing robust safety programs
■ Promoting a culture of workplace safety
■ Actively managing claims
■ Reviewing loss and payroll data to ensure it is accurate
■ Managing outstanding reserves and focusing on efficiently resolving open claims
■ Reporting claims to the carrier immediately
■ Providing light-duty options for injured employees
■ Implementing proper training programs
■ Maintaining a safe work environment
■ Promoting early return-to-work initiatives

By implementing these risk management strategies and continuously monitoring and evaluating their effectiveness, employers can improve their safety records, reduce the frequency and severity of claims and, ultimately, lower their EMR. A lower EMR translates into reduced workers’ compensation insurance premiums, leading to significant cost savings for the organization.

Conclusion

Understanding the factors influencing EMR calculations and implementing effective risk management strategies are key to improving an employer’s safety record and reducing claims. By prioritizing safety, actively managing claims and engaging employees, employers can positively impact their EMR and create a safer and more cost-effective work environment.

FRM

Interested in obtaining workers’ comp insurance? Members of FRSA-SIF/BrightFund have access to Safety Reps who visit jobsites and conduct safety training and toolbox talks for crews. Please contact Alexis at BrightFund by phone at 800-767-3772 ext. 206 or by email at alexis@brightfund.com.

Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN) - April 2026

Ask any roofing contractor what keeps them up at night and the answer is almost always the same. It is not finding leads. It is not closing sales. It is finding and keeping good people. Labor challenges have become the defining issue for roofing companies across Florida and the contractors who figure out how to attract top talent and hold onto it are the ones pulling away from the competition.

The good news is that this is a solvable problem. The bad news is that most roofing companies are still trying to solve a 2026 hiring challenge with 1995 thinking. Posting a job on Craigslist, offering a modest hourly rate and hoping for the best is no longer a viable strategy. The workforce has changed. People have options. And the companies willing to invest in their people are the ones winning the talent war.

Why Good People Leave

Before you can fix a retention problem, you need to understand why it exists. In our experience, working with roofing contractors across the country, the most common reasons employees leave has very little to do with money. Yes, of course, compensation matters. However, most people walk out the door because they feel invisible, unappreciated or stuck.

They leave because no one ever told them what a career path looked like inside the company. They leave because the owner makes every single decision and there is no room for them to feel empowered and grow into leadership. They leave because communication is poor, expectations are unclear and praise is rare. They leave because Friday afternoon feels the same as the first day they started, with no sense that anything has changed or that they matter to the business.

Understanding this is the first and most important step. People do not quit companies. They quit managers, they quit cultures and they quit environments where they cannot see a future for themselves.

Building a Recruitment Strategy that Works

Effective recruitment starts long before you post a job opening. It starts with your reputation as an employer. In a local market, word travels fast. If your crews talk about your company as a great place to work, you will have a pipeline of candidates before you ever need to advertise. If they grumble about chaos, disrespect and broken promises, your pipeline dries up.

The best roofing companies treat recruitment the same way they treat sales. They build awareness, they develop a compelling message and they follow a consistent process. Start by defining what makes your company a great place to work. Is it your culture? Your training? Your growth opportunities? Your pay structure? Get clear on your value proposition as an employer and communicate it consistently across your website, your social media and in every conversation you have with potential hires.

When posting jobs, be specific about what the role looks like on a day-to-day basis, what the growth path is and what someone can realistically expect to earn within their first year and beyond. Vague job postings attract vague candidates. Specific, honest, compelling postings attract people who are genuinely excited about the opportunity.

Also consider your sources. The best hire you will ever make often comes from a referral. Build a formal employee referral program that rewards your team for bringing in quality candidates. When your own people become your recruiters, it changes the whole dynamic. They only refer people they believe in, which immediately raises the quality of your candidate pool.

Onboarding is Not Optional

You recruited the right person. Now the real work begins. One of the most overlooked areas for roofing companies is onboarding. Many contractors treat it as an afterthought, handing a new hire a branded shirt and pointing them toward the crew. This is a costly mistake.

Research consistently shows that employees who go through a structured onboarding process are significantly more likely to stay with a company longterm. Your first 90 days with a new hire set the tone for the entire employment relationship. Use that time intentionally. Walk them through your company values, your processes and your expectations. Introduce them to the team in a meaningful way. Assign them a mentor or buddy who can answer questions and help them feel connected.

