CBF2011 - Mar Apr

www.hbacolorado.comJournal of the Colorado Association of Home Builders

FORUMMarch/April 2011

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Designer WithinDenver PBS reality program showcases nation’s leading condo project, SPIRE

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Contents » march/april 2011 vol. 15 no. 2

12 Green building

gains ground

As demand increases,

architects, builders

and municipalities

meet consumers on

their turf


Giving BackFt. Collins builder creates nationwide standard as builders statewide give back to severely disabled veterans through Home for Our Troops30

Member spotlightFormer golf pro Jon Lindstrom now finds and swings the best industry insurance contracts38

new normalA closer look at enhanced native turf42

From the HallwayMid-session report: Builders gain ground10

President’s LetterCongrats to HomeAid Colorado for building more with less08

Builder FinancingNo joke: Mortgage finance regulatory reform hit buyers April 146

CAHB CalendarUpcoming events for the months of April, May and June44

Contents »

departments

Colorado Builder Forum is printed on elemental chlorine-free paper in conjunction with the International Joint Commission and is consistent with the U.S. Environmental Protection Agency’s standards.

Please recycle this magazine.

The interactive process of collaborative creativity, planning, and construction of a project where team members work in a collective effort.

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The design/build process provides an alternative to the age old process of bidding a project after the completion of working drawings...an approach which increases the risk of busting the budget. As a team, the builder and architect work in unison to develop a design that satisfies the client’s program and budget. The project team is assembled at the beginning of the design process and can include interior design, structural and landscape consultants. All participate in the design process, providing input and insights as the design evolves and the budget is continuously reviewed.

There are five distinct advantages to the design/build process:

Competitive Pricing1. While the home is not competitively bid to other builders, multiple subs and supplies bid each facet of the project. The builder’s fees can also be negotiated up front.

Budget Control2. The design/build process provides numerous “interim estimates” as the design work progresses. These estimates provide a continuous balancing of design and budget.

Ease of Transition3. Because the builder is participating in the design evolution, and preparing estimates through that process, the transition to final contract amount and the start of construction can be very efficient and a time saver.

Collaboration, Coordination and Communication4. All are enhanced by the design/build process creating an optimized project . . . all to the benefit of the client.

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Design-Build - March 2011.indd 1 3/1/2011 11:26:38 AM


PresiDent’s Letter

www.hbacolorado.comMarch/April 2011 vol. 15, no. 2

Official Publication of the Colorado Association of Home Builders

CAHB senior oFFiCersPrESIdEnt Peter Tobin

PrESIdEnt-ElECt David Tschetter

trEASUrEr Tom Brinkman

SECrEtAry Rob Griffin

IMMEdIAtE PASt PrESIdEnt Emil Wanatka

GovErnMEnt AffAIrS ChAIr Chris Elliott

ExECUtIvE offICErS CoUnCIl ChAIr Roger Reinhardt

StAtE rEPrESEntAtIvE to nAhB Skip Howes

CAHB stAFFExECUtIvE vICE PrESIdEnt Rob Nanfelt

vICE PrESIdEnt of PUBlIC AffAIrS Amie Mayhew

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ProJECt MAnAGEr – ACCoUnt ExECUtIvE Martha Dickenson 303.662.5280 [email protected]

EdItor Kim Jackson

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Art dIrECtor/AdvErtISInG ProdUCtIon Lindsay Hayes

ChIEf ExECUtIvE offICEr Dan Wiesner

ChIEf fInAnCIAl offICEr Jon Rich

vICE PrESIdEnt – It John Wiesner

vICE PrESIdEnt – ProdUCtIon/oPErAtIonS Amy Korb

vICE PrESIdEnt – GroUP PUBlIShEr Bart Taylor

E. Patrick Wiesner

CrEdIt MAnAGEr Patty Barbosa

ACCoUntInG SPECIAlISt Amber Stroud

dIGItAl IMAGInG/PrEPrESS MAnAGEr Steve Oliveri

offICE CoordInAtor Christy Markley

600 Grant Street, Ste 550 denver, Colorado 80203 P: 303.691.CAhB (2242) f: 303.639.4954 www.hbacolorado.com

dedicated to the advancement of the home building industry, Colorado Builder Forum is published six times a year for members of the Colorado Association of home Builders. Copyright © 2011 by CAhB. no material may be reproduced without the express permission of CAhB. Acceptances of advertisement in Colorado Builder Forum do not imply endorsement or approval of the product or service advertised.

tom Brinkmanrandy feuerstein

tom haydenPeter tobin

CAHB eDitoriAL BoArDBill Armstrong, Chair

Homeaid Colorado Continues providing sHelter for state’s transitionally Homeless

Peter TobinCAHB President

In thIs month’s letter I salute homeaId Colorado, CAHB’s charity of choice. It has been going strong for more than 11 years, building shelters for temporarily homeless people. To date, 40 shel-ters have been built across the state, supplying 264 beds to the homeless.

The organization is made up of many HBA volunteers who search for a care provider that wants to build a shelter. Once the care provider is identi-fied and lines out its project, the HomeAid team goes to work. A builder captain is asked to oversee and manage the project’s construction. A budget is set, subcontractors and suppliers are contacted for assistance and the scope and parameters of the building project outlined. Then the builder captain, the care provider and HomeAid Colorado work together to com-plete the structure. Residents usually stay from six months to two years, or until they get on their feet again after working with the care provider.

Sounds simple — and for the most part, it is — except when you are faced with a downturn in the economy. The result is an increased demand for shelters, builders struggling to meet their own business commitments, strained subcontractors and suppliers and an increase in homelessness. It’s not a simple solution or situation.

now the good newsIn the last ten months, HomeAid Colorado has completed it largest project ever with Colorado

Homeless Families, a $1.3 million dollar seven-unit complex in Arvada. HomeAid also has started a three-home scrape-and-rebuild project for the Volunteers of America in Denver.

I’m amazed at the generosity that continues in our tough economic times. Our two builder cap-tains — KB Home for Colorado Homeless Families, and Wonderland Homes for the first house for Volunteers of America — have gone above and beyond in making the shelters as nice as possible. Right behind the builders are subcontractors, suppliers, architects, interior designers and score of volunteers who daily make contributions to the success of these shelters. These people are the soul of HomeAid, led by Laura Brayman, HomeAid’s executive director and Steve Prokopiak, HomeAid’s president.

You’re all invited to the next ribbon cutting ceremony, which will be in mid May. Check out the CAHB website for details www.hbacolorado, for this year’s Volunteers of America home. I strongly encourage you to attend, because when you see the gratitude in the eyes of the people who will be living in these homes, you truly understand how appreciative they are for a helping hand.

Thank you so much if you have made these homes happen. If you know of any care provid-ers in your part of the state who are considering a shelter, please ask them to contact HomeAid Colorado: 303-691-0104, ([email protected]), or www.hacolo.org.

rob nanfelt leaving CAHBFinally, it is with great regret that I inform you that Rob Nanfelt has given his resignation to

the Executive Committee, effective June 1st. Rob and his wife, Michelle, have an amazing op-portunity to move to North Carolina where Michelle has taken a position as a surgeon at a vet hospital. Rob has been an incredibly valuable asset to the CAHB over the past ten years, and we wish him and Michelle the very best in this new chapter of their lives!

Amie Mayhew to take reinsThe Executive Committee carefully analyzed the situation and after several meetings, we for-

mulated a plan for moving CAHB forward. I am pleased to announce that as of June 1st, Amie Mayhew will be the Executive Vice President of CAHB. Amie has been an outstanding member of CAHB’s staff for more than 10 years and really understands all aspects of CAHB’s operations better than anyone else. The Executive Committee looks forward to working with Amie and Rob to ensure a smooth transition over the next two months.

Best to all,Peter Tobin, CAHB President

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SometimesYou NeedMore ThanJust A Mini-Blind...

I approaCh wrItIng thIs Column wIth mIxed feelIngs, as It will be my last. On the one hand, I’ve struggled at times with coming up with something to write the some 60-odd times I have done this. On the other, I have delighted in my regular ability to make Amie Mayhew (who’s responsible for getting the magazine out the door) crazy as I’ve taken it down to the deadline (and sometimes past), nearly every time.

