DISASTER RESTORATION 3

Iknow it was just a few months ago when we published thefirst edition of Disaster Restoration, which was a huge successthanks to the support we received from everyone involved.

But in that time another onslaught of devastating hurricanes hit the nation.

It seems like a lifetime ago, but we had only recently completed the recovery from the2004 hurricane season and its overwhelming destruction, when Hurricanes Katrina andRita reigned down upon us. We are truly sorry for the hardships and anguish the stormvictims experienced.

As a company, we were challenged to respond to our customers’ needs, charged withbringing relief and a sense of order to otherwise chaotic circumstances. InStar employeesrose to this challenge and surpassed it, going far beyond their already high standards ofexcellence and dedication. Not only did InStar employees fulfill their job duties, but theyfulfilled their humanitarian duties as well, giving more than $40,000 to the Red Cross forvictims of Hurricanes Katrina and Rita. Please allow me to thank and commend every-one, including our extended family of vendors and strategic partners, for an outstandingand heroic effort in carrying out our mission.

Truly, “An act of God is a hard act to follow,” but the super-human efforts of all our people during this tumultuous time helped relieve the burden of thousands. We willincorporate the valuable lessons learned from this ordeal into our overall protocol andbecome even better prepared to help and respond to our customers’ needs.

I know you will find the articles in this issue especially useful.

Best regards,

David J. DemosPresident

Opening RemarksA Publication from

INSTAR SERVICES GROUP

Corporate Office7439 Pebble Drive • Fort Worth, TX 76118(817) 595-9988 • www.instarservices.comDavid J. Demos, President, CEOGerald M. Burns, COO, FounderRick Augustine, CFOKim Crist, SVP, Editor Russ Lannom, SVPMaria Gonzalez, SVPCarole Fischer, VP

Mid-Atlantic DivisionMac Patterson, FounderJim Wilson, FounderGreg Dillon, COOAbingdon, VA (800) 544-4497Roanoke, VA (800) 479-7540Harrisonburg, VA (800) 430-9707Raleigh, NC (800) 360-3497Washington DC/Baltimore, MD (866) 369-8626Nashville, TN (800) 555-8006Memphis, TN (866) 508-7827Knoxville, TN (800) 555-8004Kingsport, TN (800) 639-7858Lexington, KY (866) 299-5400

Southeast DivisionRick Frankenfield, PresidentJohn Crist, Vice PresidentTampa, FL (800) 446-1620Clearwater/St. Petersburg, FL (800) 446-1620New Port Richey, FL (800) 446-1620Lakeland, FL (800) 446-1620Punta Gorda, FL (800) 446-1620Kissimmee, FL (800) 446-1620Sarasota/Bradenton, FL (800) 446-1620Atlanta, GA (800) 446-1620

Southwest DivisionDave Davis, FounderMark Owen, FounderRobert Owen, FounderBruce Benes, VPDallas/Ft.Worth, TX (866) 467-8275Waco, TX (800) 303-5844Houston, TX (866) 882-8480Austin, TX (877) 793-4476Belton, TX (888) 557-3473San Antonio, TX (866) 619-1900Denver, CO (800) 303-5844

Northeast DivisionJoe Gillette, PresidentSpringfield/Chicopee, MA (800) 783-7668 Worcester, MA (800) 783-7668

Taking the Town by StormRebuilding Kissimmee after Hurricane Charley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Risky BusinessCareful Preparation Facilitates Emergency Response . . . . . . . . . . . . . . . . . . . . . . . . . 6A Decade in the MakingNew YMCA Facility Finally Comes to Wilbraham . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 0Cleaning up After Charley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2Getting the Wet OutMinimizing Risk in Mold Remediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 4Resource Directory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 9

In This Issue . . .

Disaster Restoration is published by QuestCorp Media Group, Inc., 885 E. Collins Blvd., Ste. 102, Richardson, TX75081. Phone (972) 447-0910 or (888) 860-2442, fax (972) 447-0911, www.qcmedia.com. QuestCorp specializes increating and publishing corporate magazines for businesses. Inquiries: Victor Horne, vhorne@qcmedia.com.Editorial comments: Brandi Hatley, bhatley@qcmedia.com. Please call or fax for a new subscription, change ofaddress, or single copy. Single copies: $5.95. This publication may not be reproduced in part or in whole without the

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REPORT CLAIMS1-866-InStar-5 • claims@instarservices.com

R E S T O R A T I O N

Disaster Restoration is a resource of informationshowcasing the services and capabilities of InstarServices Group for an audience of businessesresponding to disaster as well as the propertyrestoration industry.

