Orlando Business Journal – by Melanie Stawicki Azam, Staff Writer

Nathan DeVault, 34, doesn’t talk business at home, despite running marketing and public relations firm Costa DeVault with his mother-in-law, Linda Costa.

His young daughters, ages 2 and 4, simply won’t stand for it. “The girls have made talking about work at home impossible,” he said with a laugh. “They demand 100 percent of our attention — and talking about the office is not that interesting to them.”

Fortunately, DeVault and Costa both agree it’s better to leave work at the office. “We work hard at cutting it off here and not bringing it home,” said Costa, 61.

Not separating family from business is one of the pitfalls many family business owners try to avoid, but it’s a challenge.

That’s because a family is a forever relationship, centering around loyalty, harmony and relationships, while business is more conditional, focused on goals, competence and growth, said Greg McCann, director of Stetson University’s Family Enterprise Center. “So it’s hard wearing those two different hats. Separating those roles is the tough part.”

A successful multi-generational family-owned business goes through stages, said McCann. The first stage revolves around the leader and personal goals. Tension can enter in the second phase, where the business is getting organized more professionally, yet still feels family-run. The final stage phase is driven by what’s best for the company, and the family conforms accordingly.

Another key pitfall of a family-owned business is not having a succession plan. McCann spoke recently at a trade association’s national convention, where only one of about 60 family business owners had a succession plan. There’s a lot of emotional resistance to succession planning, but that can lead to not preparing the next generation properly and businesses failing, he said. Having a clear succession plan also can head off family squabbles.

Scott McCurdy, co-owner of Coastal Reconstruction Group, has a succession plan in place. That’s important because his son Lucas and son-in-law Creston Leifried, plus three sons of his business partner Don Brewer, all work at the firm. Started by Scott McCurdy’s father, O.W. McCurdy, Coastal Reconstruction rebuilds structures damaged by fires, hurricanes and other disasters in 19 states.

McCurdy and Brewer set the company up as a trust that owns the business to ensure one person doesn’t have too much control and everyone has to work together, he said.

Costa began to think about succession planning about 10 years ago, when it was evident her daughter and son had other interests and wouldn’t work for the business she founded 25 years ago. She was glad her son-in-law wanted to join the firm, because she preferred to keep it in the family and had been worried she’d eventually have to sell the company.

Family businesses also have to deal with how to say no to hiring an unqualified family member and how to determine how much to pay family members and still grow the business. McCann said financial matters can get muddy and emotional real fast, so it’s best to professionalize that issue and compensate a family member based on work and hours. For example, employees working at a corporation can’t just give themselves a raise or promotion if they need an addition on their house — and members of a family-owned businesses shouldn’t do that either, he said.

Both Costa and Scott McCurdy said they expect family members to work as hard as other staff and be compensated comparably for the work they do. Costa said DeVault brought a lot to the business, doubling revenue during his nine years with the firm.

Husband-and-wife team Jon and Betsy Hughes said their 20-year-old son Chris, who’s still in college, also has an interest in the family business, the Track Shack, which was founded more than 30 years ago. But they don’t plan to hand their son a top management job straight out of school at the Orlando-based retail store specializing in running shoes, apparel and other supplies. He needs to learn all aspects of the business, including the unglamorous side. “If you don’t feel like you can clean the toilets in your own business, you’re probably not ready to have your own business,” Betsy Hughes, 49, said. “That’s what we tell our son.”

McCann said many pitfalls that doom small businesses happen, because family involvement isn’t managed well, there is a lack of proper planning and the next generation isn’t well-prepared and empowered to take the reins.

“What’s amazing is practically every culture has a saying that by the third generation, a family business fails,” he said. “Some great entrepreneurs don’t always make good parents.”

To start a business and get it off the ground, the founders often worked long hours and sacrificed. Their children saw their struggle, so they typically work hard to grow the company. The third generation can walk into a mature business, which is a bit cushier of a position. But McCann said it’s important that life isn’t made too easy for the third generation —they need to develop character and work hard to know and grow the business — or the company eventually could head for trouble.