The best way to sum things up is that over the last ten years, I think we have had a pretty good run. In 2001, we got landmark impact fee legislation (SB 01S2-15) passed, which authorized counties to impose impact fees for the first time, while limiting the ability of municipalities to impose these development fees. A couple years later, we successfully passed construction defects tort reform legislation (HB 03-1161) — hailed as one of the best laws in the country, causing the number of construction defect lawsuits on single family homes in Colorado to precipitously drop.

Shortly after, we found ourselves embroiled in a battle over Amend-ment 34, a measure brought forward by several plaintiffs’ attorneys specializing in construction defect claims. Again we prevailed when we raised nearly $4 million and beat them at the ballot box by a 77 - 23 percent margin — and preventing them from coming forward with another measure the next election cycle. Several years later, we successfully defeated legislation (SB 09-246) brought forward by those same attorneys, aimed at substantially increasing the amount of interest that would be included in awards provided in construction defects cases. Our action potentially saved the Colorado building industry in excess of $100 million in additional liability.

Last year, we gained passage of legislation (HB 10-1394), which overturned several appellate court decisions that adversely affected home builders. General liability insurance providers were failing to provide coverage for construction defects under policies they issued, and in several in-stances, courts found in their favor. We successfully pushed through legislation, forcing insurance companies to provide the coverage our members assumed they were receiving all along. We were also successful in passing legislation that established parameters by which oil and gas companies needed to consult with private land owners when drilling on their properties. The legislative com-promise we struck represents a fair opportunity for our members to reasonably negotiate with the oil and gas industry when there is potential for surface and mineral rights disputes.

On the regulatory front, we intervened on behalf of members in a tariff filing by Qwest Commu-nications International. Qwest was seeking to limit the amount they would reimburse to develop-ers and home builders for trenching costs on line extensions. Months-long negotiations resulted in a preferred rate just for CAHB members. We also recently partnered with NAIOP, an organization that represents commercial developers, to intervene against Xcel Energy on a tariff it filed that would have shifted additional environmental liability to property owners. After nearly a year of negotia-tions, we arrived at a settlement that reduced risk for residential and commercial property owners.

We’ve also managed to make the Rocky Mountain Builder Conference a profitable one. When we hit the economic downturn, we renegotiated the venue contract, saving CAHB an estimated $200,000. What’s more, we transitioned the general liability insurance program to a carrier that offered a higher level of protection for our members, while keeping premiums low. Finally, we re-established a workers’ compensation program with Pinnacol, resulting in potentially discounted premiums and cash dividend rewards for members.

All in all, none of these achievements would have been possible without the hard work behind the scenes by Amie. I’m pleased she will serve as my successor, as I could not possibly leave you in better hands. I also thank the CAHB Government Affairs Chair, Chris Elliott, with whom I’ve worked for nearly ten years. Chris taught me a lot over the years and I’m pleased to call him a friend. I’d like to acknowledge the tremendous effort put forth by our lobbying team — Steve Durham, Joan Green, and Jeani Frickey. They too, taught me much and I will miss them greatly.

Finally, I appreciate the many CAHB members with whom I’ve had the pleasure of work-ing with — and for — while I have been here. Without your involvement and your investment, none of our efforts would be possible. You are the reason we can do what we do.

Rob NanfeltCAHB Executive Vice President

after ten years, it’s been a pretty good run

Thanks to all

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Green building continues to gains

more ground as builders and

municipalities meet consumers

on their own turfBy Kim JacKson

COlORAdO BUildER FORUM March/April 2011 13

If you’re not already building energy efficient homes with a reduced carbon footprint — and a forecast by the U.S. Green Building Council (USGBC) is right —

you will be soon. According to the USGBC, LEED-related construction

spending from 2000-2008 generated $830 million in GDP, supported 15,000 jobs and provided more than $700 million in labor earnings. The organization forecasts that from 2009-2013, LEED-related spending will generate an additional $12.5 billion in GDP, support 230,000 jobs and provide nearly $11 billion in labor earnings.

Of that, residential construction spending during 2000-2008 generated $94 million in GDP, supported 1,240 jobs and provided $61 million in labor earnings. The USGBC forecasts that from 2009-2013, residential construction — LEED for Home — spending will jump to $1.5 billion in GDP, support more than 19,000 jobs and provide $945 million in labor earnings.

The writing is on the wall. Green building has hit its stride and continues to gain ground. Those builders who adopted green building principles from the days of the Denver Metro HBA’s Built Green program easily adapt to the trend of municipalities incorporating green building standards into their codes. Those who haven’t will be left behind — or have to make up a lot of ground to stay in the race.

Building green is “business as usual”“Everybody’s talking about green and sustainability,” ob-

served John Hovde, operations manager with Infinity Home Collection. “People come into our sales office and they ask about it. People are definitely more aware of it.”

The custom home builder got started with building green during the 2002 Denver Parade of Homes, when the Denver Metro HBA requested all the homes comply with Built Green. Since then, Hovde said, Infinity Home Collection evolved to the ENERGY STAR® program, and evaluated the LEED for Home and the National Green Building Standard for its new product line in the Stapleton neighborhood, Lime.

“We’ve just made the decision that we’re going to pursue a LEED certification on all homes in that product category,” he said. “So every home we build will be an ENERGY STAR-certified home, as well as a LEED-certified home.”

Review, analyze then choose the program that works best for you

If you’re deciding which program (of the many out there) to use when building green, that effort can be a full-time job all by itself. After wading through the requirements, com-paring them with how you currently build, estimating the increased costs involved with complying, then comparing the programs against each other, it’s easy to imagine throwing all the paperwork in the air and building as you always have.

Yet there are risks to doing things the way they’ve always been done. Some of those risks come in the form of construc-tion defects (see Jan/Feb ’11 Colorado Builder Forum for the story on that). Others come in the form of being forced to restructure your business as the municipalities you where you build increasingly adopt stricter green building codes. It’s easier to start building green while compliance is still voluntary for many jurisdictions than it is to stick your head in the sand.

Two programs have risen to the top and claim most of the green building market share: the USGBC’s LEED for Home and the partnership that was forged in 2007 between the National Association of Home Builders and the ICC 700, the National Green Building Standard (NGBS). LEED for Home incorporates the EPA’s ENERGY STAR as the energy effi-ciency component of its program. However, ENERGY STAR released its version 2.5 this year; next year’s 3.0 version is expected to be very rigorous and include many other compo-nents, such as indoor air quality and low- or no-VOC paint.

HERS rating is barometer of efficiencyEach of the programs has its point-based system. Each

has its system for verifying energy savings, however, the only true mark of an energy efficient home is the HERS rating. In Colorado, the minimum HERS rating for a new home is 85. Yet because many of the homes that Scott Rodwin designs for home owners are in Boulder County, the principal for

With 5,200 sq ft, five bedrooms and four-and-a-half baths, Rodwin Architecture’s Edge house in Boulder was finished in 2009 and was the second house in the state to receive LEED-H Platinum certification. It also received Energy Star, EPA Indoor Air Quality Package and EPA Advanced Lighting Package certification. The house achieved a HERS rating of 6; it uses 94 percent less energy than a code compliant house. The house also pioneered the first legally permitted gray-water system in Boulder.


Rodwin Architecture uses a HERS rater right out of the gate. Boulder County has one of the most-strict building codes in the country and when building a new home that’s up to 4,000 sq ft, homes must have a HERS rating of 50 or below. An 8,000 sq ft home has to have a HERS rating of 10.

“It makes doing very large houses extremely difficult,” Rodwin explained, “which is why we utilize HERS right off the bat. We always want to be in a position to deliver a house to a home owner in a most cost efficient way.” When he meets with clients, he asks what their objectives are for a “green” home. Some just want to keep their utility bills down. Others want to minimize their carbon footprint as much as possible. He incorporates ENERGY STAR guidelines in all his designs, not only to lower the cost of construction, but to give the owner tax breaks offered by ENERGY STAR. “Finding the most cost effective measures all over the house, really adds value to our services, as far as the home owner is concerned,” he added.

Architects lean toward LEEDBecause ENERGY STAR is incorporated in the process,

Rodwin uses the LEED certification process for the homes he designs. “One thing that’s rarely taken into account is when architects take on a LEED-certified project, the level of investigation of materials and project management is

dramatically higher than when you’re not doing a LEED program,” he said. “It’s the same with ENERGY STAR. You can’t have a casual set of specifications with high performance. If one subcontractor is out of compliance with the minimum, it can scuttle the entire project.”