Check in with new hires regularly during those first three months. Ask how they are feeling, what questions they have and whether they feel supported. Small investments in attention during the onboarding phase pay enormous dividends in long-term retention.

Creating a Culture Worth Staying For

Culture is one of those words that gets overused but the concept behind it is real and it matters. Culture is simply the collection of daily behaviors, expectations and standards that define what it feels like to work at your company. And here is the thing about culture, you either build it intentionally or it builds itself accidentally. Most of the time, accidental cultures are not ones that attract and retain great people.

To build a culture worth staying for, start with communication. Hold regular team meetings where people know what is going on in the business. Share wins. Acknowledge hard work publicly and specifically. Create rituals around recognition. Celebrate milestones. Make your team feel like insiders rather than just labor. Invest in development. Send people to training. Pay for certifications. Give your high performers a path toward leadership roles. When people see that you are investing in their growth, they invest back in the company.

The Compensation Conversation

None of this is to say that money does not matter. It absolutely does. Compensation is most effective when it is paired with all the other elements described here. A great culture with poor pay will still lose people over time. Poor culture with great pay will keep people in their seats but rarely produce their best work.

Review your pay structures annually. Make sure your wages are competitive for your market. Consider performance-based incentives that allow top performers to earn more based on the value they create. When compensation is tied to outcomes, it aligns the interests of the individual with the interests of the business and that alignment is a powerful motivator.

The Bottom Line

Recruitment and retention are not HR problems. They are business strategy problems. The companies that win in today’s labor market are the ones that treat their people as their most valuable asset, not just on paper but in practice every single day.

Build a culture people want to be part of. Onboard new hires with intention. Develop them over time. Recognize them consistently. Pay them fairly. Do these things well and you will spend far less time hiring and far more time growing.

FRM

Gary A. Cohen is Executive Vice President of Certified Contractors Network (CCN), the leading comprehensive training, coaching and networking membership organization in North America. Gary is also a 30-year veteran of the home improvement industry, spent 11 years at the Robert H. Smith School of Business at the University of Maryland as a Professor of Business and served 4 years as Associate Dean of the business school. Gary has been a certified leadership coach for the past 18 years. He can be reached at gary@contractors.net.

SeayHR - April 2026

The E-Verify system has become a critical tool for employers across the U.S. to verify the legal work eligibility of new hires. As immigration laws and employment regulations continue to evolve, more states and industries are requiring businesses to use E-Verify as part of their hiring process. Understanding how the system works, its legal implications and the steps required to stay compliant can help employers avoid legal pitfalls and ensure they are hiring eligible employees.

What is E-Verify?

E-Verify is a web-based system operated by the U.S. Department of Homeland Security (DHS) that allows employers to verify the employment eligibility of their employees. It compares the information provided by the employee on their I-9 Employment Eligibility Verification form against records available to the DHS and the Social Security Administration (SSA).

This system helps employers confirm that their employees are legally authorized to work in the U.S., whether they are U.S. citizens, permanent residents or foreign nationals with work visas. While it is a voluntary program for most employers, some states and industries may require its use.

How to Register for E-Verify

Employers can sign up for the program online and access additional resources on the E-Verify website, www.e-verify.gov/employers.

Is E-Verify Required by Federal Law?

No. Participation in E-Verify is voluntary for most employers as a supplement to Form I-9, though employers who fit certain criteria in some states may be required to use it. E-Verify is mandatory for all employers with Federal contracts or subcontracts that contain the Federal Acquisition Regulation (FAR) E-Verify clause.

What Florida Employers Need to Know About E-Verify

Understanding the E-Verify system and the legal obligations under Section 448.095 of the Florida Statutes is crucial for avoiding costly penalties and maintaining proper workforce management.

Since 2021, Florida law has required every public agency, contractor and subcontractor to use the E-Verify system to authenticate the work status of recent hires. On May 10, 2023, Governor Ron DeSantis enacted SB 1718, now codified as Section 448.095 of the Florida Statutes, adding additional regulations for private employers. The law mandates that private employers in Florida with 25 or more employees performing services in Florida must use E-Verify to confirm the employment eligibility of all new hires. This legislation is part of an effort to address illegal immigration within the state.