DISASTER RESTORATION4

Terri Smith, Risk Manager for the City of Kissimmee, has seen her share ofstorm damage, including the ruin from

a 1998 tornado. But the twister’s aftermathwas a world apart from what Kissimmeeexperienced in August 2004. “Charley wasour big storm,” says Smith. While the tor-nado had been destructive, it only causedisolated harm.

But Charley wiped out a huge swath ofFlorida, including a good portion of theKissimmee area. Fortunately for Smith andher city, InStar Services Group just hap-pened to have people on hand at anopportune moment.

Weathering the StormMany of Kissimmee’s 31,000 residentswork in tourism or agriculture. Bothindustries took a big hit from Charley.Tourism dropped off sharply after thestorm. Farmers lost vegetable and citruscrops, which suffered even further fromthe hurricane spreading an existing citruscanker infection.

The task of responding to this destructionfell to Smith. Her duties as risk managerextend beyond the city limits into OsceolaCounty. Part of her job after Charley was toget some 40 damaged structures — includ-ing water plants, holding ponds, and acharter school — working again. The cityinsures itself for damage up to $400,000.After that, a stop-loss carrier takes over.Consequently, Smith had to assess the dev-astation carefully before taking action.

Taking the ToBy Diane Calabrese

Many team members traveled more than a thousand miles forthe recovery efforts.

At the same time, says Dillon, “we had to fig-

ure out how to keep crews, materials, and

equipment near enough for a fast redeploy-

ment.” This effort helped get things rolling

again, especially where property mitigation

efforts had to start all over again.

Business As Usual

Many team members traveled more than a

thousand miles for the recovery efforts.

Dillon says he is proud of InStar’s Kissim-

mee team. Most of the crew met for the

first time on the job, yet everyone cooper-

ated as if they had worked together many

times before.

Even InStar’s owner and founder, Jim Wilson,

lent a hand. Wilson negotiated with adjusters

and worked closely with property owners to

secure reimbursement and restoration. He

also helped with logistics. “One of our great-

est tasks,” he says, “was bringing materials

in.” This meant getting many supplies,

sheet rock, for example, from out of state.

we were probably 80 percent complete.” The

last 20 percent involves fine-tuning, large

orders, and bureaucracy. Some specific mate-

rials, such as the ceramic tiles used on many

of Kissimmee’s pavilions, had to be matched.

Other details included waiting for metal for a

particularly large roof. The city also needed

to get approvals from building inspectors,

which can slow things down near the finish.

Smith gives InStar her seal of approval. “I’m

thankful they were in the area,” she says.

When she met Mark, he told her, “Oh, we do

this all the time.” “He really took the ball and

got it rolling,” Smith says, “and I didn’t have

to run after it.”

Accolades

An article titled, “Ready for Anything,” in the

November/December 2004 issue of Quality

Cities magazine, produced by the Florida

League of Cities, describes the recovery

efforts in Kissimmee as exemplary.

DISASTER RESTORATION 5

“The question ‘where do we begin?’ hadto be answered and fast,” says Smith. Thefirst thing she did was request immediateassistance from the city’s excess insurancecarrier. When the carrier asked how muchdrying equipment she needed, Smith hadno answer. “I didn’t know,” she says. “Thehurricane had just happened.”

Unknown to Smith, help was close by. InStar’s Mark Lewis and Greg Dillonwere at the Kissimmee airport just afterCharley. Seeing the damaged terminalsand hangers, the two offered their servic-es to the airport manager. Lewis recallsseeing the airport just days after thestorm. “The terminal roof was off, and theterminal itself was full of water,” he says.

When the airport manager mentionedInStar to Smith, something clicked andshe called the firm right away. “MarkLewis came to my office that day,” shesays, “and explained what InStar does.”It was just what she needed to hear.Within 48 hours of speaking with Lewis,Smith had dryers. “I was very impressed,”she says.

As InStar’s Mid-Atlantic Regional Market-ing Director, Lewis says he appreciatesSmith’s praise. “But our Kissimmee effort is the norm,” he says. “It’s really the standard work we do.” Still, it was agratifying feat to repair two fire stationsand a 911 communications center quickly.InStar tackled other structures in the areaas well.