In fact, Infinity Home Collection’s Hovde added that the biggest hurdle the builder has faced since committing to build green in 2004 has been the change of culture with trade partners and contractors “and getting them to do things differently — and understand why they’re doing the things different than they way they used to do them,” he said. “Some trades are more adept than others, but when you sit down and try to have a conversation with your framing contractor about insulation, they look at you like, ‘Well, what does that have to do with me?’ And it has a lot to do with it.”

Hovde has opted for building with the LEED program because, he said, “It’s more encompassing. It takes into account the location, the home’s distance to transporta-tion, existing infrastructure, distance to bodies of water and redeveloped land, versus raw land. Then it addresses indoor air quality, water conservation, energy usage, durability and sustainability. ENERGY STAR tends to focus more on energy conservation, although that’s evolving, too.”

Since 2004, Infinity Home Collection has been building Energy Star®-certified homes. Priced in the low $600s, this is one of seven homes in the builder’s Vita collection at Solterra community. The home features 2,850 sq ft with three bedrooms, two-and-a-half baths and a main floor master. The floor plan easily expands to a four-, five- or six-bedroom home, up to 4,400 sq ft. Other homes in this collection start in the high $500s.

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Ron Flax is an associate and project manager for Rod-win Architecture. He’s also the resident expert on green building there. He noted that the NGBS program focuses on energy issues more than anything else. While there are elements that discuss site and site design, he said, “there’s a fairly reasonable attempt to talk about resource conserva-tion in a wider perspective.”

He seems to favor the LEED-Home program because, “it pushes the resource issue and indoor air quality further than the ICC 700 (NGBS). The LEED is still more progressive simply by declaring intent. As these programs have ratch-eted up, the LEED standard is above and beyond what the common code requires.”

That said, Flax added that municipalities tend to align with the NGBS program, which is an ANSI standard. “It has to do with how codes are written. NGBS is specifically designed to be adopted by municipalities.”

Municipalities favor NGBS In fact, the city of Longmont adopted the NGBS program

into its green building code last year. “We adopted that at the same time we adopted the IECC 2009 codes,” said Chris Al-lison, chief building official for the city. “Compliance is set at a bronze level, the lowest level of compliance.”

Compliance with the code is voluntary until 2012, when it officially becomes code. “The NGBS bronze level of com-pliance is basic building requirements,” Allison said. “It’s what people are already doing. If you input that informa-tion, they’ll be in compliance. The ICC 700 is a fairly com-prehensive code. If I’m looking at adopting something, the one that seems closest to what we do, it’s easiest. And when you have a code book and commentary, it makes it easier to interpret than something we write ourselves.”

Allison added that because most builders are already building that way, NGBS simply requires them to provide more documentation. “From a building official’s standpoint, it doesn’t affect them much,” he said. “From a builder’s standpoint, there’s more documentation. We have a study guide that builders have to complete every year — and builders complain. What it means is they had to open the code book and get the answer. What did that hurt? Nothing. It gets the builder out on the property to take pictures and find out something needs to be fixed if it wasn’t right. To comply with the code we adopted, builders have to do some picture taking. It doesn’t require third-party inspection at this point.”

Programs can chew into time, cost moneyFeels a bit like watching a tennis match, doesn’t it? Robby

Schwarz is principal of Berthoud-based Energy Logic, a company that verifies and certifies for program and code compliance — including LEED and NGBS — throughout the front range. He works with builders at the planning stage

to establish a check list and “figure out how that particular project is going to meet the intent of a particular program, using a checklist for that project,” he explained. “The verifica-tion comes from when you are verifying when they say what they are going to do is done. You start with a checklist and go against it.” While the LEED and NGBS programs give build-ers choice and leeway, he added, “there’s so much confusion about what’s mandatory and what’s optional.”

The LEED-H program tries to separate the verifier from the designing process, “but the reality is the verifier has the expertise to give information to the builder for decisions they have to make on what products and techniques they have to use,” he said. “In the NGBS program, there’s not that separation. There’s so much choice in documentation gathering for those two programs to ensure that they’re vi-able for the builder.

Add to that the fees that are required to the organiza-tions themselves, such as LEED provider and verification fees. Schwarz said that a green rater goes out to the site to verify things. From there, “they take that information and funnel it through their provider to get the information back to the USGBC, which ultimately certifies the house as whatever level it achieves. It’s like preparing to defend a dis-sertation. You collect all this information and present it to the powers that be at LEED. Depending on the project, that process adds —not materials and all that — in the $2,000 - $4,000 range.”

The NGBS program doesn’t work quite the same way. Schwarz said, “The verifier fills out the checklist. There’s a scoring tool and it scores the house. That information goes back to the NAHB and the house is labeled. That process is in the $1,000 - $2,000 range.”

One opinion: Energy Star best fits buildersAll that back and forth between the programs is why

Schwarz likes the ENERGY STAR program. “It’s much more simply laid out for the builders,” he said. “It’s more economical. It’s a government-backed label and the govern-ment doesn’t charge anything for the program. What gets charged is a verifier and energy rater with the program who verifies the house.”

He explained that the ENERGY STAR program has both prescriptive and performance paths. “If a home can’t qualify for the prescriptive path, the performance path gives more leeway on how to construct that house. There are mandatory aspects you have to comply with, no matter which path you choose.”

The real beauty of ENERGY STAR is that it can be incorporated into both LEED and NGBS. Builders have been working with version 2 of Energy Star, which requires 15 percent more energy efficiency than the IECC. Version 2.5, which is in effect this year, requires 20 percent more efficiency and version 3.0 — which is expected to be a much

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more rigorous program next year — will require 30 percent more efficiency than the IECC standard.

“I believe the ENERGY STAR program is much more viable for builders,” Schwarz said. “It’s similar to code compliance in the sense that you’re given a performance matrix of what you have to achieve and the builder doesn’t have any choices but how to implement any of the items. ENERGY STAR far exceeds LEED and LEED far exceeds the NAHB program.”

Forcing green building to code affects marketing advantageAllison’s practical and down-to-earth approach to the new building code

is partly based on observation. “The biggest thing I’ve seen is the stuff that people get points for is showing up in lumber yards, such as people are stocking low-VOC paint. What does that hurt? Cleaner air? It’s not bad for the environment, the energy efficiency or the home owner. I was never one of the green army people, but things have changed on the code enforcement side of it. It’s different and opening people’s eyes to what’s available and what’s better for the environment, and health wise. I’m not sure what the down side is to this.”

Some would say it’s money. Kim Calomino is vice president of Techni-cal and Regulatory Affairs at the Denver Metro Home Builders Association. “The HBA actively opposed adopting the ICC 700 as a code requirement because it’s expensive,” she said. “We support voluntary compliance with above-code programming.” The ICC 700 (NGBS) is a “voluntary, above code program that was intended to provide a market advantage to builders. If you make it mandatory, it’s just code. If you can’t sell faster or at a higher price, it diminishes demand.”

Allison — himself a builder for 22 years before joining the city — hopes that Longmont’s code will encourage builders to build differently than they way they’ve been building for years. “Old-school builders are not used to it and it’ll be more difficult for them,” he said. “The newer guys coming into the system are going to be using this stuff. They’re using digital cameras and computers in the field. They’ve been given this technology and they’re using it. Sooner or later, it’s going to be mainstream.”

Builder expects all programs to become obsoleteHovde added that he sees the energy programs — LEED, NGBS and

ENERGY STAR — will become obsolete because “all of those things that are part of those programs now are going to be codified,” he said. “They’re not going to be optional programs that you can opt in or out of at will. These programs are getting to the point where they’re close to fulfilling their goals.”

He also supports municipalities codifying green building. “You can paint two pictures. One is it’s a selling advantage when you’re doing these things above and beyond code that aren’t necessarily required. On the other hand, if you’re doing all these things above and beyond code, you’re also introducing more cost into your home that maybe the other guy is not doing or doesn’t have — and it’s not a level playing field. The whole idea of these programs in general was to raise the bar and do the right thing,” he said. From our stand-point, we support seeing these things codified and making it a level playing field. It’s really a marketing advantage either way.”

