Rooftop Solar Installations: The Responsibility of the Roofing Contractor

Advanced Roofing Inc., Ft. Lauderdale

Powering a home or business with the sun is becoming increasingly popular in the Sunshine State and beyond. Reduced energy costs coupled with tax incentives make it a financially viable option for many, not to mention the benefits of being a socially responsible company by reducing your carbon footprint, which attracts customers and potential employees.

Rooftop solar energy systems will typically last around 30 years, so it’s important for roofing contractors to make sure a roof is ready to protect their client’s building for years to come. A major issue in the marketplace is disreputable solar contractors selling solar through financing mechanisms like PACE, which allows a property owner to finance the up-front cost and pay it back over time through a voluntary property tax assessment, without assessing the viability of the rooftop. As of 2016, 40 percent of new solar installations on existing roofs resulted in damage to the roof itself.

Roof leaks and vent pipe flashing are a few of the common problems that have occurred after solar panels were installed by unqualified contractors. This opens owners up to the possibility of the roof system failing several years into the life of the new solar array, causing additional and unexpected costs associated with the removal and re-installation of the solar array following a roof replacement. A few other common issues encountered when installing solar include: ■ lack of conditions inspection by a qualified roofing company to measure the worthiness of the rooftop for a solar installation. ■ not meeting code requirements for

solar attachments and a lack of municipality inspections. ■ poor quality of attachment details for solar racking systems: putting racking systems on your roof not only alters a core part of the home or commercial property, but there are parts of the installation process that put the roof at risk if done incorrectly, potentially causing roof leaks and system failures. ■ roofing systems that should last 20 years are deteriorating faster due to installing solar on roofs with less than optimal service life remaining. ■ owners are securing PACE financing for old roofs, which are then ruined when faulty contractors cut up the roofing system, leaving owners with no money to pay for a new system. ■ lack of communications between the owner, solar contractor, product manufacturer, roofing contractor and the city leads to many additional issues.

So how do owners protect their roofs while making the switch to solar? Just like any major project, choosing the right service provider is essential to a rooftop solar installation. The commercial system is much different than your average residential system and requires a different approach. Installing the right components can help ensure home and business owners receive their anticipated return on investment. This provides a great opportunity for roofing contractors to lead by solving problems before they become issues.

Be sure to keep in mind the long-term implications to a roofing system in addition to evaluating if its current state is suitable for solar. Remember, all systems

are not created equally. Engage your customers by educating them on the impact of the solar array on their rooftop and, if it is not a fit for their roofing system, let them know about alternate solutions such as solar carports and ground-mounted renewable energy solutions.

When it comes to installation, roofing contractors need to ensure the proper solar racking or mounting

solutions are installed based on the roof type. Involve the city’s building department in designing the connection details and follow all mandating and product approvals. When selecting products, it’s not only important to use time-tested, proven products that will last 25 years and generate a good ROI for your client, it’s also critical to make sure products and systems are installed adhering to roofing manufacturer guidelines in order to maintain warranties. Good communication with manufacturers will alleviate the headache of voided warranties for your clients.

Much like traditional roofing systems, solar energy systems require maintenance to achieve maximum ROI for the building or homeowner. Commercial buildings require professional operations and maintenance (O&M) services for each solar project to realize their full value potential. Those without regularly scheduled maintenance programs to support the product and power production, do not typically provide the best ROI for the customer. The key is to get involved. Engage reputable solar contractors. Contractors should look for signs of deterioration in sealants and enclosures. Spot checking five percent of the mechanical connections for signs of movement in

torque markings, etc. can save an owner from a much larger issue down the road in the event of a significant weather-related event that could cause large scale failure. More sophisticated thermal imaging of electrical panels for poor terminations and electrical system checks are very beneficial as well, but require trained professionals and specialized equipment.

The Federal Income Tax Credit is currently at 26 percent, is available for business owners and provides strong ROI. A reputable contractor will have knowledge of the tax benefits available for commercial properties, when they expire and what they entail.

A rooftop solar panel installation is a great investment that won’t lead to roof damage when done by a professional, experienced installer. FRM Advanced Roofing is an experienced, award-winning commercial solar energy contractor specializing in the design, procurement and construction of rooftop, carport and ground-mounted renewable energy solutions for clients in high-wind zone areas like Florida and the Caribbean.

Assemble Costs, Mark Ups and Establish a Review Process

In part 1 (Review and Validate Your Estimating Process – Florida Roofing, July 2020), we discussed how the estimating process begins with a comprehensive understanding of your project’s scope of work and knowledgeable and well-trained estimators following solid processes and procedures that must be implemented into your Estimating Department.