Lucas McCurdy, 30, said it was a big decision for him to join the family business. After college, he spent seven years building a real estate career in South Carolina. But he wanted to be close to family in Orlando, so he joined the family business a few years ago. He co-runs the sales team with his dad and is director of business relations.

His time away from the family business allowed him to gain outside work experiences and skills — plus it proved to him that he could make it on his own.

Ultimately, McCann said it’s important to manage family involvement and professionalize matters in family businesses. After all, “not managing it is the stuff of movies, lawsuits and headlines.”

mazam@bizjournals.com | (407) 241-2895

by Harry A. Heist, Attorney at Law

Condominium, cooperatives and homeowner’s associations, hereinafter “Associations” for this article, have been suffering greatly due to the failure of the unit owners to pay their fees and assessments. These fees and assessments are due monthly, quarterly or yearly according to the Association’s documents; they are not optional payments, but rather a legal, contractual obligation of the unit owner. The inability of the Associations to be able to collect these monies owed from the unit owner, many of whom are also not paying their mortgage payments, have caused the unit owners who are indeed paying to sometimes have dramatic increases in the assessments and fees owed to their Association, and some Associations have to make tough choices like cutting pool hours, no longer including cable, no longer including water, no longer manning the access gates, and cutting staff, clubhouse hours and activities, among many other things. In the past, the only recourse an Association had when dealing with a delinquent unit owner was to file a foreclosure action against the unit owner, which would then often trigger a foreclosure action by the bank against the unit owner, and in the end, the Association would frequently get nothing but a bill from their attorney. Things were quite different in the past, when very few unit owners would simply cease paying the dues, fees and assessments. It happened, but not nearly to the extent of what is going on today. Further, when it did happen, the unit owner usually just sold the property, and the amounts owed were usually recouped by the Association at the closing.
To add insult to injury, many of the unit owners today are renting their units out, and although not paying their mortgage, taxes, insurance, assessments or dues, they have been regularly collecting rent from their tenants. Many property managers are completely aware of this and currently are managing properties in this position, while some managers are not aware of the financial situation of the owner, who really has no incentive to disclose this to the property manager. As can be imagined, this has not sat well with the Associations, and on July 1, 2010, Florida law has been amended to now gives Associations the incredible power to demand that the tenant of the delinquent unit owner pay the Association DIRECTLY, bypassing the owner and the property manager, if there is one in place.

The Rent Demand Letter
In order to have the right to collect the rent from the tenant, the Association must make a written demand upon the tenant in the case of a condo association and a co-op. No written demand is necessary by a homeowner’s association, but this is probably due to a legislative oversight. Without making a written demand, the homeowner’s association would most likely never get paid, so let’s assume that a written demand is necessary or at least will be given for homeowner’s associations as well. This written demand is for the tenant to pay all “future monetary obligations” related to the Association directly to the Association. Does the demand have to be by certified mail? Does it have to be through the use of a Three Day Notice? The law states that the Association may issue notices as per Florida Statutes 83.56, which means that they must follow the same procedure of either posting, hand delivery or mailing of the Three Day Notice. Suppose the Association does not even know the name of the tenant, or that tenants have switched out since the initial approval process. This is just the beginning of many unanswered questions. If the Association makes the demand, the tenant must comply. DO NOT try to override this by collecting the rent and remitting to the owner, or you could have some liability.

What are “Future Monetary Obligations”?
You may or may not have caught that upon your first read. If this applies only to “future monetary obligations”; what about the past monetary obligations which almost certainly are owed by the unit owner? At this moment in time, we do not know the answer to this burning question, but will assume that the legislative intent was to cover all unpaid monetary obligations, past, present and accruing. What will happen once the past amounts are collected from the tenant? Will the Association continue to make demands upon the tenant? How will we know when the Association is “done”? According to the law, the Association will “release” the tenant as some point, but the law provides no such mechanism or form, so most likely it will be in the form of a letter to either the owner, tenant or both. You as manager will probably be the last to know, which will increase the confusion of who paid what to whom and when.