One of the things Hovde shows to home buyers is that “green can still be cool. You can still be green and have great architecture and design, a comfort-able home and it can be affordable. People are definitely more aware of it and we just think it’s the right thing to do.”

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Tony Torres’ dining room. Photo courtesy Michael McConnell.

Tony Torres’ kitchen. Photo courtesy Michael McConnell. Lindsey Garner’s living room. Photo courtesy Billy Iverson.

Tony Torres’ living room. Photo courtesy Michael McConnell.

Rae Jamison’s sitting room. Photo courtesy Cheese and Crackers.

ColorAdo Builder ForuM March/April 2011 21

Marketing Media Mashup

Local condo

development throws

PBS reality show, pod casts into the mix to

feature property

by K i m Jac Ks o n

Lindsey Garner’s sitting room. Photo courtesy Billy Iverson.

Tony Torres’ Chanel room. Photo courtesy Michael McConnell.


It’s been said that the worst is behind us. Some may agree; others may not. Regardless, one thing everyone in this industry has learned is that how we do business has changed. We’ve also learned that to stand out from the crowd,

you need to do something different, sometimes take a chance at doing something your competitors aren’t — or won’t — to close more business.

And while this is a back story, a sidebar, if you will (and on the surface, seemingly unrelated to home build-ing), to the bigger one of a downtown Denver multifam-ily development that ranked as the fastest-selling project in the country last year, it illustrates how thinking out of the box — doing something differently — adds up to more homes sold and a healthy bottom line.

The SPIRE is a 41-story residential tower in the heart of downtown Denver’s theater district on 14th Ave. and Champa St. With a central downtown loca-tion, it’s close to everything that’s hip and happening. It’s a LEED-certified building with condos that range on average from $260,000 for a one-bedroom to $399,000 for a two-bedroom unit. The upper floors command higher prices, including the three two-bed-room units that are featured on the Rocky Mountain PBS show, Designer Within 2010 @ SPIRE, which hover around $799,000.

great location, quality and affordability add up to top-selling project in us

Chris Crosby is the executive vice president of the Nichols Partnership, the developer of the project. He attributes the project’s success to the inherent design of the building, in that “from the first day, we designed the building for walkability and location. And when it came down to making decisions about the building, we wanted to deliver the price point for most of the homes between $200,000 and $400,000. What we accomplished is Type I construction that’s LEED certified, at a price point that doesn’t compromise quality.”

Closings on SPIRE homes began last May. Of the 493 available, 201 homes were closed last year. “We know of no other project nationally in 2010 that has sold more homes than SPIRE,” he said. As of late February, the project had already taken more than 20 contracts and expects to sell about 120 homes by the end of the year.

To maintain that desired affordability, Crosby put together a catalog where home owners can select from “extremely high quality materials,” yet a limited spec-trum of finishes. “I don’t have 25 different quarry tiles that you can pick from,” he explained, “but I picked some great tiles that 99 percent of the people love and that we got at a great price.”

All by itself, the story could very well have ended there. The units appeal to Boomers who want the ease of downtown living (or even a convenient second home), along with the young professionals who find the SPIRE meets their living standards at a price they can afford. Yet honestly, there are a lot of Colorado multifamily projects that appeal to both Boomers and — dare I say it? — their kids. So what’s happening here that’s creating more appeal — and closings — at the SPIRE?

a new Marketing twist with a coMfortable MediuM: tV

To some extent, that’s where Andy Lawrence comes in. As owner of Cheese and Crackers, LLC, a television production company, he conceived of the idea and pro-duced the Young Designer Challenge in 2008. The show centered around six empty homes and how six interior designers tricked out the homes by featuring their styles and their show rooms.

Crosby was a fan of the Young Designer Challenge and when Lawrence pitched his idea last fall about pro-ducing another show that leveled the playing field, both in terms of using the exact model home and opening the challenge to experienced and inexperienced designers alike, Crosby jumped at the chance to feature the SPIRE. And the Designer Within 2010 @ the SPIRE was born.

Lindsey Garner’s second bedroom. Photo courtesy Cheese and Crackers.


Marketing tactic: engage key influencers

From a marketing perspective, you can see how different that is, all by itself. “I looked at it as there was really no downside to it other than time. But that’s a good investment of time and energy,” Crosby observed. “I look at the design community as opinion leaders of the housing market. If you’re looking to enhance the home, you want to engage the design community. My perspective is to align with the design community and the building community to get exposure. The Designer Within brought us exposure within that community.”

Because the competition was open to anyone who wanted to design for the show, Crosby and Lawrence held a launch event, which 30 or so designers attended, asked them to tour the Tremont model at the Spire — a two bedroom, two –and-a-half bath, 1,664 sq ft condo — and handed them a foam board that designers used as the contest entry.

suppliers created buzz, tooMeanwhile, Lawrence began meeting with local

suppliers for contributions. In all, he garnered about $150,000 in goods and services for each of the three units. “The emphasis of the show was really about what Colorado designers do, inspired by a space that’s actually in downtown Denver,” Lawrence said. “We have a way of doing things here that’s slightly differ-ent from New York. It’s different from California. The combination of bringing the west to downtown was phenomenal and the designers all embraced that.”

From a few dozen submittals, six finalists were chosen and from there, the final three contestants were selected. In 12 half-hour segments, the show follows the three designers as they turn a blank canvas — the condos — into a finished masterpiece. It’s slated to air on Rocky Mountain PBS three Sunday evenings (two back-to-back shows each night) beginning in April. You can also watch the pod casts on your iPhone or iPad through cheeseandcrackers.tv/tdw.

Obviously, with $150,000 in goods and services for each unit, many suppliers were involved with the project. Brian Workman, owner of Blind Corners & Curves, partnered with Hunter Douglas to provide window coverings for the contest to the tune of about $10,000 for each unit. While the three designers want-ed automated window coverings for all the windows, Workman said that he was able to provide automation for at least one window in each unit. For example, one designer used a timer on a Vignette product that was used as an alarm clock. The shade blacked out the win-dows and when the timer was set for 7 am, the blinds opened to the day.

trades win through additional work, too

Workman’s investment in the show has already paid off in that the three designer finalists have brought him in on projects to help with their clients. And if Lawrence came to him with another show, Workman said, “We’d do it again. We’ve already received good residual from it.”

As soon as each home was finished — and filmed — it was placed on the market. Buyers can choose to buy the design package as part of the home. Vendors receive the trade value of the sale and the proceeds are donated to the Kempe Foundation for the prevention and treatment of child abuse and neglect. When the show airs, Lawrence plans for an event where the general public can tour the homes (if they’re still available) and visit with the vendors who supplied products and materials for the home.

“Everything about this show is much more personal to Colorado,” Lawrence said. “It’s a great way for small businesses to get involved in a television show and if they’ve not done it before, to dip their toe into the new media type of advertising and promoting themselves.” And if you’re a viewer, “you can go to the store that you’ve seen on the television show. You can’t do that if it’s an HGTV show from New York.”

Rae Jamison’s master bedroom. Photo courtesy Cheese and Crackers.


More buyers want a MoVe-in ready hoMeWorkman observed that when people see products

in a finished setting, “it makes the home much more complete, presentable and ready to purchase. Some of the trends that we have seen in the building com-munity are that if you show it, it will sell. If you have a model home, making it attractive from the moment the buyer enters the home is just huge. If you’re looking to save budget on some of the details of the model home, you’re probably missing opportunities. We’re seeing more people who want to purchase a home that’s done, move-in ready.”

So let’s look at some numbers. There were 30 designers at the launch event. All toured the units. Of those, six contestants were whittled down to three finalists. ALL of the designers have clients who may just fit the demographic profile of the SPIRE buyer. And it hasn’t even aired yet. When it does, there’s that much more exposure for the property. Add to that Lawrence is making each episode a podcast, so you can watch it on your mobile at your own convenience. After the show airs, the public will be invited to tour the SPIRE units and meet with suppliers on the project.

future show a Mountain hoMe? Through the two filming projects, Lawrence has dis-

covered that the public can’t get enough of interior de-sign shows. So he’s looking ahead. For season three, he said, “we would certainly welcome a mountain home. Lead’s head up into the foothills, or even farther. Let’s get ourselves to Vail or Silverthorne or somewhere and see what our designers can do with a more traditional sort of space. Or we could have the designers make over three town homes. The possibilities are endless.”

eVen in tV, it’s no longer business as usual

And like it is for home builders, Lawrence said of the television industry, “We’re in a climate at the moment where it’s not business as usual, and I don’t think it will every really go back to business as usual. As a televi-sion company, I have to sit here and think, ‘Okay. This isn’t something we just make that goes out on television and then we move on. We now have to think about live events, interior design classes, an interior design show. We have to think about involving the print side of things. We can’t think like we used to about our industry any more.”