In this segment, we will cover how to gather your costs, properly mark up your estimate and how to develop a trustworthy review process. Stage 3 - Assembling Your Cost Data Every item in your estimate must contain an associated cost. That’s a lot of cost pricing to get together. It is advantageous to identify them one at a time. There are many sources for you to obtain reliable costs. ■ Historical Data from Your Previous Projects and

Estimates

One of the best sources to look for cost data is your last job, provided the estimate for your previous project was accurate. Historical cost data should be used cautiously. Changes in prices and labor production efficiency may have substantial impacts on project costs. ■ Supplier Quotes

A good practice is to obtain a quote from two or more vendor sources. You will achieve a better understanding of the overall going market rate for items in your estimate. You do not want to lose your advantage if you use only one supplier quote and lose a job because your competition had better pricing from supplier “B.” ■ Subcontractor Quotes

Subcontractors quotes for specialized work on your project that you don’t perform in-house is a great way to lock down costs for that scope of work. Whenever possible, obtain your quotes from a subcontractor you have worked with previously and have a mutually beneficial relationship. ■ Published Cost Data

Although I am not a fan of randomly using cost data from third party sources, they do have their use in estimating. Cost databases are well researched and maintained by professional cost engineers experienced in the industry. If you are

unable to obtain a qualified subcontractor or supplier quote, you can rely on these sources for average itemized costs when needed. Organizing Your Data During this stage of the estimate, you have a large amount of data and all that information must be assembled, organized and analyzed. That’s a lot of information to get one’s arms around. You need to put a system in place to handle it all efficiently. Remember, the goal is to transfer everything from the takeoff to your cost summary once, without reworking. The Summary Once you have completed the pricing of direct costs and reviewed your pricing on the cost analysis or consolidated estimate document, you are ready to transfer total costs for each section of your estimate to the estimate summary, where you add your markups. During this process, be sure to double-check your steps because errors are easy to make.

It is a good practice to create a standard estimate summary document that lists items repeatedly estimated to save time. Your column headings or categories for your estimate summary include: ■ material ■ labor ■ equipment ■ subcontractor ■ total.

You are now at the point of the process where you apply the appropriate markups to the total dollar values. In general, different percentages are added to the sum of each column to account for indirect costs, including: ■ sales tax ■ company overhead ■ profit

contingencies. Stage 4 – Establish an Estimating Review Process

The primary purpose of an estimate review process is to present information about the estimate and the project in such a way that it allows the reviewer to evaluate the quality of the estimate to verify that it sufficiently meets its intended purpose. The review process should be comprised of a series of estimate reviews, starting with internal estimating department reviews, project manager reviews, with final reviews by management or ownership depending on the structure of your organization. ■ Estimating Team/Estimating Department Review

The first review of the estimate should be conducted by the estimator that prepared the cost estimate. This is essential screening to ensure that the math is correct and that the estimate is documented correctly and adheres to estimating department guidelines. In the next stage of the review, it is checked by the lead or head estimator for accuracy and compliance. ■ Project Manager Review

Once the estimating team has reviewed the estimate closely, it is ready for review by the project manager. The objective now is to gain the project manager’s support of the estimate. This is also the first point where the estimate needs to pass an overall validation test, as well as a quality review.

The project manager should also review the risk basis of the estimate and agree with the analysis of cost risk associated with the project and should agree with the risk assessment provided by the estimating team. The project manager and estimator must be able to defend it in subsequent review to upper or corporate management.

Lastly, the project manager should reconcile the current estimate to previous successful estimates of similar projects. This is an important aspect of the overall estimate review process, but often overlooked. ■ Management/Ownership Reviews

The company management or ownership conducts the last series of reviews. These reviews are conducted at a very high level of analysis and usually do not involve the details of the estimate.

Management will be interested in the cost risk assessment. The estimator should be able to clearly and concisely explain how the contingency amount was developed and what the levels of risk are. It is the responsibility of management to accept the level of risk indicated or change the amount of contingency and accept more or less risk for the project. When reviewing the risk analysis, it is always important to discuss the areas of high risk and how to mitigate those risks.

The goal of an estimate is to predict the cost of a project accurately. The purpose of an estimate review is to determine that an accurate and high-quality estimate has been prepared. The review process should ensure that the proper estimating methods, procedures, techniques, data and guidelines have been engaged in the preparation of the estimate. By using a structured estimate review process and review techniques, you are ensuring that quality estimates are consistently prepared, which effectively supports the decision-making process by management.