What is the tenant to do?
According to the law, the tenant now must pay the rent or whatever amount of money the Association demands, not to exceed the rent amount due to the owner, each month, directly to the Association. In reality, the typical tenant will receive a letter and will not know what to do; many will decide not to pay anyone, as is often the case in the event the tenant is served with a lis pendens or a foreclosure lawsuit. Tenants who sense uncertainty or get conflicting demands upon their rent often sit back, pay nothing and try to use the confusion as a successful defense later in an eviction action, or at least live rent free and ride it out. After all, for 6 months they have been paying your company, and now they get notice from an Association or their management company with whom they never had prior contact or knowledge, demanding the rent. Upon demand by the Association, the tenant MUST comply and pay the Association directly, or presumably through the association’s management company, if one is being used. If the tenant receives the demand letter and has already paid the rent to the unit owner or the property manager that month, the tenant must provide proof of payment to the Association within 14 days after receiving the demand letter from the Association. This is crucial for the tenant to do. Otherwise, credit will not be received for that payment, and according to the law, the Association can exercise their ultimate power against the tenant, which is an eviction action.

How the rent is applied
The unit owner must give the tenant credit for the money the tenant pays to the Association; thus, the owner cannot evict the tenant for nonpayment if he now receives partial or no rent, as long as the rent is being paid to the Association. It will be up to the owner or property manager to investigate and try to figure this out. The law provides no reporting requirement or communication requirement from the Association to the owner or property manager. A tenant who acts in good faith and pays the Association is immune from any claim by the unit owner. Will the Association demand the full amount of rent or a partial amount? We assume that they will demand the full amount of rent to pay the outstanding amount the unit owner owes until such sums are paid in full. Hopefully once paid, they will properly notify the tenant so the rent is then paid to the owner.

Eviction by the Association
If the Association files an eviction action against the tenant, the cost of this will be further assessed to the unit owner, who will go deeper into debt, as now his tenant will be evicted from the premises. You can be pretty well assured that the Association will not approve the next tenant who may be presented to them. Suppose the Association accepts a partial rent payment from the tenant, which they almost certainly will. How will they then proceed? The tenant receives the demand from the Association, is told to pay the full $800 to them, but tenders a lesser amount of $500. We can almost guarantee that the tenants will begin to pay partial amounts to the Associations, as they often do anyway, and many Associations will continue to accept whatever they can, resulting in a tenant who is partially paying each month and an owner who does not know what to do. This will become a complete mess, as the Association is now becoming a “residential property manager” or “rent collector” by default, with absolutely no responsibility to maintain the unit, make repairs to appliances, and which has no obligations to the tenant as if they were the actual landlord. The new law clearly states that the Association does not have to comply with Florida Statute 83.51, which section provides for the landlord’s duties under the Landlord/Tenant Act. A tenant may be legitimately withholding rent because of the failure of the owner to comply with the lease or Florida law. The A/C could be broken, there could be a mold issue, or perhaps an infestation of insects is present, and the Association has no obligation to do a thing, while the tenant has the obligation to continue to directly pay rent to the Association. This could affect an eviction action by the Association if the tenant has legitimate defenses, complicating the eviction, and resulting in higher attorneys fees and costs to the Association, which will be passed onto all the other unit owners, as the delinquent unit owner most likely will not have the money to pay this either. Another interesting issue arises if the tenant fails to pay the Association and the unit owner wants to evict the tenant so he can sell it, but the Association is dragging their feet and decides against filing an eviction because they are low on money. Since the Association is the one who is owed the money, and the owner must provide a credit to the tenant in the amount that the tenant pays, does this mean that the landlord will have a right to file an eviction if the tenant is not paying the Association, or will this exclusively be the right of the Association? Who will coordinate this mess?