He added, “I think likewise, the reason this was attractive to developers and vendors is that they’re hav-ing to do the same. This is a way that they can intro-duce products and services, not only to a television au-dience, but to a live audience and a web, a new media audience. You can watch the show while commuting in on the light rail in the morning or sit around with your family on the 50-inch plasma on a Sunday evening on your television. Everyone realizes that they have to think about things in a slightly different way.”

Tony Torres’ kitchen. Photo courtesy Michael McConnell.

Tony Torres’ entryway. Photo courtesy Michael McConnell.

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[Johnson Box] “Results, Why, man, I have gotten lots of results! If I find 10,000 ways something won’t work, I haven’t failed. I am not discouraged, because every wrong attempt discard-ed is often a step forward.” — Thomas Edison

Thomas Edison was talking about his efforts to invent the light bulb. But his willingness to immediately get rid of something that didn’t work is exactly what’s needed in today’s fast-changing home building landscape.

And believe it or not, one of the surest ways to keep your business profitable and on track is to do what Edison did: Fail frequently.

“Failing” doesn’t mean you need to close up shop and start over. What it does mean is that you need to recognize early on when something’s not

working, and stay flexible enough to change course before you go too far in the wrong direction.

The concept is a lot like sailing a boat. You may want to sail from point A to point B, but that’s not how boats work. You’ll never go in a straight line from point A to point B. So the more frequently you tack the sailboat—that is, adjust your direction—the quicker you’re going to get to your destination. To do that, you some sort of indicator to show you when you’re off course—a compass, the horizon, the stars.

The same thing goes for your business. Not everything works all the time. And if something isn’t working, you want to quickly change what you’re doing to tack back into the right direction.

For example, the longer it takes you to build a house, the more money you could lose just in interest

Frequently fail your way to profitability

b y J e f f P r a g e r

yo u r w i l l i n g n e s s to fa i l a n d l e t

g o o f w h at ’ s n o t w o r k i n g w i l l

h e l P yo u P r o s P e r — f a s t e r

Jeff Prager,Founder and Ceo, Backroom Management Services


carry. So the sooner you can spot that you aren’t on schedule, the sooner you can take immediate action to correct it. But if you don’t know you are going off course, one problem com-pounds into another.

Economy be damned: Some builders are reacting to market changes — and doing just fine

In an inflationary environment, inflation makes up for a lot of mistakes. But we’re not in an inflationary environment, so you need to look at every penny you spend and make sure that you’re getting a return for that money. It’s a whole philosophy change. But it’s necessary because, as an industry, we’ve been sloppy. And if you look, even on Wall Street, when companies do well or the economy is doing well, the CEOs take the credit. As soon as the companies start doing poorly, the CEOs blame the economy.

And that’s what’s happening in this industry. But the econ-omy can’t be your excuse. If you’re not reacting to it, you’re making it that much easier for somebody ELSE to survive and do well in your place.

The builders who will survive are those who are position-ing for the long term. They’re changing their model to react to what’s going on in the bigger economic environment. In other words, they’re increasing their frequency of failure. They’re test-ing ways to change, to see what works, what doesn’t, and how they have to re-invent or recreate their businesses.

For instance: we all know that the banking system has virtually shut down as it relates to real estate. Is that an excuse? Or does that mean you have to look for another source of money — and a non-conventional one at that? People are still building. Homes are still selling. Home owners are still remodeling. There’s activity; it’s just not the activity we’re used to. So you have to adjust to the economy and come up with a different way of working.

Model gives you a way to make changes before bank account goes into red

Frequency of failure is another way of saying, “How do you uncover your path to success?” Once you set benchmarks for performance, then you can look to see if you’re on track. And if you’re not on track, you don’t have to wait for a nega-tive bank account to know it. The key is making decisions more quickly than you used to and changing tactics more often, until you figure out what works.

What I mean by failing frequently is that as soon as you know something is off track — that is, something is not match-ing the benchmark — you should change it. Frequency of failure is just another way of finding what works for you.

Changing trajectory means faster profitabilityI apply this principle to my own company, Backroom

Management. In fact, if you met me two years ago, you’d think I was running a whole different business than if you met me today. But I’m not. I’ve just adjusted course as condi-tions changed to keep my goal ahead of me.

Here’s what I mean. When I first started the business, I created a software package to handle all aspects of the home building industry. When I was a home builder, my produc-tion people would fax their information on Friday night, my salespeople would fax it Monday morning, my job costing was kept in Excel, and my accounting was done in Peachtree. I had four different sources of information, and none of them synced with each other. One day I said to myself, “There’s got to be a way to consolidate all this information.” So I devel-oped Backroom Management’s software.

The idea of the software is to make it much more simple to run your business. And although I’m an accountant, the system was designed around management. It integrates ac-counting, job costing, time and billing and scheduling.

After writing our business plan and establishing goals, we started on our journey. I told everyone I was running a software company. And all my advisors assured me that I was indeed a software company. But I quickly realized that most of the builders I was working with demanded more than software. They wanted help managing their businesses. If I sailed down the path of offering software alone, I was going to be steering away from my goal.

When I was running my home building company, one thing I did to make management easier was to identify seven key indicators for determining success. These were like the points on the compass—they told me if we were moving in the right direction. Suddenly I realized that it was time to acknowledge the error of one path and move down another. So I integrated seven key numbers (as I now call them) into my software AND my business.

Seven key numbers for building successThe seven key numbers are like the stars on the horizon

for a business; they help you stay on course. For my own business, suddenly I wasn’t selling businesses software. I was helping builders, contractors and other service providers simplify management, so they could focus on what they do best. Our goal hasn’t changed, but our path adjusted as the conditions moved. And that’s what you have to do in your business—in this economy, more than ever.

You’ve got to start off slowly in any business. When we started our home building business, we were upside down a million dollars before we figured out how to make it correctly work. And once we did, we started making money, quickly. That’s the bottom line: Figure out what works before throwing a lot of money at it, then start capitalizing on that.

You have to use numbers to succeed. You don’t have to do math, but you have to use numbers by comparing where you are with where you want to be. That means looking at two numbers, seeing which one is bigger, and deciding which one needs to be bigger.

Numbers equals success, because that information is financial freedom. Over my 40 years as a CPA in the home building industry, I’ve created seven key numbers for building success:


Denver, Co (303) 289-3271

DistributeD by:

1. The number of leads generated.

2. Your conversion rate. Now that I have a lead, what percentage becomes customers?

3. Your rate of customer retention. Of the customers I’ve had, how many will I have future transactions with?

4. The number of transactions/customer.

5. Your average price/transaction. This gets into pricing strategies. How do you price your product? What’s the right price? What kind of terms do you offer to get people to buy?

6. Your variable costs. In the construction industry, how much does it cost you to deliver your product?

7. Your fixed costs. How much does it cost you to keep your doors open?

As the owner of a business, you really only have three re-sources: Time, energy and money. (Remember that time is only your time, because employees’ time is paid for as money.) By looking at these three resources — and there’s a finite amount of all three – you begin to see where you’re wasting them. The seven numbers help to minimize how much time, energy and money you have in the business, and maximize how much cash flow you can generate.

I look at these seven numbers every morning when I get to the office. I open up the dashboard on the software and I look at my numbers. If they’re good, I just keep drinking my coffee. And if they’re not—man, I’m in action. The faster you know things are off track, the faster you can correct them, and the easier it is to man-age a business.

THAT’S the time to throw money at the problem: when you know it’s working.