The Kissimmee recovery work faced several

unusual obstacles. “The multiple hurricanes

created challenges,” says Greg Dillon, InStar’s

COO. “We had to evacuate our employees

during the storms following Charley,” he

says. InStar also had to move vehicles, trail-

ers, and equipment to safe areas.

Everyone had to pitch in extra effort. “InStar

works as a team,” Wilson says. “Everyone

was ready and eager to help.”

Smith was impressed. “I was especially

impressed that Mark actually did what he

said he could do,” she says. “As of February,

he Town by Storm Rebuilding Kissimmeeafter Hurricane Charley

d more than a thousand miles for

“

“

“One of our greatest tasks was bringing materials in. This meant getting many supplies, sheet rock, for example, from out of state.”

— Jim Wilson, InStar’s Owner and Founder

DISASTER RESTORATION6

vendors, and subcontractors everywhere

InStar works. The advantages seem obvious.

“When we go to a storm-damaged area, the

many relationships we have in place facili-

tate recovery and rebuilding tremendously,”

says Robert Owen, one of InStar’s founders.

“One key to getting work done is setting

up a steady, reliable base of subcontractors,”

he says.

Once InStar establishes a relationship, it

works hard to build lasting trust and mutual

respect. “InStar is able to get good subs,”

Owen says, “because we treat them well. So

well, in fact, that they willingly travel consid-

erable distances to work with us.” Having

contractors, vendors, and insurance adjusters

just a phone call away gives InStar the ability

to start and finish projects quickly.

Communicating Effectively

Frequent communication with contractors,

adjusters, vendors, and customers in particu-

lar also contributes to InStar’s success. Cata-

strophes damage more than just property.

The mental shock from seeing a building

in ruins can be mind numbing. Sustained

dialogue with customers, crews, and sub-

contractors helps everyone think clearly and

puts recovery efforts into high gear promptly.

“The greatest challenge is determining the

need and the way the customer perceives

Life is the risk we cannot refuse, someoneonce observed. The same could be saidof hurricanes, tornados, earthquakes,

tsunamis, and fire. Some catastrophic eventscan be predicted, and some can’t. Fire isavoidable, but most other natural disastersare not. However, every one of these misfor-tunes can be planned for.

When a calamity occurs, the dedicated large-loss specialists at InStar Services Groupmobilize instantly to help clients restoredamaged property. The company’s outstand-ing ability to minimize downtime and disrup-tion comes from its dedication to buildingrelationships, its focus on communication,and its determination to assess and remedyproblems quickly.

Courting Disaster

InStar’s emphasis on cultivating long-termbusiness alliances allows the company toserve clients efficiently. This strategy involvesdeveloping contacts with insurance adjusters,

Getting as many people as possible to a storm-ravaged site isa must. Besides travel arrangements, this means setting upcommand centers and support logistics such as housing, food,and local transportation.

Risky BusinessCareful Preparation Facilitates Emergency ResponseBy Diane Calabrese

InStar excels at these tasks because its rela-tionship and communication strategies give itready access to workers, materials, and equip-ment. The company’s desire to help clientsrecover quickly drives everything it does.

A 48-hour timeline is a goal, Crist says.Within that two-day period, InStar securesbuilding envelopes, inventories the contents,removes unsalvageable material, and driesout interiors. “A watertight envelope and adry interior are musts for getting a structureunder a controlled environment,” he says.

Putting Planning into PracticeInStar’s commitment to strong relationships,effective communication, and rapid deploy-ment pays off when catastrophe strikes. Suchwas the case when Hurricane Charley tore theroof of a Florida nursing home last year.

“All the residents had to move to a distantsite,” Robert Owen says. That was difficultphysically and mentally for the 50 people liv-ing at the facility. “Naturally, they felt com-fortable where they had been,” he says.Moving somewhere else was confusing andstressful for these individuals, so InStar madegetting them back home a high priority.

“We had everyone back in 30 days,” saysOwen. “In that period, we had 15 to 20 peo-ple working 15- to 18-hour days” to get the30,000-square-foot structure repaired. “Theowner couldn’t believe it,” he says. Seeingthe residents come back was gratifying, butOwen takes the accomplishment in stride.

“That project was a group effort,” he says,“just like everything we do.” As the nursinghome owner and other clients have discov-ered, InStar’s readiness for disaster may noteliminate risk, but it does get people, busi-nesses, and buildings back to normal in anamazingly short time.

DISASTER RESTORATION 7

the need,” says Mark Owen, President ofInStar’s Southwest Division. Often, theperson suffering a loss does not realizeits magnitude or severity, he says.