Where does the new law leave the Property Manager?
Basically the property manager will be bounced right out of the management situation unless they want to work for free. Not a happy thought. The property manager who has a valid property management agreement with the owner of the property, under which a percentage of the rent paid each month by the tenant is retained in the form of a commission, will have no control over the rent money paid, as the rent money will presumably be paid in part or in full directly to the Association. Under normal circumstances, the manager deducts the commission and remits the balance to the owner, but now the rent completely bypasses the property manager. The property manager now has a choice to either continue managing the property with absolutely no funds coming in and no commission being paid, or decide to drop the owner and terminate the management agreement.

Possible solutions and opportunities
As our firm primarily works for property managers, we are always looking for ways to assist those managers in their duties, enable them to retain accounts and conduct their business profitably. Many managers will choose to discontinue management in situations when the Association makes the demand, and if the manager has the luxury to do so, we recommend that the management agreement is terminated according to its terms, and that the property manager concentrate his or her efforts at finding owners who are solvent enough to own rental property. In most instances, if the owner owes money to the Association, he will also be in foreclosure or close to being into foreclosure. Ideally, the Association should contract with YOU, the current property manager of the managed units, for YOU to collect the rent and remit this rent to the Association. Of course, unless the property management agreement already addresses this issue, which we doubt it does, a separate agreement will need to be signed by the property manager, the owner and a representative of the Association. We cannot forget that the property manager’s loyalty lies with the property owner, and it could be construed as improper if the property manager collects the rent from the tenant and remits it to the Association without the express permission of the owner of the property.

Our office has developed a form which we are testing to use which can be signed by the owner, the Association and the property manager which will accomplish the goal of having the property manager collect the rent, deduct customary commissions, and then pay the Association. Since we are in such an early stage of all this, in order to access this form, we would ask that you call our office first and speak with me directly. There is no charge. Simply put, all parties through this agreement authorize the property manager to collect the rent, and depending upon the terms of the agreement, deduct the usual management fees, THEN remit the balance to the Association. This is by far the smartest way for the Association to accomplish their goals of collecting the money; the tenant does not have to be involved in any way, and the property manager is able to continue managing the property, maintaining the property and receiving payment for the all the property management services that they are rendering. It is the proverbial WIN-WIN, but the Association will have no idea that this is even an option unless YOU let them know.

Taking a Proactive Approach
We receive phone calls almost every day by property managers whose tenants already received the rent demand letter from the Association. Rather than wait for the Association to take action and push the you right out of the picture, we urge you to go straight to the Association or the Association’s management company that are connected to the units you manage to see if they will allow you to use our agreement, or a variation with which everyone is comfortable, thus allowing you to stay in the loop. The person best situated to collect rent is you, the current property manager, not an Association, attorney for an Association or even the Association’s management company.

Many property managers are caught by surprise by all this, as they assumed that their owners were paying the fees and assessments of the Association. It is time to check each and every account right now, and confirm that the owner has been current in his or her payments, and if there is a delinquency, work with the owner immediately by telling the owner about the new law and doing what it takes to get any delinquent amount paid to the Association before it is too late.

Natural disasters occur every day and cause billions of dollars in property damage annually. When destructive elements like rain, wind, lightning and hail strike, the result can be roof and structural damage, water intrusion, mold, electrical failures, plumbing problems…the list goes on.

In the midst of a weather emergency, coordinating restoration for an entire community is a daunting task. More often than not, multifamily developments face two separate losses – both to individual homes and exterior damage to common areas. Thus, it is critical to plan ahead.