Jeff Prager is founder and CEO of Backroom Management Ser-vices. For 40 years, he’s been a CPA, CFO, and business owner and has spent his career in real estate and construction. He was the controller for one of the largest privately owned builders in the late ‘70s, Alpert Homes, as well as a VP of Finance for a real estate syndication firm before opening his CPA practice. Then in ’94, he launched Strauss Homes with Steve Strauss, which became ranked the 72nd largest privately owned company in Colorado. As an adjunct professor at the University of Colorado at Denver, he teaches Managerial Economics to master’s level students. Seven months after retiring in 2007, Prager was back at work, creating the Backroom Manage-ment software. For more info: call 303-221-0823, backroommanagement.com or [email protected].

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giving back by Kim Jackson

Colorado’s builders donate their time and talents with homes for our troops to welCome home severely injured veterans

Build Brigade used to construct 100 homes — and counting

The World Trade CenTer aTTaCks on September 11 ten years ago launched Operation Iraqi Free-dom and later, Operation Enduring Freedom in Afghani-stan. Nearly 467,000 troops were deployed for Operation Iraqi Freedom mission alone. Since 2003, 4,439 American troops have made the ultimate sacrifice and the U.S. De-partment of Defense reports that more than 42,000 troops have been wounded in action in the two missions.

Some of the troops leave their homes as able-bodied men and women, and return home severely injured. For example, Staff Sergeant John Jones was in the seventh vehicle of a 35-vehicle convoy near Al Qaim, Iraq, when it hit a double stacked antitank mine. The mine exploded un-der his Hummer and launched him 25 feet through the top of the vehicle. He suffered multiple injuries that eventually led to the amputation of both his lower legs.

Staff Sergeant John Jones was in the seventh vehicle of a 35-vehicle convoy near Al Qaim, Iraq when it hit a

double stacked antitank mine. The mine exploded under his Hummer and launched him 25 feet through the top of the vehicle. He suffered multiple injuries that eventually led to the amputation of both his lower legs.

Army Sergeant Tim (TJ) Johannsen was on his second deployment in Iraq when a pressure plated IED exploded through the floorboard of his Humvee in June 2007, instantly amputating his right leg below the knee and left leg above the knee. After he was air lifted to Landstuhl, Germany, he was transported to Walter Reed Army Medical Center, where he spent two –and-a-half years in rehabilitation.

Army Sergeant Jeffrey Adams was on his second tour in Afghanistan in August 2009, when the Mine Resistant Ambush Protected vehicle he was riding in ran over a pressure plated IED. He was transported to Bagram, where his right leg was ampu-tated before transferring to Landstuhl, Germany, then to Walter Reed Army Medical Center, where his left leg was amputated. He is still at Walter Reed, receiving therapies and treatment.

Fort Collins-based Larry Archer, with Spring Creek Homes, completed his first home for Homes for Our Troops for Sgt. John Jones and his family in July 2009.


When these troops finally return to their homes, they’re faced with even more challenges: getting around in their own homes. Narrow doorways, inaccessible showers and kitchens and even moving around in open spaces, such as a living room, prove unwieldy and frustrating for these severely injured troops.

9/11 launches the non-profit organizationIt was stories like these that prompted John Gonsalves

to start Homes for Our Troops. Gonsalves was a Massa-chusetts construction supervisor when he saw a news clip about a soldier who had lost his legs to a roadside bomb in Iraq. He decided on the spot that he wanted to volunteer his time to retrofit homes to accommodate the troops who returned home severely injured from serving our country.

That’s when he discovered there was no organization that did just that. So he started the non-profit organization in 2004. Homes for Our Troops is committed to helping those who have selflessly given to our country and have returned home with serious disabilities and injuries since September 11, 2001. The organization raises donations of money, building materials and professional labor to coordinate the process of building a home that provides maximum freedom of movement and lets the troops lead a more independent life.

In 2004, the nonprofit built just one home. Seven years later, Homes for Our Troops is completing its 100th home this spring and expects to build another 40 homes this year. In Colorado, five homes have been completed for troops and as of this writing, two are under construction.

Gonsalves said that Homes for Our Troops is one of the top-rated military charities in the country. “There are fiduciary responsibilities that we take very seriously,” he said. “Through the American Institute of Philanthropy and Charity Navigator, we’re very highly rated.” As it nears completion on its first 100 homes, there’s a new campaign

under foot: 100 More Homes for Our Troops. “Colorado is one of our more active states, and the more people there we can get involved, the better,” he added.

Larry Archer has been building homes for our severely injured troops since 2007. The owner of Fort Collins-based Spring Creek Homes created a “Build Brigade,” based on the Amish tradition of a Frolic, where the com-munity gets together to build a home, barn or other build-ing for a family. “My wife’s family was Amish,” he said, “and I’ve been doing that since long before 1980, when I started my business.”

How a build brigade worksThe troops choose where they want to live and select their

floor plans. Land is acquired, a general contractor is con-tacted and the building process begins. The general contractor often brings subcontractors, trades and suppliers to the table, while Homes for Our Troops is simultaneously raising money and bringing additional people and supplies to the project.

Before the Build Brigade, the general contractor ensures that the foundation is snapped out, base plumbing, con-crete work, infrastructure (water, sewer, gas, electric) and grading is completed. Some walls are prebuilt and pre-pared for framing. Lumber is delivered the week before the Build Brigade. couple of days before the Build Brigade, the logistics crew sets up food and services tents, along with port-a-potties.

The Build Brigade begins on a Friday and ends that Sunday. During that weekend, the Build Brigade frames, trusses and sheets the home, then installs doors, windows and siding. From there, the general contractor finishes the

Based on the Amish Frolick, Larry Archer used a “Build Brigade” for Sgt. Jones’ home. Homes for Our Troops liked it so much, he’s since worked with other builders around the country to build 35 homes for the non-profit organization.


home. On average, from ground breaking to finish ranges between 90 and 120 days.

Homes for Our Troops liked Archer’s Build Brigade so much, he said, he was asked to “go around the country to set up and initiate Build Brigades. So that’s what I do for them on weekends.” To date, he’s volunteered on 35 Build Brigades.

giving back is how archer serves countryArcher’s reasons for giving so much of his time while he

builds homes in the Fort Collins area are simple: “I come from a long line of military,” he said. “I was part of an era when there was no draft; all you could do was register. So I didn’t get to serve my country in that way. This is my way of providing service to the country by serving those who served us and have given so much.”

He built the home in Fort Collins for Staff Sgt. John Jones and his family. Jones was living in a rented home with his wife and three children and when he returned home, found it was really tough to get around the home. Archer built a 2,600 sq ft ranch home for the family — and in the process, his family and the Jones’ have become good friends. “We spent New Year’s Eve together, we went to the rodeo. Their family does a lot of stuff with our family,” he said.

builders use nonprofit’s floor plansHomes for Our Troops has three floor plans that build-

ers can build for the troops. All are ranch homes and hover around 2,700 sq ft in size. Some of them are LEED certi-fied homes. All are Energy Star® rated. “Green building is

something that’s always been important to us. Outside of a good cause,” Gonsalves said, “they’re all good, quality homes. They’re not starter homes.”

Mark Cucarola built a home for Sgt. TJ Johannsen and his wife at Wild Point Ranch in Elizabeth. The couple cur-rently has a tri level home, with no bathroom on the main living level. That forces Johannsen to leave his wheelchair at the base of the staircase, then hoist himself up a flight of stairs to relieve himself, then scoot his way down to his wheelchair again. All told, it just doesn’t work.

Sgt. Johannsen’s home is LEED PlatinumWild Point Ranch is designed as a LEED-Certified

development, at a minimum. When Homes for Our Troops contacted the owner of Castle Rock-based Platinum Homes, he said, he “knew it was a really terrific cause and some-thing we wanted to be involved with. They want the home to be built to minimum LEED-Certified standards; we’re building an incredibly energy efficient home — almost a net-zero energy home, to LEED Platinum standards (“They didn’t contact us for our name,” he laughed. “Platinum is just a happy coincidence.”) That fit in real well with what we’re doing on a large scale in this particular subdivision. We were excited to take on the home for him.”

Cucarola started on the 2,700 sq ft, four-bedroom home just before Thanksgiving last year. With slab granite tops, high-quality cabinetry, wood flooring and materials through-out, “it’s what anybody would classify a semi custom home,” Cucarola said. “The biggest hallmark of the home is that it

giving back

Homes for Our Troops honors Sgt. Jones’ service to our country and celebrates the completion of his new home with a key ceremony in July 2009.