“Once you have a good grasp of the problemand you have all the players — owners andinsurance adjusters — on the same page, therest is easy,” Owen says.

Crunch TimeGetting as many people as possible to astorm-ravaged site is a must, says John Crist,InStar Vice President. Besides travel arrange-ments, this means setting up command cen-ters and support logistics such as housing,food, and local transportation.

In some cases, equipment, labor, or supplies

cannot be secured locally. This means InStar

has to bring them in from the closest source.

“It’s not difficult as long as you’re willing to

improvise when necessary,” Mark Owen

explains. Maintaining maximum flexibility is

the rule, and InStar has it down to a science.

“

“

“The greatest challenge is determining the need and the waythe customer perceives the need. Often, the person suffering aloss does not realize its magnitude or severity.”

— Mark Owen, President of InStar’s Southwest Division

When a calamity occurs, the dedicated large-loss specialists at InStar Services Group mobilize instantlyto help clients restore damaged property.

Catastrophes damage more than just property. The mental shock from seeing a building in ruins canbe mind numbing.

DISASTER RESTORATION8

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DISASTER RESTORATION 9

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DISASTER RESTORATION10

A Decade in the MakingNew YMCA Facility Finally Comes to WilbrahamBy Scott Berg

Founded in 1852, the YMCA of GreaterSpringfield, Massachusetts, is the secondoldest “Y” in the United States. (The oldest

honors go to the Boston YMCA.) Thousandsof Pioneer Valley citizens of all ages andbackgrounds have used this urban centerevery day for more than 150 years, enjoyinga variety of programs designed to buildhealthy spirits, minds, and bodies.

The Springfield Y marked another milestone in1994 by opening a new division in the suburbof Wilbraham. It all started when several par-ents, including InStar President and CEODavid Demos, formed a group known as“Wilbraham Cares about Teens.” The groupintended to develop a teen center to fill Fridayand Saturday evening hours with safe, funactivities. Fortunately, they had an excellentresource for advice and assistance just a fewmiles away. The Wilbraham volunteers didn’thesitate a moment before asking the GreaterSpringfield Y to help design and run their newoperation, called the Scantic Valley YMCA.Initially, the new Y presented its weekend pro-grams at several “donated” sites in the area.

After a successful first year providing teen-ori-ented activities, the Scantic Valley organiza-tion decided to take on additional communityneeds and offer programs for people of allages. Using a local private school as its firstsite, the Scantic Valley Y set up swim lessons,preschool sports and recreation classes, adultfitness programs, teen activities, summer daycamps, and child care and then expandedfrom there. Between 1996 and 2004, the Yinitiated activities at 18 community-basedlocations and attracted more than 700participants per week. During all those years,Demos led the volunteer efforts.

The flourishing programs and ideal locationset the stage for building a permanent YMCAfacility in Wilbraham. With the help of morethan 200 volunteers, the Springfield Y starteda $6.5 million capital campaign in September2002 and it’s still going. The drive passed the$7.4 million mark.

One major result of this successful fundrais-ing was the Spear Youth & Family Center,which opened in September 2004. The42,000-square-foot facility includes twopools, a gymnasium, a wellness center,

The 42,000-square-foot facility includes two pools, a gymnasium, a wellness center, locker rooms, andcommunity rooms.

No matter where you join, you belong atthe YMCA. The Y is more than just a pool, agym, or a wellness center. It is a communi-ty of caring, honesty, respect, and responsi-bility where building character is a priority.YMCA members experience a sense ofbelonging that lasts a lifetime.

The YMCA of Greater Springfield programsserve the towns of Agawam, Chicopee, EastLongmeadow, Hampden, Ludlow, Monson,Palmer, Springfield, West Springfield, and

Wilbraham. There are now two youth cen-ters and two full facilities in the area.

• Lower Liberty Heights Youth Center:1772 Dwight Street

• The North End Youth Center:281 Franklin Street

• The Scantic Valley Branch:Post Office Park in Wilbraham

• The Springfield YMCA:275 Chestnut Street

Springfield YMCA Branches

DISASTER RESTORATION 11

HOWE DRYWALL

HELPING REBUILDHOMES, HELPINGREBUILD LIVES.

(413) 567-4224

locker rooms, and community rooms.Wilbraham’s Senior Center and RecreationDepartment also lease space at the facility.The new building has allowed the YMCA ofGreater Springfield to broaden its service toall ages by providing additional preschoolrecreational programs, after school teen activ-ities, family events, and classes for seniors.