In part 3, we will discuss how to calculate gross profit and develop a winning selling strategy. FRM

John Kenney has over 45 years experience in the roofing industry. John started his career by working as a roofing apprentice at a family business in the Northeast to operating multiple Top 100 Roofing Contractors. As Chief Operating Officer, John is inti mately familiar with all aspects of roofing production, estimating, and operations.

Industry Updates, continued from page 12 salespeople, administrative assistants and more. Skilled trades compensation on the whole is higher than many industries, making this an especially attractive opportunity for job seekers.

“We are proud to partner with RoofersCoffeeShop to bring this recruiting campaign to life,” said Ellen Thorp, Executive Director of NWiR. “The recruitment campaign will provide a unique opportunity to companies looking for talent, as well as for job seekers looking for their next opportunity.” National Women in Roofing is a volunteer organization dedicated to supporting and advancing women roofing professionals. NWiR provides opportunities for mentoring, learning and networking for professionals at all stages of their careers. They share the vision of elevating the roofing industry to a new level of professionalism and diversity by supporting female professionals. For more information contact Ellen Thorp at ellen@nationalwomeninroofing.org or 303-450-3150. FRM

Suicide: Know the Risks

Maggie Mortali, Senior Director, American Foundation for Suicide Prevention Enhancing suicide awareness in the workplace can support employees’ mental health

As you know, there are many safety and health issues associated with managing a roofing company. And because you must focus on fall protection, material handling and hazard communication, to name a few things, you might be overlooking an important issue: suicide prevention.

Suicide is a serious public health problem that affects individuals, families and communities, including

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workplaces. In 2018, the most recent year national data is available, 48,344 people in the US died by suicide, making suicide the tenth leading cause of death, according to the Centers for Disease Control and Prevention (CDC). And among individuals 16 to 64 years of age, the CDC says the suicide rate has increased 42 percent in less than two decades (12.9 per 100,000 in 2000 to 18.3 per 100,000 in 2018).

Suicide affects everyone, but some groups may be at higher risk than others. A CDC report about suicide rates by industry and occupation for 2016 highlighted the significantly higher suicide rates within the construction and extraction industries (49.4 per 100,000 population). The suicide rate among those in the roofing industry was even higher at 65.2 per 100,000 population.

These data points provide a clear rationale for the roofing and construction industries to address suicide prevention as a health and safety priority not only because of the opportunity for employers to reach people who can be helped by suicide prevention education, mental health services and support, but also because of the effect education and mental health interventions can have on workplace culture.

To help your workforce remain mentally healthy, you should be aware of suicide risk factors and warning signs and develop comprehensive suicide prevention programming initiatives. Risk Factors There is no single cause for suicide but there are multiple, intersecting factors that come together at particular points in time to create suicide risk. In other words, though it is natural for people to look for a direct “reason” (such as a job loss or a relationship breakup) when someone takes his or her own life, suicide prevention research shows it is never that simple.

Risk factors are characteristics or conditions that increase the chance of suicide. For instance, just like someone is at risk for heart disease because of high blood pressure or a family history of heart disease, some people are at higher risk for suicide than others. Suicide risk factors can be grouped into three categories: health factors, historical factors and environmental factors.

Health factors include: ■ mental health conditions ■ depression ■ substance abuse ■ bipolar disorder

■ schizophrenia ■ conduct disorder ■ anxiety disorder ■ serious health conditions, including chronic pain ■ traumatic brain injury. Individuals working in labor-heavy positions, such as construction, often experience chronic physical pain or an injury. Pain can interfere with job performance, job security, sleep and well-being. Physical injuries sometimes can lead to self-medication or overmedication of prescribed drugs. This type of substance abuse can increase the risk of suicide. Historical factors include: ■ previous suicide attempts ■ family history of suicide ■ childhood abuse and/or neglect ■ past trauma

Environmental factors include: ■ access to lethal means, including firearms and drugs ■ prolonged stress, such as exposure to harassment, bullying, relationship problems or unemployment ■ stressful life events such as rejection, divorce, financial crises and other major life transitions or loss.

Cyclical work with regular periods of layoffs and rehiring often is part of working in construction and can cause uncertainty about employment and job security. Not only can this type of financial instability lead to stress and/or anxiety, it also can cause many workers to lose access to insurance and other employment benefits.