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incorporates a geothermal heating/cooling system. It also has two kilowatts of solar photovoltaics that powers it. It has a super-tight, super-insulated building shell that really is designed and built with the current building science we know of today. This home will only use 15 to 20 percent of the energy a typical new home would use. The energy bills it will take to live in this home will operate for just a few dollars a month in terms of energy usage, really essentially forever.”

cucarola honors his father, country by building Johannsen’s home

While Cucarola likes to get involved in the community and help where he can, Homes for Our Troops holds a special place in his heart. His father — who is 90 years old and still well, fairly active and in good health — was a WWII prisoner of war who was injured and endured six months in a German concentration camp. “We’re lucky to still have him alive,” he said. “I certainly respect and am humbled by what he went through and all the stuff he experienced as an WWII POW.

“Helping out the military is a great thing to do. Those guys have given themselves, given their all. Tim (Johannsen) comes back and puts his life back together and you just want to help these people. They have a great attitude and you really just want to help them out that much more.”

The Johannsens welcomed their first baby in December. Cucarola finished the home March 18 and the family moved into their new home after the “key” ceremony March 26. It was such a good experience, Cucarola said, “we may be getting involved in some others, depending on the rollout plan for the front range area.”

He added, “A lot of contractors, subcontrac-tors and suppliers can identify with our troops. When we see TJ walking around out there with two prosthetics, it makes it all worthwhile and rewarding to see that. Not only do we appreciate it, but people in the construction industry really understand how the troops put themselves out on the line every day. People really pour their hearts out for our troops. It’s really tremendous.”

Dennis grover: “it’s completely personal”Unlike Cucarola, Dennis Grover has spent

many years with his head down, charging ahead. The owner of Colorado Springs-based Genesis Custom Homes has been in business for 22 years, building his buyers’ dreams.

So when he got an e-mail from Homes for Our Troops, asking if he’d be a general contractor — “for gratis,” he said — on Sgt. Adams’ home, Grover

giving back

With four floor plans, Homes for Our Troops builds semicustom homes that are fully accessible for our servicemen returning home. Sgt. Jones’ kitchen includes granite counter tops and stainless steel appliances.

Mark Cucarola, with Platinum Homes, built a LEED Platinum home for Sgt. TJ Johannsen, which was completed in mid-March. “Helping out the military is a great thing to do,” Cucarola said.


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signed right up to do it. And while he doesn’t typically get involved in too many projects of this kind, he had a very good reason to do it now.

You see, Grover’s 19-year-old son Clark left for boot camp at Camp Pend-leton on December 6; he was graduated in early March. “So when I got the e-mail, it really hit home with me,” he said. “I shared with my wife how I felt and she felt exactly the same way: It’s something we wanted to do.”

He’s building a three-bedroom, two bath 2,600 sq ft ranch with covered front and rear porches and a two-car garage for Sgt. Adams in Elbert. He did all the preliminary work before the Build Brigade March 18 and it’ll be ready soon, to welcome Adams and his fiancé home from Walter Reed Medical Center.

For him, building Sgt. Adams’ home is “completely personal. There is no business side to it,” Grover said. “I guess I run with my head down, like a lot of people do, and sometimes, you think about helping

out, but you never take that time to apply yourself. And this opportunity slapped me in the face, so here we are.”

He’s already been asked to build other homes, “and I told them that I would. I would be good for one a year. I love building, to begin with. So what better way to give back than to do something you really like?”

While Grover feels he’s no more patriotic than the average Ameri-can, he said, “I can assure you of this: When you get involved with a project like this, you become more deeply patriotic and you have a better understanding of what it is you’re even involved in, once you get into it. I’ve been blown away by how many people step up to the plate when they hear about the

project to donate their time and, in many cases, materials — and want nothing in return other than to just help out. That, in itself to me, is so powerful, it just overwhelms me.”

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Jon lindsTrom has been providing general liability coverage to builders and their trades through a special CAHB-packaged program for five years. He was instrumental in working with Pinnacol to provide a highly desired worker’s comp program for CAHB mem-bers and has been a strong ally for the industry as builders have navigated the state’s rough insurance waters.

Like us all, there’s another side to the area vice president for Arthur J. Gallagher Risk Management, one that’s perhaps lesser known. Yet if you play golf, THAT side may after all, be the more well-known one to you. You see, from the time Lindstrom was a “wee little one,” as the Scots would say, the former professional golfer has been hitting the links.

He began playing when he was eight, while his father was an Arizona golf pro. After his father died two years later, Lindstrom’s grandfather carried on and taught him more about the game. “I pretty much grew up playing golf with my grandfather,” he said. “He was a scratch golfer and physician. I really played a lot with him and his friends.”

First job: cleaning golf carts in exchange for time on course

He grew up in Seattle and it’s no surprise that his first job was at a golf course. When he was 15, he cleaned the

golf carts and made sure the batteries were plugged in and had enough water. “My pay was I got to play golf for free at the municipal course,” he noted. “I worked about eight or ten hours a week and it allowed me to practice for free and play at the golf course.” A couple summers later, he got paid to do similar things and pick up the range.

He played golf throughout high school — lettered all four years — and “was part of the top three or four high school players in Washington state at the time,” he said. While he also played basketball in high school, golf was his real ticket. It gave him a full ride for four years at Washing-ton State, where he was a Pac-10 All American.

Turned pro after collegeHis degree in Ethics and Philosophy prepared him for

law school, but after graduating in 1990, his life took a different turn. “I worked for six months as an assistant pro for a country club right out of college,” he explained. “I played well enough for the sectional tournaments (for local pros in Washington) that I thought I could give it a try. The winters were pretty slow, so that first winter after college, I took three months off, went to South America, came back with more money than I left with and I went from there to playing full time.”

mEmbEr SPoTLigHT by Kim Jackson

former golf pro jon lindstrom ensures builders have aCCess to insuranCe by swinging deals with Carriers and insurers

Trading clubs for contracts

After leaving golf as a pro, Jon Lindstrom is a nationally ranked amateur and is regularly invited to prestigious national and international events.


His passion became his full-time “job” for five years. He played throughout the United States, as well as in South America and Europe. In his second event, Lindstrom finished second with a handsome purse of $10,000. “They paid me in a giant wad of used, old $20 bills wrapped up in a rubber band,” he said. “So I high-tailed it to the nearest bank in Venezuela, and paid an exorbitant fee to have it wired to my account in the States. That was my first big check.”

While he did well playing throughout the world, Lind-strom said he was never big enough to have an agent. He set up his own travel schedules and found out where the tour-naments were. “I had to figure it out and go for it, and at the same time, play well enough to make money to go to the next week. I was able to do it for almost five years straight.”

illness caused career changeThat’s when he got slammed with an intestinal infection

in South America that knocked him out for six months. Being sick for that long got him to thinking about his life on the road. “It was a lot of fun,” he said. “A lot of my friends were able to go to Europe for a year. I got to play golf for five years. But to be honest with you, it was just too much work. It was a lot of traveling and there’s really no guarantee how well you’ll ever do. The fact that I got sick and had no way to make any money scared me a little bit; I could be out there and get sick again and be 35 and have a hard time finding a job.”

He returned to Seattle and worked for a seafood im-porter, selling to distributors and grocery chains around the country. Lindstrom did pretty well with that for a few years, when his younger brother Steve — who went to work for Allstate Insurance Company straight out of college and was then an area manager — talked to him about becoming an agent. Lindstrom toyed with the idea for a while and in 1999, decided to do it. His then-girlfriend and now-wife Stacey wanted to come home to Colorado, so in 1999, they opened an Allstate agency in the Denver metro area.

Lindstrom was an entrepreneur again. And he liked owning his business. “You would think golf is completely different from that,” he said, “but I was running my own business, which was me. I liked the freedom. I liked the idea of owning my agency. I felt I knew how to do that better than just being a cog in a bigger wheel.”

Sold his agency and focused on commercial insurance

During the last three years of his successful business, he began to write commercial insurance through partnerships with different brokerages. During the last 18 months of his agency business, he was mostly selling commercial insur-ance to these brokers. So in 2006, he sold the business and went to work for HRH Willis full time.

He wanted to do business with associations and put to-gether his first association program with CAHB. “I’m attracted to that type of business because I like to find a way to take the strength of a group or association and use that as leverage with a carrier to get better rates or coverage,” he said. “At the same time, it offers a member benefit to the association.”