What made this project such a success?According to Demos, “It was synergy.” Sinceits inception, the Scantic Valley Y benefitedfrom strong volunteer leadership, a dedicat-ed staff, and a community that wanted tomake a place for everyone regardless offinancial status. Demos and hundreds ofother volunteers started small and ended upwith something wonderful: a permanent full-service YMCA for people of all ages. Davehas donated countless hours over the past10 years. Without his leadership and ded-ication, the new facility, which can sustain up to 8,000 members, would never havehappened. Dave and his fellow volunteersdeserve a heartfelt “thank you” for their support, perseverance, and hard work.

DISASTER RESTORATION12

Cleaning Up after CharleyBy Diane Calabrese

The eeriest part of a hurricane is the paus-es between ferocious bands of wind andrain. These lulls often let a person

breathe easier for a moment, but even themost storm-weary individual knows morechaos is on the way.

For Florida residents hunkered down againstHurricane Charley, the respites between stormbands generated the usual false hope. Thistime, however, even the storm’s departure didnot herald the all clear. After Charley cameFrances, Ivan, and Jeanne. The famous quartetof hurricanes battered the southeasternUnited States and the U.S. Gulf Coast, particu-larly Florida and Alabama, in August 2004.

Wreaking Havoc

Charley rampaged from Fort Myers, Florida,to Myrtle Beach, South Carolina, causingextensive property damage. Many homeswere total write-offs. Thousands of Floridianslived without electricity for weeks. Agriculturewas devastated.

Kim Crist, Senior Vice President at InStarServices Group, says, “Unlike other Florida

hurricanes in recent years, Charley movedswiftly but still managed to sweep the entirestate. Then it went back out to sea, hit NorthCarolina, and finished by dumping tons ofrain on Richmond, Virginia.” Like manytourists, Charley took the scenic Highway 17route across Florida. But this trip was any-thing but a holiday.

The National Hurricane Center estimatedCharley’s preliminary damage total at $14 bil-lion. That puts Charley almost even withHurricane Andrew, the 1992 storm that laidwaste to southern Florida. The dollaramounts, however, only reflect tangible loss-es. The indirect economic effects come fromjob losses, closed businesses, and dimin-ished tourism. The impacts from these “after-shocks” are monumental and impossible tomeasure precisely.

Fast As Lightning The quicker a community can get back tonormal following a storm, the better. In aneconomically healthy town, a dollar enteringthe system changes hands six times before itmoves on. Businesses shut up with plywood

and tarps impede, sometimes even stop, thatcash flow. That’s where InStar comes in.

Four Florida storms in just six weeks createda unique situation, says Gerald Burns, InStarExecutive Vice President. With Charley, Burnsgot involved right away by setting up com-mand posts in Orlando and Safety Harbor.His two top concerns were accessibility andaccountability. He also wanted to get recov-ery efforts started quickly. “The key to that isdelivering equipment and manpower to serv-ice customers rapidly,” says Burns.

“The biggest challenge to recovery effortswas getting materials and providing power,”says John Crist, InStar Vice President. Withgrid lines destroyed or shut down, portablegenerators were in demand. Fortunately,InStar has more than 25 office locations. “Wedrew manpower and equipment from theSoutheast to the Mid-Atlantic,” he says.

We Shall Overcome

Despite its preparedness, InStar still hadproblems after Charley. John Crist says nego-tiating road closures was one of the worst.

DISASTER RESTORATION 13

“Finding fuel supplies to refill our dieseldehumidifiers was another trial,” says KimCrist. Communications difficulties madethings even more challenging. In places likeArcadia and Wauchula, cell phones providedthe only means of contact.

But through it all, says Crist, InStar stayedfocused on taking care of its customers. From her post at InStar’s command center,she worked with office staff to prioritizeresponses. She also helped familiarize out-of-state employees with local laws andFlorida contracts.

Up to the TaskInStar’s management capabilities account forthe company’s success. “Making sure youcan complete work on time” is a paramountconsideration, says Burns. InStar’s ability todo this is factored into decision makingwhenever the company considers a project.

The storms that followed Charley complicat-ed recovery efforts, but InStar drew on itsmanagement knowledge and experience tomeet client needs. One such customer wasEquity Residential, a Chicago-based propertymanagement firm.

Russ Lannom, Senior Vice President ofMultifamily Marketing at InStar, handles allemergency services for Equity. “We negotiat-ed a deal with Equity in 2003, prior to thestorms,” says Lannom. “Little did we knowwe would face storms, fires, and floods ofthis magnitude.”