Organize and Communicate
It’s difficult to remain calm when faced with impending disaster, and once a threat is identified, it’s easy to panic – rushing to buy supplies and secure buildings. But often, one major precaution is overlooked: forming a plan for remediation in the event damage occurs. Making arrangements beforehand will help get the community back to normal as efficiently as possible. With that in mind, establish an emergency plan to prepare for the following:

• Hurricanes: Though they can be deadly, hurricanes are one of the few threats that provide advance notice. Make sure residents are well-informed – by sending out a list of supplies and/or organizing community informational meetings prior to the storm. Also, find out if there are any elderly or disabled residents who need extra help to prepare.
• Tornados, Thunderstorms and Flooding: Wind and water damage from these storms can result in a litany of problems: fallen trees, broken windows, roof damage and mold. Since there is little time to prepare, make sure you have established an emergency communication plan for residents to follow.
• Fire: A fire in one condominium unit can displace residents in an entire building. Unfortunately, the only fix is to begin remediation immediately. Enlist a reputable general contractor who will be on-call for emergencies.

Create the Plan
When dealing with hundreds of homes, repairs must be completed promptly to both decrease resident displacement and mitigate general hazards.
While the actions of each individual homeowner or tenant can’t be controlled, easy-to-follow instructions can be provided. Ask the following questions before drafting an emergency plan:

• Is there a resident checklist? The list, which should be updated annually, should include important phone numbers (e.g., local police and Red Cross), as well as any pertinent guidelines to follow during a severe weather situation. If applicable, identify a safe room in each home (or ask residents to identify their own) and designate a meeting spot where they can gather after a storm.
• Will insurance cover that? Find out now, before repairs are needed. In most multifamily developments, the individual owner and the community itself will have separate insurance policies, and often both policies are utilized to cover the damaged areas. To ensure the fastest possible rebuild, ask all homeowners to review their policies – and share with them what is covered under the “master policy.” Be familiar with insurance deductibles for all claims.
• Is there anything else I can do? Even with the best preparation, damage can’t be prevented, but its effects can be minimized. Cover torn-off roofs and broken windows with tarps and plywood – and, if water is the issue, use large fans to dry-out homes faster. To ensure the quickest recovery, establish a relationship with a disaster contractor – and encourage residents to do the same.

Choosing a Disaster Contractor
Searching for a reputable contractor after a natural disaster occurs increases the chances for fraud and price gouging – especially if the destruction is widespread. Securing that relationship in advance reduces that risk and alleviates tough decision making during an already chaotic time.

Therefore, one of the most important preemptive measures a property manager can make is contacting a disaster contractor. Damaged roofs and walls, broken windows, flooding and mold require companies with different expertise. Disaster contractors can bundle all these services – even coordinating multiple sub-contractors for their clients, if needed – thereby eliminating extra hassle. Beyond being equipped to handle building repairs and complications from water intrusion, (like mold, for example), these companies are well-versed in working with insurance agencies to settle claims efficiently. In addition, many of them stockpile basic supplies like lumber and tarps. Also, early enrollment allows for a property survey ahead of time to note emergency electricity and water shut-offs for each building, among other preparatory measures.

Keep in mind that restoration can take anywhere from a couple weeks to a few months to finish. Because the hired contractor is going to become part of the property’s daily operations throughout the duration of repairs, make sure it’s a company you’re comfortable working with – and working around. Begin researching now, enroll for appropriate services and ride out any storm season with confidence.

Final Steps to Secure the Community
In addition to forming a relationship with a disaster contractor, follow these precautions:

• Review insurance policies for any new clauses. For example, some companies no longer cover homes that have been vacant for more than 30 days.
• Become familiar with insurance deductibles for all claims.
• Make sure the insurance policy includes Law and Ordinance (Code Upgrade) provisions.
• Encourage renters to purchase renter’s insurance.
• Check vacant units prior to the storm, and shut off their power and water.
• Keep an updated list of disabled residents and their addresses.
• Make sure shrubs and trees are trimmed to reduce potential debris.
• If a swimming pool is on property, place pool furniture in it.

About the Author
Scott McCurdy is co-owner of Coastal Reconstruction Group and is active in more than 19 trade associations, including NARPM. With his vast experience in insurance mitigation, disaster preparedness and remediation from wind, water, mold, fire and termite damage, Scott is an expert resource on disaster recovery and building restoration.
Coastal Reconstruction’s Rapid Response services provide post-disaster reconstruction to residential and commercial structures throughout the Southeastern U.S. For more information, call (877) 708-5501 or visit www.coastalreconstruction.com.