Employees hired before July 1, 2023, remain subject to all Form I-9 requirements, however, their information does not need to be entered into the E-Verify system. Independent contractors are not subject to the requirements of Section 448.095.

Enforcement of Section 448.095

If an employer fails to comply with the E-Verify requirements under Section 448.095, the Florida Department of Economic Opportunity (DEO) will issue notification and the employer will have 30 days to address the issue. Should an employer commit three violations within 24 months, they may face fines of $1,000 per day. Additional civil and criminal penalties, including the suspension or revocation of state licenses, permits and registrations, may also be enforced based on the specific circumstances.

Impact on Florida Businesses

The new E-Verify requirements place added administrative burdens on employers. The law’s extension to private businesses with 25 or more employees forces thousands of companies to modify their usual hiring processes. With significant penalties for noncompliance, employers must ensure that internal stakeholders are fully aware of the new obligations.
Businesses engaged in government contracts need to be especially cautious, because they are required to use E-Verify regardless of the number of employees they employ.

SeayHR can help you put together a process to utilize E-Verify or you can utilize them to complete the verification process for your employees on your behalf. Compliance and policy updates are just the beginning. SeayHR provides a broad range of HR services designed to support your business’s growth and ensure ongoing adherence to legal standards.

FRM

Manny Oyola, Jr., Owner, MOJR Consulting and FRSA Technical Advisory - April 2026

As the industry pushes toward the final adoption of the 2026 Florida Building Code Ninth Edition, effective date December 31, 2026, roofing professionals and others from across the state have spent many long hours reviewing detailed revisions with the collective mission to make the nation’s toughest building code even stronger.

This cycle brings targeted restructuring and new clarifications across key sections, including Chapter 15 of the Florida Building Code – Building; Chapter 9 of the Florida Building Code – Residential and Chapter 7 of the Florida Building Code – Existing Building.

Below, code language appears in blue with new language underlined, some deleted language is shown in red and stricken through and my comments are in black. The code sections shown are for FBC Building. Similar sections exist in other code volumes. The changes discussed here represent only a portion of the new code changes and may be subject to change.

Stability in the Standards

The wind load provisions of the code are in a reference standard titled: Minimum Design Loads and Associated Criteria for Buildings and Other Structures ASCE/SEI 7-22 (ASCE 7), which will remain unchanged for this edition of the FBC. As a result, the FRSA-TRI Florida High Wind Concrete and Clay Roof Tile Installation Manual will see no revisions to its tables or other content during this code cycle. For contractors and designers, that continuity provides welcome predictability in a regulatory environment often defined by change.

Miami-Dade’s HVHZ Tile Changes

Meanwhile, staff in Miami-Dade County have been busy making updates to RAS 118, 119, 120, 127 and related TAS protocols that reflect significant changes by removing many of the prescriptive methods and inserting performance-based standards. These changes strengthen and better align the High Velocity Hurricane Zone (HVHZ) requirements for tile with those in the FRSA-TRI manual.

Corrosion Resistance: A Coastal Imperative

In a state surrounded by saltwater, corrosion should never be an afterthought. Significant corrosion resistance requirements have been added by referencing extensive new language in Section 1711 in the FBC Building.

2026 Florida Building Code, Building, Ninth Edition
Chapter 15 Roof Assemblies and Rooftop Structures
Section 1506 Materials

1506.5 Nails. Nails shall be corrosion-resistant nails conforming to ASTM F1667 or an equal corrosion resistance by coating, electro galvanization, mechanical galvanization, hot dipped galvanization, stainless steel, nonferrous metal and alloys or other suitable corrosion-resistant material, or corrosion resistance shall be demonstrated in accordance with TAS 114, Appendix E. In areas within 3,000 feet (914 m) of a saltwater coastline, nails shall comply with Section 1711.

1506.6 Screws. Wood screws conform to ANSI/ASME B18.6.1. Screws shall be corrosion resistant by coating, galvanization, stainless steel, nonferrous metal or other suitable corrosion-resistant material. The corrosion resistance shall be demonstrated through one of the following methods:

1. Corrosion resistance equivalent to ASTM A641, Class 1;
2. Corrosion resistance in accordance with TAS114, Appendix E; or
3. Corrosion-resistant coating exhibiting not more than 5 percent red rust after 1000 hours exposure in accordance with ASTM B117.