To speed recovery from the damage causedby four hurricanes, Lannom put together aprogram to cover the affected properties.Equity is the second largest multiple-unithousing firm in the country, and its Floridaholdings are extensive. Lannom coordinatedall response efforts for the company’s differ-ent locations. “Acting as a point of contact for

all the losses during the storm, I would dispatch the right people for the particularemergency,” says Lannom.

The first priority included repairing roofs,sidewalks, and entrances, as well as clearingtree debris. Once these tasks were complete,Lannom delegated repair work for secondarystorm damage, which included assessinginteriors in order to rebuild.

“Recovering from the storm damage forEquity’s 80-plus losses required a plannedeffort on our part,” says Lannom. “By touch-ing base regularly with Equity and our opera-tions, we strategically coordinated an effortfor all the affected sites.”

“A number of different companies comment-ed on how quickly we cleaned up our prop-erties,” says Kevin Golgolab, Vice President of Construction Services for Equity.

(Equity gave Golgolab permission to com-ment on InStar’s services. His statementsreflect his opinion and not necessarily that of his employer.)

Golgolab attributes much of the credit forEquity’s successful recovery in Florida to thecompany’s teaming up with InStar [see side-bar]. “Planning in advance and managing theinformation flow were critical elements forthe effort,” he says, and InStar understoodboth needs. InStar’s Gerald Burns agrees.“Making sure you have enough equipmentand manpower helps you handle the effortwell,” he says.

InStar met its timeline for restoration efforts following Charley. Burns points to this accomplishment as just one more example of how InStar keeps its promises to customers.

Kevin Golgolab, Vice President ofConstruction Services for EquityResidential, teamed up with InStar at leastfour or five days before the hurricanes.“Advance planning is what really workedwell for us in Florida,” he says.

Chicago-based Equity Residential ownsproperties across Florida and the UnitedStates. The company had established arelationship with InStar long before the2004 hurricane season. “We’ve workedwith InStar on smaller projects in thepast,” Golgolab says.

Equity interviewed several companies in its search for a partner to help minimizeemergency response time. InStar got thejob. The firm’s service overlap with Equity’sproperty locations was one element lead-ing to the choice, says Golgolab. InStar’sexperience handling projects of all sizes

and its willingness to work alongside

Equity’s in-house maintenance staff

were also factors that helped InStar land

the engagement.

During the recent hurricane recoveries,

we were conference calling continually,

says Golgolab. The conversations focused

on tailoring response teams to meet

needs at specific locations. “InStar having

a single person as a point of contact,”

says Golgolab, is one service that smooth-

ed the process.

“Information flow is critical” in such a

recovery effort, he says. InStar understood

that and managed its teams efficiently.

Having that one person to set priorities

helps move information up the chain of

command quickly, expediting decisions

and work efforts.

InStar Gets the Nod

DISASTER RESTORATION14

Getting the Wet OutMinimizing Risk in Mold RemediationBy Dominic Catanzaro, P.E., National Forensic Consultants, Inc.

Contractors, property owners, attorneys,and insurers — to name just a few — areretaining engineers and architects like

never before to prevent or solve moistureproblems. In the wake of significant juryawards and media exposure, any moistureinfiltration incident will likely be considereda mold source and potential litigation causein the public eye.

Companies performing restoration work canbe held responsible for ensuing problems ifthey overlook a moisture source. No one isabove becoming a litigation target. Insurershave even filed claims against the contractorsand other vendors they hired to performrestoration work, moisture extraction, drying,and dehumidifying. Failing to completelyremove excess moisture or identify a mois-ture source makes any company vulnerable.Even if the remediation succeeds initially,problems can resurface if moisture sourceshave not been eliminated.

very well be based on the credibility of theperson or entity alleging illness or unsuitabil-ity and the persuasiveness of their expertsand lawyers. With thousands of dollarsat stake, many claimants put together adream team to bolster their chance of suc-cess. Restoration and remediation are primetargets for litigation if these efforts fail. Thisis another compelling reason to hire engi-neers and environmental consultants to makesure work gets done right the first time.

Deal with Moisture Problems Quickly and Thoroughly

Mold losses are not limited to existing build-ings. In new construction, houses or materi-als frequently get rained on before the build-ing envelope is complete. This is more thenorm than the exception. In some instances,however, failing to remove the resultingexcess moisture quickly and correctly can

owner fail to remove excess moisture oridentify all possible moisture sources quickly.Many times the botched effort results fromthe contractor’s failure to provide the rightequipment or the insurance adjuster orowner’s failure to authorize it.