New Orleans – Are you handy around the house? One group is taking maintenance work to a new level!

3000 maintenance technicians from across the country compete for 20 spots on the “Maintenance Mania” competition at the New Orleans Convention Center. They race against each other in 8 different events, and the person with the quickest time wins. This year’s winner, David from Indianapolis, can change a smoke detector in 9 seconds!

Tony Cintron from New Jersey says it isn’t easy.

“The hardest part for me was the fan,” he said. “I couldn’t get the blades in.”

The finalists want to remind everyone to check the batteries in your smoke detector once a week and if you ever need anything fixed, call a maintenance tech!

Article Source: http://www.abc26.com/news/local/wgno-news-maintenance-mania,0,1716936.story

By Scott McCurdy, Coastal Reconstruction

Quick remediation after damage occurs is necessary to ensure the livelihood of any community or business. Repairing damaged roofs and walls, broken windows, flooding and mold all require different expertise. Disaster contractors bundle all these services — even coordinating multiple sub-contractors for their clients — thereby remove the extra hassle from an already stressful situation.

Even with a solid emergency plan in place, it’s not possible to avoid all property damage – so you’re likely to need help in making repairs. Whether the damage is caused by wind from a hurricane, fire or water, disaster companies act as “first responders” beginning the restoration process quickly and efficiently.

All disaster contractors offer different types of reconstruction programs. By researching now and enrolling for appropriate services, you can weather the upcoming storm season with confidence.

Tips for Choosing a Disaster Contractor

• Verify the company’s general contractor’s license. Visit a national web site like www.contractors-license.org to validate a general contractor’s license. Through this web site, you will also be able to check for any complaints against the company.
• Check a list of references. Ask for a list of recent references – preferably completed projects similar to yours. Research any complaints against the company on the Better Business Bureau’s web site.
• Ask for proof of insurance. Call to verify coverage. Also, make sure the company employs licensed contractors and technicians.
• If applicable, confirm the company’s certifications. For example, to effectively eradicate water damage, it is imperative to hire a contractor with an Institute of Inspection, Cleaning and Restoration Certification (IICRC). Companies and individuals with this certification are required to complete repairs to the highest of industry standards.
• Check out the company’s web site. Read any testimonials, view past job photos and find out how long the company has been in business.
• Obtain everything in writing – including estimates, contracts and any guarantees. If all repairs are not covered under the insurance policy, make any final payments after the work is completed. Get a local building permit, if necessary.

Scott McCurdy is the co-owner of Coastal Reconstruction Group. Coastal Reconstruction’s Rapid Response services provide post-disaster reconstruction to residential and commercial structures throughout the Southeastern U.S. For more information, visit www.coastalreconstruction.com.

NEW YORK, April 20 (Reuters) – Private weather forecaster WSI on Tuesday raised its forecast for the 2010 Atlantic hurricane season, calling for 16 named storms, nine hurricanes and five intense hurricanes of Category 3 or greater.

“The primary drivers for tropical activity have reversed course this year and the stage appears to be set for a very busy season in 2010,” WSI seasonal forecaster Todd Crawford said.

The coastal region from the Outer Banks of North Carolina northward to Maine is twice as likely as normal to experience a hurricane this year, according to WSI.

“Our model suggests that the threat to the Northeast coast this season is on par with that in Florida and the Gulf coastal states,” Crawford said.

Last year was the quietest tropical season since 1997 due to an El Nino event and relatively cool tropical Atlantic waters, but El Nino events tend to be followed by more activity, WSI said.

This year, another factor that increases the likelihood of storms, warmer Atlantic sea surface temperatures, are also in place.

“Eastern and central tropical Atlantic sea surface temperatures are currently at record warm levels for April, even warmer than the freakishly active season of 2005,” Crawford said.