In areas within 300 feet (91.4 m) of a saltwater coastline, screws shall comply with Section 1711.

Section 1517 High Velocity Hurricane Zones – Materials

1517.5.1.1 Fasteners and connectors exposed to saltwater environments. Fasteners and connectors in areas within 3,000 feet (914 m) of a saltwater coastline shall comply with Section 1711.

The message is clear: Florida’s coastal environment demands metal components that remain functional as long as the roof systems that they secure.

Flashing and Drip Edge

For steep-slope roofs (2:12 and above), drip edge installation at eaves and gables is now firmly reinforced in both residential and building code sections for all roof covering types. The tile section changes are limited to those shown below.

Section 1507 Requirements for Roof Coverings

1507.3.9 Flashing. At the juncture of the roof Interruptions, terminations and penetrations of the roof system vertical surfaces, flashing and/or counterflashing shall be provided installed in accordance with the manufacturer’s installation instructions or the recommendations of the FRSA/TRI Florida High Wind Concrete and Clay Roof Tile Installation Manual, Seventh Edition where the basic wind speed, Vasd, is determined in accordance with Section 1609.3.1.

1507.3.9.1 Drip edge. Drip edge shall be installed at eaves and gables of steep slope roofs (2:12 and above). Drip edge shall be applied according to the FRSA/TRI Florida High Wind Concrete and Clay Roof Tile Installation Manual, Seventh Edition.

Section 1517 High Velocity Hurricane Zones – Materials

1517.6.2.3 Drip edge. Drip edge shall be installed at eaves and gables of steep slope roofs (2:12 and above). Drip edge shall be installed over the underlayment. Self-adhering underlayment complying with ASTM D1970 is permitted to be installed over a primed drip edge flange.

The changes shown above do not change tile installations but simply refer to the manual. The refinements made in many other steep-slope roof systems eliminate ambiguity and reinforce edge protection, one of the most vulnerable points during high-wind events.

Underlayment: Tested, Approved, Documented

For discontinuous roof tile systems, underlayment installation must strictly follow both Product Approval and manufacturer instructions.

Section 1523 High-Velocity Hurricane Zone – Testing

1523.6.5.2.1 Underlayment. All underlayments used in discontinuous roof tile systems shall be tested in compliance with TAS 110 Physical Property Requirements. TAS 103 and TAS 104, unless otherwise specifically listed in the applicable RAS. Uplift resistance of the tile underlayment shall be tested in compliance with FM 4474 or UL 1897. The uplift resistance shall be included in the Product Approval.

This emphasis on testing and documentation underscores a broader industry shift: performance must be measurable, not assumed.

2026 Florida Building Code, Test Protocols for the High-Velocity Hurricane Zone Ninth Edition
Roofing Application Standard (RAS) and
Testing Application Standard (TAS)
Roofing Application Standards No. 118, 119 and 120

A. Tile Fasteners
2. All roof tile fasteners shall be of sufficient length to penetrate through the roof sheathing or not less than 3/4 in. into the roof sheathing even when battens are used.

3.01 Underlayment Applications All underlayment systems shall be tested and have Product Approval for use as a roof tile underlayment, Product Approval to include uplift resistance values. Installation of underlayment system shall be in accordance with the Product Approval and the underlayment manufacturer’s installation instructions.

The following language and many other sections of these RAS have been deleted:

No roof material shall be fully or partially adhered (not to include mechanically attached) directly to a nailable deck.

The 2026 HVHZ test protocols expand the use of structured tables for determining the required underlayment resistance to uplift.

Roofing Application Standard (RAS) No. 127-20

Procedure for Determining the Moment of Resistance, and the Minimum Characteristic Resistance Load, and the Uplift Resistance of Tile Underlayment to Install a Tile Roof System on A Building of a Specified Roof Slope and Height Using Allowable Stress Design (ASD) in Accordance with ASCE 7
1. Scope. This standard covers the procedure for determining the Moment of Resistance (Mr) and Minimum Characteristic Resistance Load (F’) to install a tile system on buildings of a specified roof slope and height. Compliance with the requirements and procedures herein specified, where the design wind uplift pressures (Pasd) have been determined based on
Tables 1-3 or Tables 4-6, Tables 7-9 or Tables 10-12 of this standard, as applicable, do not require additional signed and sealed engineering design calculation. The roof tile underlayment must meet the applicable design wind uplift pressures. All other calculations must be prepared, signed and sealed by a professional engineer or registered architect.

