As I was saying …

During my recent travels, I've had the opportunity to lead several focus group discussions with (mostly) NRCA members, asking them to share what they think are the biggest issues facing the industry and the things that keep them awake at night.

Invariably—and almost unanimously—one of the first responses is the workforce. And the issues are plain: The industry needs to do a better job of recruiting, training and retaining its workers for all types of roofing contractors and at all levels of the companies they represent.

The Bureau of Labor Statistics estimates the construction industry will need to add 200,000 net jobs during the next decade. The obvious question is: Where will these folks come from? We have not succeeded in recent years at attracting the 18 to 22 year olds who used to form the core of the industry's workforce. They're being counseled to go to college even though one-third of them won't graduate. And with U.S. immigration policy in disarray, finding workers outside the U.S. has become increasingly difficult. We no longer have a readily available labor force.

But the problems don't end there. NRCA members report they need estimators, project managers and office workers not to mention the future senior managers and owners of their businesses. Where will these folks come from?

As a starting place, The Roofing Industry Alliance for Progress recently allocated funding for the purpose of developing relationships with construction management schools. After some initial investigation, the Alliance has elected to begin working with three schools: Auburn University, Auburn, Ala.; Colorado State University, Fort Collins; and the University of Florida, Gainesville. Each is known for its excellence in construction management instruction and placing its graduates in the construction industry.

Initially, the relationships will focus on three areas. First, we'll be working with these schools to integrate roofing-related information into existing course curricula. A typical construction management student might only receive one or two class periods devoted to roofing. Second, we'll be offering scholarships to students and faculty as a way to cement the relationships. And third, we'll be developing an internship program for interested students. We're told about two-thirds of interns wind up working full-time for their host companies. And virtually all construction management students find jobs—a majority going to work for general contractors because they are not made aware of opportunities in specialty contracting industries such as roofing.

These are admittedly small steps to take as we tackle a huge problem. But they are steps nonetheless. Our hope is the relationships will blossom and form a model that can be used in other schools. As this happens, we'll be looking for much more member—and industry—involvement. And if we are successful, we will begin to build the kind of bench strength we need for the next generation of roofing professionals in all segments of the industry. It's an effort we simply have to make.

Bill Good is NRCA's executive vice president.