Environmental factors alone are not thought to lead to suicide; however, if an individual has other health or historical risk factors, environmental stressors can contribute to an escalation in risk. Because environmental factors are critical in this mix, workplaces and job settings hold great potential for reducing risk and preventing suicide deaths. Warning Signs Although suicide risk factors often endure over a long period of time, suicide warning signs can signal more imminent suicidal risk. Suicide warning signs can be grouped into three categories: talk, behavior and mood.

A person is showing signs of suicide if he or she talks about: ■ killing himself or herself ■ feeling hopeless ■ having no reason to live

■ being a burden to others ■ feeling trapped ■ being in unbearable pain.

Individuals who are thinking about suicide often talk about ending their lives directly or indirectly. A person may make his or her intentions known and clear by saying he or she has no reason to live or would be better off dead, while other people may be less direct and say they feel trapped or are in unbearable pain. Some individuals may only hint at their feelings of despair and these types of comments may be subtle and often can go unnoticed. It is important to take what a person says seriously, especially if he or she is displaying other suicide warning signs.

Behaviors that may signal risk, especially if related to a painful event, loss or change include: ■ increased use of alcohol or drugs ■ looking for a way to end one’s life, such as searching online for methods ■ withdrawing from activities ■ isolating from family and friends ■ sleeping too much or too little ■ visiting or calling people to say goodbye ■ giving away prized possessions ■ aggression ■ fatigue.

Additional warning signs related to a person’s behavior, especially if unusual for him or her, may involve absences from work, which can include being late for a workday or for important meetings and events, taking long lunch breaks or taking more breaks than usual, leaving work early and/or taking more sick days than usual. There also may be a noticeable shift in a person’s typical work performance, which can include missing deadlines, decline in quality of work, being easily distracted and a decline in a person’s enthusiasm for his or her job. In some cases, this may directly affect relationships with co-workers.

People at risk for suicide can display—often quite subtly—any of the following moods: ■ depression ■ anxiety ■ loss of interest ■ irritability ■ humiliation/shame ■ agitation/anger ■ relief/sudden improvement.

We all have ups and downs in our moods, so when it comes to warning signs for suicide, it’s important to look for changes that seem uncharacteristic or concerning.

For example, if a person has struggled with depression, changes can signal mental health symptoms are worsening and risk is increasing. Another example could be something sudden, such as unexplained happiness in someone who has been depressed, which can indicate the individual has decided on a plan and is relieved he or she will no longer be in pain. Although warning signs are not always obvious, understanding suicide warning signs can help you recognize when someone is at an increased risk. Prevention Initiatives Critical to suicide prevention are employers that take a proactive approach to identifying and managing suicide risk among their workers combined with a workplace culture that is supportive of employees who may be at risk for suicide.

For example, a “tough guy” culture, meaning a workplace with a culture of bravery and stoicism, often can create an environment in which individuals are less likely to reach out for help or admit to any type of perceived “weakness” such as stress or anxiety. According to the World Health Organization, pervasive social stigma and lack of awareness of resources and their effectiveness are among some of the most common reasons that prevent employees from seeking care.

Furthermore, employees with mental health conditions often face work-related discrimination, such as limited independence, increased supervision, jeopardized job security or restrictions to career advancement. This often results in workers taking great lengths to ensure co-workers and managers do not find out about their conditions, which includes avoiding employee assistance programs and effective treatment options.

To help protect such employees, you should consider workplace suicide prevention strategies that take a comprehensive approach to health. These strategies may include changes to the work environment to encourage healthy behaviors in multiple domains of health, mental health services and resources. Mental Health Resources Employee assistance programs are designed to offer confidential short-term counseling and information to employees regarding work and personal concerns that may affect workplace performance. Employee assistance programs also offer resources and information, typically including child and elder care services, support groups, stress reduction classes, alcohol and substance misuse treatment, marital counseling and legal/financial assistance. In addition to employee assistance programs, support for employees who seek treatment and/or who require hospitalization as a result of mental illness is vital to comprehensive suicide prevention efforts.

Regular communication to all employees about available mental health resources and services and the importance of mental wellness help promote a climate of acceptance that reduces stigma and discrimination in the workplace. Education and Training Educational presentations and training programs about suicide prevention are designed to give individuals the knowledge and skills to understand suicide, whom it affects and how to identify and support people who may be at risk. The goals of suicide prevention education are to teach people how to recognize the risk factors and warning signs for suicide along with recommendations for the role we can all play in suicide prevention. Providing suicide prevention education to employees helps build a workforce where workers are more knowledgeable about mental health and suicide and better prepared to support their colleagues.

Crisis Management The suicide death of an employee is only one type of suicide that could affect your workplace. The suicide death of a client, vendor or a family member of an employee can also have a profound effect on the workplace. To ensure your workplace is in a position to quickly respond to a suicide, consider establishing policies and protocols before a crisis occurs.