Tables 1-3 are applicable to a wind speed of 175 mph, risk category II buildings with gable roofs, and Exposure Category C.
Tables 4-6 are applicable to a wind speed of 175 mph, risk category II buildings with gable roofs, and Exposure Category D.
Tables 7-9 are applicable to a wind speed of 175 mph, for Risk Category II buildings with hip roofs, and Exposure Category C.
Tables 10-12 are applicable to a wind speed of 175 mph, for Risk Category II buildings with hip roofs, and Exposure Category D.

However, roof tile underlayment must still meet design uplift pressures as shown in the product approval and any calculations beyond the scope of the standard must be prepared and sealed by a licensed professional engineer or registered architect. This approach balances efficiency with accountability, streamlining compliance without sacrificing structural rigor.

The Bigger Picture

The 2026 Florida Building Code tile roofing updates are not about dramatic reinvention. They are about refinement – aligning standards, strengthening corrosion requirements, clarifying installation practices and reinforcing Florida’s leadership in wind-resistant construction.

For an industry shaped by hurricanes and coastal exposure, that steady commitment to improvement ensures one thing remains constant: Florida continues to set the bar for roofing resilience nationwide.

FRM

Manny Oyola, Jr., is Owner of MOJR Consulting, Boca Raton and is working with FRSA as a Technical Advisory. He previously worked for Eagle Roofing Products as Technical Manager Eastern Region and has been a Florida licensed roofing contractor since 1982. Manny is also an instructor, who has worked with FRSA, offering training for many years. He is an FRSA Past President and Honorary Member.

Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director - April 2026

One doesn’t have to look very far to see the many ways that the Florida Building Code (FBC) has been heralded as responsible for large improvements in the storm resistance of Florida structures. It is at the heart of control over ever-increasing property insurance premiums. Its provisions have helped keep thousands in their homes and places of business post hurricane.

Implementing all the changes since the FBC’s inception has been an enormous task for the construction industry as a whole and the roofing industry in particular. For those who are unfamiliar, the code changes every three years (a triennial cycle). With each new edition, many modifications are submitted to the Florida Building Commission for consideration. Many of these modifications are made in an effort to improve the resiliency of our structures. Florida Statutes prohibit any weakening of the code's windresistance provisions. So, with each new edition, the code can only get stronger in terms of wind-resistance. It has and the trend is likely to continue.

Producing a stronger code, however, is just words without the code’s requirements being properly applied when building, altering or repairing a structure. Through contractor licensure, permitting, inspections and training, Florida has done a good job of accomplishing this. Many conscientious contractors follow the code because they have an interest in doing things the right way regardless of enforcement. FRSA is fortunate that most of our members take this approach. However, we know there are many who present themselves as legitimate contractors but don’t hold themselves to this standard. The reality of failing an inspection that could result in a new roof being replaced, at the contractor’s expense, is a big part of getting this type of contractor to pay any attention to the code’s requirements and the quality of his or her work.

Losing the ability to pull permits in a jurisdiction due to previous poor work or other non-compliance can also be an incentive. If there isn’t any permitting or code enforcement – or fear of it – then only the conscientious contractors will comply. Eventually, it will leave only those, as mom use to say, “with larceny in their hearts” with a huge cost advantage, due to noncompliance of code provisions and thereby eventually driving someone following the rules out of business, leaving only the unscrupulous.

Make no mistake, a well-functioning building department is not only critical to maintaining the advances accomplished through the code but also in trying to maintain a somewhat level playing field for all contractors. Without permitting, who will confirm licensure? Building officials are a major part of the improvements that have been made.

So, why am I addressing this now? Unfortunately, there are some well-intentioned movements that could upset the balance of regulation and implementation that have made our work in the code so successful. A lot of new mandates have been and are being handed to Florida’s building departments. Think no further than the milestone inspections programs
implemented after the Surfside building collapse. Or new requirements to issue permits in shorter time frames than previously required. Many of these are good improvements and can be helpful but, as we all know, it is hard to do more with less.