The current forecast numbers are more likely to be adjusted upwards rather than downwards as the season, which runs from June 1 through November 30, approaches, Crawford said.

The 2010 forecast numbers are well above the long-term average for 1950-2009 of 10 named storms, six hurricanes, and three intense hurricanes, but below the average from the more recent 15-year period of 14 names storms, eight hurricanes and four intense hurricanes.

(Reporting by Rebekah Kebede; Editing by David Gregorio)

Weather forecasters have predicted 15 named storms this hurricane season, eight of which have the potential to develop into strong hurricanes with a chance of impacting Florida.

Of course, nothing can be done to stop a hurricane from coming, but property managers and owners of apartment communities can make advanced preparations to ensure quick repairs and to maximize the safety of their residents.

Property Manager’s Hurricane Checklist:

• Review insurance policies for any new clauses. For example, some companies no longer cover homes that have been vacant for more than 30 days.
• Become familiar with insurance deductibles for all claims.
• Make sure the insurance policy includes Law and Ordinance (Code Upgrade) provisions.
• Establish a relationship with a disaster contractor.
• Encourage renters to purchase renter’s insurance.
• Check vacant units prior to the storm, and shut off their power and water.
• Keep an updated list of disabled residents and their addresses.
• Distribute a list of hurricane preparedness guidelines for residents; include evacuation plans.
• Make sure shrubs and trees are trimmed to reduce potential debris.
• If a swimming pool is on property, place pool furniture in it.

Be Prepared – Weather . . . or Not

Disaster contractors are a valuable resource when severe weather strikes. Damaged roofs and walls, broken windows, flooding and mold all require contractors with different expertise, but disaster contractors can bundle all these services – even coordinating multiple sub-contractors for their clients, if needed – thereby removing extra unnecessary hassle from an already stressful time.

Restoration companies and disaster contractors specialize in catastrophe management, and they are the first to respond if damage is reported. But, it’s critical to establish a relationship with a reputable contractor before severe weather strikes.

For example, Coastal Reconstruction Group – a Florida-based disaster contractor – offers Rapid Response, a program that is cost-free to owners and property managers. As part of this particular service, crews arrive onsite within four hours of reported damage to assess any immediate need (boarding up windows, installing a roof tarp and doing anything necessary to stop water penetration) – regardless of the magnitude of the loss. If mold appears to be an issue, the team mitigates water damage begins installing dehumidifiers and dryers. Coastal Reconstruction Group representatives then will meet with the homeowner and his adjuster on-site to agree on a scope of work and price that will restore the property to its previous condition.

Of course, Rapid Response is just one example. All disaster contractors will provide different types of reconstruction services. So, begin researching now and enroll for appropriate services, so that you can ride out the upcoming storm season with confidence.

Follow these five general steps when working with a contractor:

• Obtain everything in writing – including estimates, contracts and any guarantees.
• Request a list of references.
• Ask for proof of insurance and make certain that the company employs licensed contractors.
• If all repairs are not covered under the insurance policy, make any final payments after the work is completed.
• Obtain a local building permit, if necessary.

Ben Zeigler is an account executive for Coastal Reconstruction Group. Coastal Reconstruction Group’s Rapid Response services provide post-disaster damage repair to residential and commercial structures throughout the Southeastern U.S. For more information, or to sign up for Coastal Reconstruction Group’s Rapid Response service, please call (877) 708-5501 or visit the web site at www.coastalreconstruction.com.

Despite the turbulent economy, Coastal Reconstruction Group continues to grow. The disaster general contractor has expanded its presence in Central Florida, with a new 13,600-square-foot warehouse in Longwood and a remodeled sales office in Winter Park.

The new Longwood branch will house the Coastal Reconstruction Group Central/South Florida operations and Rapid Response teams, as well as construction equipment used throughout the state. The estimating, sales and marketing teams will work from the Winter Park office, a newly renovated 3,600-square-foot space.