You may want to consider lethal means education and/or restriction policies to reduce suicide risk. Lethal means restriction can involve removing or prohibiting access to firearms, drugs, chemicals and pesticides and making suicide prevention part of workplace safety. In addition, regularly communicate to employees available crisis resources and services and have crisis hotlines and chat resources available to employees as these free, anonymous services can support the person in distress and his or her supervisor. Screening Programs Because mental health conditions like anxiety, depression and substance abuse often go unnoticed and untreated, screening programs can serve as a systematic way to improve identification of at-risk employees. Mental health professionals recommend screening programs have certain features to ensure optimal and intended outcomes. These features include voluntary participation, maintaining privacy or anonymity of participants and the ability to provide supportive dialogue and referrals to mental health treatment when appropriate. Screening programs often serve as a comfortable, nonthreatening way to gauge one’s emotional health and should be used as a starting point for engagement into mental health services. Make it a Priority In construction, safety is not just a priority, it’s a value. Critical to every company’s mission is maintaining a safe, healthy environment for its workers. Historically, these efforts may have focused largely on employees’ physical safety and well-being but, just like we all have physical health, we all have mental health. It’s time to make suicide prevention part of the construction industry’s health and safety values by creating workplace cultures of support: providing suicide prevention education and training to identify and support those at risk and using screening programs to connect individuals with the help and support they need.

By including suicide prevention as part of the health and safety of your workforce, you can save lives and bring hope to those affected by suicide. Resources There are many occupational fields engaging in new strategies to prevent suicide and all workplaces can benefit from a comprehensive approach to suicide prevention. Following is a list of resources to consider: Mental Health First Aid www.mentalfirstaid.org LivingWorks www.livingworks.net American Foundation for Suicide Prevention www.afsp.org National Action Alliance for Suicide Prevention www.theactionalliance.org Workplace Suicide Prevention www.workplacesuicideprevention.com Construction Industry Alliance for Suicide Prevention www.preventconstructionsuicide.com FRM Maggie Mortali is Senior Director, Interactive Screening Program, for the American Foundation for Suicide Prevention. Reprinted with permission of Professional Roofing magazine.

Giving Back FRSA Members Giving Back to the Community

NEFRSA Charity Project for the Birds Kevin Whitney was building a chicken coop for his 10-year old daughter, but needed help with the roof covering. He was hoping to have her learn responsibility from the care necessary for the birds and the sale of the eggs. Mr. Whitney is a paraplegic (car wreck) that had a friend of a friend commit to building the chicken coop. Money changed hands but only a partial frame – and no roof – was delivered. You could say the guy flew the coop.

Todd Brown, NEFRSA Charity Committee Chair, got a call about supplying a metal roof for the coop and that led to other considerations. With a generous donation of all the necessary materials by Tonya Steele, Millennium Metals Inc., Jacksonville, the project was hatched (excuse the pun). However, there was no money in the budget for the labor to complete the project, and that is where NEFRSA entered to help.

The labor for the project was donated by cut man Wayne Williams of 1st Coast Safety, Todd Brown of

SPEC Building Material and Ralph DeCicco who arrived on a warm and humid Saturday morning to complete the coop-building project. In addition to the fastening of additional roof joists, battens, roof panels and flashing, corner bracing and blocking was installed by the aggressive crew to stabilize the wobbly structure.

Mr. Whitney and his daughter kept the crew hydrated throughout the project and provided pizza for lunch. DeCicco, for his roof walking nerve, panel fastening and metal roofing expertise, was remunerated by three chicken and two duck eggs. Not bad scratch (pun intended)! Best Roofing Teams Up with Pantry of Broward to Provide Food to Hungry Families There are still plenty of people in South Florida who are struggling to feed their families, and companies are stepping up to help, including Best Roofing. At The Pantry of Broward, a food bank in Fort Lauderdale, Best Roofing workers arrived in a vintage VW van filled with food and drinks. They partnered with the charity to hold a food drive after seeing the rising needs of people in South Florida due to the pandemic, especially the elderly.

Kiana Enrique, Best Roofing’s spokeswoman, said, “We did this to be able to provide to the senior citizens and grandparents that are maybe having a little more trouble than we are.”

Michelle Barthole, the Program Director for Pantry of Broward, said, “They really came through for us. All that they’ve done is really going to help the community and the people we serve and we are so grateful and thankful for them.”

Best Roofing also donated a check for $1,000. FRM