Can permit fees alone support our local building departments? There are now calls for a statewide uniform building permit form that, while admirable, will require reconfiguring most building departments permitting computer software as well as significant staff training. Funding for local government appears to be undergoing significant changes. As these changes
are made, we need to keep in mind that funding our building departments is critical if we want to continue the implementation of the many important code provisions that so many have touted.

At the time of this writing, Florida’s legislature is in session. A bill SB 1234/ HB 803 has gotten legs and will probably have been passed and possibly adopted by the time you’re reading this. The bill has a lot of things that are very developer friendly, which, for the most part, we support but this language may present some challenges not only for licensed contractors but for building departments as well. The portion that most concerns me is below. On its surface, this may appear helpful but stick with me after reading the section below.

CS/CS/HB 803, 2026

(g) 1. A local government that issues building permits may not require an owner of a single-family dwelling or the owner’s contractor to obtain a building permit to perform any work that is valued at less than $7,500 on the owner’s property. However, a local government may require a building permit for any electrical, plumbing, structural, mechanical or gas work performed on property containing a single-family dwelling regardless of the value of the work. A construction project may not be divided into more than one project for the purpose of evading the requirements of this section.

2. For any work performed by a person other than the property owner under the exemption in subparagraph
1. the person performing the work must file a notice of permit exemption with the local enforcement agency that includes the name and license number of the person or entity hired to perform the work, the scope of the work performed, the property address at which the work was performed and the value of such work as proof that such work complies with subparagraph 1. A notice of permit exemption must be filed within 30 days after the date the work begins. A notice is not required for work performed personally by the property owner. A local government has no legal duty to the owner, contractor or successors or assigns.

So, if adopted, no permit or inspections can be required for most work on a single-family dwelling where the value is less than $7,500. Why do I foresee the price for smaller residential reroofs will become $7,499? This price may be sufficient for reroofs on small homes but could easily be used to exempt larger projects. Do we think it is above those who want to
skirt the permitting and code requirements by using this exemption as a hack on larger projects by hiding additional payments or costs hidden from view? What can the building department do when seeing a reroof being performed and when requesting a permit, those doing the work just say: "It’s less than $7,500, go away, permits and inspections aren’t required."

Building departments aren’t supposed to require contracts or job costs to establish permit fees, which is something we agree with. But with this new permit exemption, how can they confirm the price? If they do see a contract, the previously described deception could easily make it irrelevant. This will be a gift for those who wish to work without proper licensure. How does the bill address this? A contractor is supposed to file a permit exemption within 30 days after the date the work begins. Yes, that’s right, after work begins. Why would I be skeptical that filing the exemption would actually occur?

We attempted to have reroofing added to the type of work that would still need a permit but were told that roofing was already included in the “electrical, plumbing, structural, mechanical or gas work” language. I was perplexed but was told that the legislature was assured that roofing was structural. That struck me as odd because for decades, before the renailing of sheathing language was added to the definition of a roofing contractor, we were consistently told roofing contractors couldn’t do any structural work but now, somehow, all roofing is structural. The same applied to roof-to-wall connections when that was added. Opponents argued that it was structural, which it is but was specifically limited when it was
added to our scope to allow it to be done by roofing contractors. So now, it will have to be determined if roof coverings and systems are in fact structural. That decision could have far reaching consequences no matter which way it falls. Something tells me that many building officials will not see roof coverings as structural, so they may decide that they do not require permits and inspections on these jobs. You are supposed to be licensed to do this exempted work but without permits and inspections who will check? Hopefully, we will eventually get it added in future sessions. By making that simple change, repairs of less than $7,500 would be allowed under the exemption, while full reroofs (a term that covers roof replacement and recovering defined in the code) would still require a permit.

Our legislative team does a great job for us but this one got rolling like a boulder heading downhill: tough to stop or reason with. We will continue to monitor this development and try to apply a measure of reason to its interpretation. This may lead to some detrimental unintended consequences.

Note: “those with larceny in their hearts” refers to individuals harboring a deep-seated inclination toward dishonesty, greed and the theft of other people's property or wellbeing. Mom, the original AI (Actual Intelligence), was pretty wise!

FRM

Mike Silvers, CPRC is Owner of Silvers Systems Inc. and is consulting with FRSA as Director of Technical Services. Mike is an FRSA Past President, Life Member and Campanella Award recipient and brings over 50 years of industry knowledge and experience to FRSA’s team.