Even if someone performs water extractionflawlessly, mold will return if all moisturesources have not been eliminated, whetheror not this work is covered by insurance.Finishing a restoration effort without firstcorrecting all moisture sources is always acostly mistake. When mold problems returnafter they’ve supposedly been fixed, no oneis happy.

Look for Common Moisture Sources

Water damage sources are too numerous tolist here. However, we can describe the moreprevalent ones. Groundwater or surfacewater that penetrates a building below gradeis the most common occurrence. Other infil-tration problems come most often frommechanical failures, building envelope issues,and, somewhat surprisingly, condensation.

Groundwater problems can often be chronic.To find these, investigators first search fortelltale signs of repeated seepage. These caninclude rusty legs on steel shelving in thebasement or wood support columns rottingwhere they contact the concrete. Anotherobvious sign is finding items in the basementstored on pallets off the floor. Sometimes,however, claims get made for new buildingsor additions where no evidence of priorwater seepage exists. These cases mightstem from recent changes in site grading ora heavy rainfall.

Mechanical leaks are generally easy to trackdown. They become complicated, however,

Companies performing restoration work can be held responsiblefor ensuing problems if they overlook a moisture source. No oneis above becoming a litigation target.

Let Experts Do the Wet WorkWhile many contractors know how to identifymoisture sources, they will likely see betterremediation results if they bring in expertsto do this work. In today’s world of nicheexpertise, a multitude of specialists standready to help solve these problems costeffectively, leaving contractors to do whatthey do best — construction.

No matter how well it is designed, built, ormaintained, any building can have mold. Anylegal decision regarding a “problem” could

delay the project’s completion. Theseproblems (and their expense) increase dra-matically once much of the interior finishwork is done. Such setbacks can cost thebuilder much more than hiring a profes-sional to get the moisture removal rightfrom the beginning.

Another “procrastination” issue involvesinsurance claims for water damage. Inrestoration work, we routinely see caseswhere simple, easy-to-restore losses spiralout of control because the contractor, theinsurance company, and/or the property

DISASTER RESTORATION 15

in situations where other moisture sources

exist. Suppose a water heater bursts, causing

local damage, but you find mold throughout

the entire lower level. How do you differenti-

ate between problems related to the water

heater incident and pre-existing troubles?

Making this distinction is important in in-

surance work because not all water damage

is covered. The goal is to not waste time

and money repairing water damage that will

likely reoccur long before the next water

heater failure.

Building envelope investigations can be the

most vexing because contractors use so

many types of cladding systems. Much has

been written about EIFS (Exterior Insulation

and Finish Systems), but we see just as

many, if not more, water seepage claims

involving other exterior siding systems,

including brick and stone veneer, conven-

tional stucco, and vinyl and aluminum siding

products. And we haven’t yet mentioned

doors and windows or the dozens of roofing

systems, flashing details, and the various

caulking materials and sealants used to finish

off building envelopes.

Condensation is ignored frequently as a

moisture source. In the Mid-Atlantic states

where we practice, condensation is worse in

the winter months. Still, we’ve seen many

instances where it occurs in the summer in

air-conditioned and refrigerated facilities or

in cool, concrete-covered crawl spaces situat-

ed below grade. While people are used to

seeing moisture form on a cold drink on a

warm day, convincing someone that this also

happens inside an attic in the winter or on a

cool concrete wall in the summer is not

always easy, especially if the volume of con-

densation is substantial.

Avoid Moisture Problems by Outsourcing

No contractor can be expert in all struc-

tural moisture problems. We haven’t even

discussed health issues, and already we

have a persuasive argument for seeking

advice from architects or engineers who

specialize in moisture detection and elim-

ination. The smartest business decision a

restorer can make is choosing to outsource

moisture identification and removal needs

before embarking on a mold and water

remediation project.

Failing to completely remove excess moisture or identify amoisture source makes any company vulnerable.

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Heat | Air | RefrigerationCommercial & Residential

5521 Pleasant View Road, Ste 103 | Memphis, TN 38134P.O. Box 703 | Arlington, TN 38002

(901) 383-2880(901) 384-3379 fax

ACCOUNTANTSSanderford & Associates, P.A. . . . . . . . see page 9

ADVERTISINGClass Action Studios, Inc. . . . . . . . . . . see page 15J.B. Edwards & Associates . . . . . . . . . . see page 8

ATTORNEYSLocke Liddell & Sapp LLP . . . . . . . . . . see page 18Thacker & Smitherman, P.A.