The company also recently hired Keith Freeman as an estimator. Freeman possesses more than 20 years of experience in the construction and restoration industry and will support the Central Florida sales team.

Coastal Reconstruction Group is an on-call emergency contractor specializing in restoration from catastrophes such as wind, water and fire damage. The company, which operates in 19 states, also provides rehab and discovery services.

To usher in the new year, Coastal Reconstruction Group, an emergency and disaster general contractor, made a resolution: to transform its web site and marketing materials.
“Other than the collateral materials, the company will remain unchanged – continuing to be the ‘calm after the storm’ for its many apartment and property management clients,” said Ben Zeigler, account executive for Coastal Reconstruction Group. “As always, our family-owned business is ready to assist current and new clients at the drop of a hat – and to help them overcome any disaster-related remediation.”

As part of Coastal’s new look, the web site was redesigned to improve customer navigation, new brochures were created and the logo was revised to echo the updated image. The company also altered its name from the previous incarnation, Coastal Reconstruction, Inc. to Coastal Reconstruction Group. Steering away from the dramatic colors used in previous materials, Coastal’s new image uses a more soothing palette that is well-suited to a company that strives to be a calming resource for property owners and managers in times of stress.
“As disaster contractors, we are the go-to resource when a client’s building or facility sustains damage,” said Zeigler. “This redesign better illustrates who we are: ‘the calm after the storm.’”

About Coastal Reconstruction
Coastal was founded by Don Brewer and O.W. McCurdy in 1986. Since then, the Jacksonville-based general contractor has grown significantly. What began with the rebuilding of an apartment complex – devastated by a 1986 Christmas Eve fire – has transformed into a family-owned and operated business with an exceptional industry reputation. Now, more than 20 years later, the third-generation company has four offices throughout Florida and provides disaster repair services to clients in nearly 20 states.
Licensed as a general contractor in Florida, Coastal offers remodeling and disaster reconstruction services for both residential and commercial projects. In addition to Florida, the company also operates as a disaster contractor in 19 states. Discovery and disaster planning resources are available as well.

About Rapid Response
Disaster can strike at any time – creating wind, water and fire damage that can lead to mold and other costly repairs. For those situations, Coastal Reconstruction Group offers Rapid Response, a cost-free program that assists property owners and managers of apartment communities in pre-disaster planning. Rapid Response provides 24-hour “priority status, guaranteeing that Coastal will arrive within four hours of an emergency call. As one of the company’s most popular programs, Rapid Response is cost-free because Coastal is reimbursed under the client’s insurance policy.
When crews arrive onsite, they take immediate measures (such as boarding up windows, removing debris and helping to restore utility service) to mitigate unnecessary property damage – regardless of the magnitude of the loss. For example, if mold appears to be an issue, the team begins eradicating water damage using dehumidifiers and dryers. Within five days of the initial walk-through, plans are drafted for structural repair, if needed, and the owner is given a detailed scope of work. From there, Coastal Reconstruction Group representatives meet with the insurance adjuster to help settle the claim and restore the property to its previous or better condition.

“During high stress situations, like fires and flooding, it is our job to ease the recovery process,” Zeigler adds. “Everything we do is geared to getting our clients ‘back to business’ as soon as possible.”
More information about Rapid Response – including program details and contact information – is available on Coastal’s new web site at www.coastalreconstruction.com.

Ben Zeigler is an Account Executive for Coastal Reconstruction Group. Coastal Reconstruction Group’s Rapid Response service provides post-disaster damage repair to residential and commercial structures throughout the Southeastern U.S. For more information, or to sign up for Coastal Reconstruction Group’s Rapid Response service, please call 877.708.5501 or visit the web site at www.coastalreconstruction.com.

CRI’s Scott McCurdy will be giving Disaster Seminars on “When Disaster Strikes! Are you Prepared?” These Seminars are for “on site property managers” preparing them for disaster response. If you are a property manager and you don’t have a disaster response plan in place, let Coastal Reconstruction help.