407 South Ewing Ave. • Clearwater, FL 33756(727) 446-0525 • (727) 447-8388 fax

CABINET MAKERS EQUIPMENT & SUPPLIES

Tech Products . . . . . . . . . . . . . . . . . . . see page 17

COMPUTER SOFTWARESimsol Software . . . . . . . . . . . . . . . see back cover

CONSTRUCTION CONSULTINGEGP & Associates, Inc. . . . . . . . . . . . . see page 11

CONSTRUCTION SERVICESRostel Construction, Inc. . . . . . . . . . . see page 17

DRYWALL CONTRACTORSHowe Drywall Service . . . . . . . . . . . . see page 11

DUCT CLEANINGAffordable Duct Cleaning Corp. . . . . . see page 9

Airtek . . . . . . . . . . . . . . . . . . . . . . . . . . see page 19

ELECTRICAL CONTRACTORSGallerani Electric Co., Inc. . . . . . . . . . . see page 9Williams Electric

267 Douglas Ave. • Waco, TX 76712(254) 772-7921 • (254) 399-9173 faxwww.williamselectricinc.com

EMPLOYMENT SERVICESReliable Temps Inc.

630 Silver St. • Agawam, MA 01001(413) 786-9941 • (413) 786-9944 faxwww.reliabletemps.com

EQUIPMENT RENTALSSunbelt Rentals, Inc. . . . . . . . . . . . see back cover

FLOORINGAdvanced Carpet & Interiors . . . . . . . . see page 8Mohawk Industries . . . . . . . . . . . . . . . see page 16

GARMENT RESTORATIONRogers Garment Restoration . . . . . . . see page 11

HVAC & PlumbingLawrence Services

245 Preston St. • Jackson, TN 38301(731) 424-1910 • (731) 427-9307 faxwww.lawrenceservice.com

Resource DirectoryLessard Plumbing & Heating . . . . . . . . see page 8Rougeau, Inc. . . . . . . . . . . . . . . . . . . . see page 18

INSURANCE CLAIMS SERVICESCasualty Adjusters Guide . . . . . . . . . . see page 9

INSURANCE & RISK MANAGEMENTAon Risk Services of Texas, Inc. . . . . . see page 17

LUMBERJ.R. Kakley & Sons, Inc. . . . . . . . . . . . see page 17

MAINTENANCE SUPPLIESCentury Supply . . . . . . . . . . . . . . . . . . see page 16Zep Manufacturing Company . . . . . . see page 18

PACKAGING & SUPPLIESAssociated Paper & Supply

4101 W. Linebaugh Ave. • Tampa, FL 33624(813) 961-6659 • (813) 968-5783 faxwww.apsbox.com

PAINT SUPPLIESSherwin Williams . . . . . . . . . . . . . . . . see page 11Zinsser . . . . . . . . . . . . . . . . . see inside front cover

PRINTINGPronto Business Cards

204-A 9th Ave. South • Safety Harbor, FL 34695(727) 726-8120 • (727) 725-3076 faxE-mail: sales@prontotradeprint.com

RESIDENTIAL & EMPLOYMENT SCREENINGMAF Background Screening

134 S. Tampa St. • Tampa, FL 33602(800) 226-7757 • (800) 226-7785 faxwww.mafscreening.com

RESTORATION SERVICES & SUPPLIESCleaners Closet, Inc. . . . . . . . . . . . . . . see page 16Certified Restoration DrycleaningNetwork, LLC . . . . . . . . . . . . . . . . . . . . see page 9The Dry Cleaner . . . . . . . . . . . . . . . . . see page 17

ROOFING MATERIALS & SHEET METALAll-Tex Roofing, Inc. . . . . . . . . . . . . . . see page 18Superior Distribution . . . . . . . . . . . . . see page 15

SAFETY PRODUCTSAramsco Inc. . . . . . . . . . . . . . . . . . . . . . see page 8

SURFACE CLEANINGAll-Brite Surface Cleaning, Inc. . . . . . see page 17

WELLNESS SOLUTIONSStetson’s . . . . . . . . . . . . . . . . . . . . . . . see page 16

DISASTER RESTORATION 19

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www.sunbeltrentals.com

Supplying Rental Solutions ToThe Remediation Industry

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