Takes a personal stake in builders’ successAnd while it began as a strategic move — entering the

home building industry when others were abandoning it — once he met members and “I realized how passionate they were about it, I fell in with that and ever since, I really felt I had a personal stake in seeing the association through to the high times.”

Fortunately, Lindstrom likes solving problems. “There’s never a short list of problems insuring home builders in Colorado,” he quipped, “whether they’re struggling to stay in business or to find a product that actually insures them. I like finding the right carrier and the right partners to offer the best product.” And with the passage of HB 1394 last year, he said, “insurers felt like they were being pushed out of the market.” Since then, he’s negotiated with carriers

Lindstrom today keeps busy with Stacey and their young children, Mia and Jake. “We spend a lot of our weekends in kids’ activities. And we really take advantage of the mountains in the summer.”


to keep them in the market — and help them understand that this is a good thing for them, the insurers and builders.

Lindstrom left HRH Willis in January to re-invigorate the construction program at Arthur J. Gallagher Risk Manage-ment. “The Denver office offers much more freedom for me to not only maintain some of the business I had, but grow it and add value,” he said. “As long as what you’re doing makes sense and money — and keeps everybody happy — you can do it. I hope to bring to Gallagher the construction, association and program business.”

Home life is his main focus these daysLindstrom and Stacey met in Seattle when Lindstrom and

his brother stopped by a mom-n-pop pizza joint for a quick beer and bite before heading to a movie — and she waited on them. “I thought it would be creepy to ask out a waitress while we were eating there,” he said.

Then he noticed a “Help Wanted” sign. He found out what nights she worked and told them he could only work those nights. He worked there for a month, until they started dating, then Lindstrom quit. “She thinks it’s funny that I thought it was less creepy to be stalking her and get a job than it was to just ask her out as our waitress,” he remembered, “but to me,

it made perfect sense. And I thought if it didn’t work out, I could use the extra money.”

Today, they have two children: six-year-old Jake and four-year-old Mia. With Jake in hockey and Mia in soccer, Lindstrom admitted, “we spend most of our weekends in kids’ activities.” Stacey was an architect when she met Lindstrom in Seattle (and moonlighted at the pizza joint). She now handles the marketing, operations and office administration for the Bal-Swan Preschool in Boulder county. Lindstrom helps out with a number of fund-raising events for the school, including the annual golf tournament. “I try to help out whenever I can with the school,” he said.

Still has his national amateur rankingHe still plays golf and competes. After regaining his ama-

teur status in ’96, he’s played in a number of events, including the U.S. Amateur. Last year, he went to Peru to play in the South American Amateur and was invited to play in the British Amateur this year. “To this day,” he said, “I’m still nationally ranked as an amateur and I play in a lot of very prestigious national and international events. So I still get to travel a little bit and maintain a family life and a job.”

mEmbEr SPoTLigHT

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You maY be asking Yourself, “WhaT is The neW normal?” or conversely, “What isn’t the new normal?” So many things have changed in the way we do business today, compared to just a few short years ago, when we were all enjoyed a booming economy in Colorado. Along with the declining availability of access to money in recent years, we have also had to address declining water resources and increasing water demand. That has forced landscape architects to reconsider how to responsibly design landscapes in new communities. Today, we face the challenge of designing communities that will thrive and create the same curb appeal for potential residents as we did before the droughts of several years ago.

As a means of doing more with less, landscape architects are approach-ing this task by carefully selecting the proper plant materials. Specific trees and shrubs are chosen because of their abilities to help balance the water budget. Conventional turf grass treatments are now limited, because they can be inefficient to water and usually require high water usage. As a result, native grasses have become the core landscape type that makes the water budget work. Out are the days of acres of bluegrass sod and in are the days of forecasting water use and designing landscapes within strict budgets; this has become the new normal.

The landscape approach that’s least understood and gets the most feedback is enhanced native turf. Defining what this landscape type means is the first step in appreciating the value it brings to the community. Native plants are indigenous to a region, occur natu-rally over time or are best adapted to that region. This is a loose definition, because the plants that thrived before the introduction of agriculture were very limited in numbers. Ranching introduced many more grass species to this area, which became naturalized as a result of their abilities to adapt to the soils, climate and management prac-tices. It’s the latter palette that designers use as a guide for grass selection, be-

a Closer look at enhanCed native turf

nEw normaL by Norris Design

Anthem, Broomfield, Colorado

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Forsberg/Iron Spring Park, Lakewood, Colorado


cause these species have demonstrated an ability to withstand what can be a harsh environment for grasses to grow.

Native grasses, when established, help create a sense of place and regional character that draws people to Colora-do, but the process takes time. For three to five years after seeding an area, a battle for dominance brews between the desired grasses and residual weeds. There are many ways to help tip the scales. They all involve micromanag-ing areas until the grasses win and the top-tier species have become well rooted and govern the performance of this eco-system. Once established, these Enhanced Native Turf areas will require less water and maintenance, both of which result in lowered costs to the community.

Performance, aesthetics best use native grassesA designer considers performance, as well as aesthet-

ics, which is why these ranching grasses serve as a guide in selection. The grasses perform well with less water, little maintenance and heavy cattle traffic do not always have the best appearance when used in a residential landscape setting. Selectively breeding grasses has created varieties that have more decorative seed heads, striking foliage color or more turf-like forms. When developing seed mixtures, aesthetics tend to take priority over true native species; the goal is to have something that’s a little greener than the surrounding undisturbed landscapes.

After they are established, grasses may appear to be stressed while they promote deep root growth to withstand drought conditions. The life cycle of grasses is also used in developing irrigation programs. Generally, most grasses have adapted to dry Colorado summers by becoming dor-mant during the hottest parts of summer. When it seems that plants can handle going dormant, water may be shut off — or dramatically cut back — in July or August. When this happens, the plants reflect natural tan cast and focus their energy on chasing water and cooler temperatures deeper in the ground.

when do grasses look their best?Most people like how grasses look when they’re al-

lowed to mature into their full form. That means less maintenance. Mowing is one of the most effective methods for weed control, early in the establishment period. How-ever, once grasses start to thicken, mowing prevents the development of seed heads that wave gently in the breeze.

If weeds are effectively controlled during the first three years, grasses should be thick enough to overtake them. When mowing is used for management, it must be carefully timed to allow weed seeds to germinate but not reproduce. Mowing will stimulate grass growth, but this must be weighed against the active growing season of the grasses. Generally, grasses shouldn’t be mowed in the heat of summer; it will create undue stress and interrupt the normal life cycle of the plant.

alternative landscape water useWater restrictions have limited the use of potable

water. Therefore, landscape architects have found alterna-tives to curb the dependence on water. Through the use of bioswales — or locating plant material along natural drainage paths — and pump and pond systems, developers can delay the release of storm water by running it directly through the landscapes. It is critical to select material that’s appropriate for this kind of approach, however, it can be successful in reclaiming surface drainage that may otherwise be lost.

Other ways to reclaim or reuse water is through treating grey water or sewage, which would normally be discharged into natural drainage systems or aquifers. While reclaimed water is higher in salt, the salt can be mitigated with proper plant selection. Finding ways to reclaim or reuse water only has positive benefits to a municipality, a community, a developer, and the environment if it is closely measured and monitored. Reused water helps to work toward achieving balance of a product that has the ability to be used more than one time before the next user gets his allocation.

Forsberg/Iron Spring Park, Lakewood, Colorado


monitoring your grass coverageMonitoring seed areas continually during their estab-

lishment will lead to much more successful stand earlier in the process. There are many factors to consider when deciding when to water, when to mow, when to treat, etc. The best way to address this is to check newly seeded areas weekly or biweekly and gauge their performance relative to the last inspection.

One of the most visible items will be coverage. Bare areas should be redressed with seed as frequently as needed, until germination is evident. If multiple attempts at over seeding are unsuccessful, there may be larger issues that should be examined as early as possible. Monitoring becomes a way of determining what does or doesn’t work.

Although native grasses are well adapted to this climate, each area is slightly different. There are subtle differences in soil, irrigation coverage, microclimates and solar condi-tion, which will alter the development of grass stands. Slight changes to the maintenance strategy will steer the matura-tion of a grass stand toward the end goal of a full, weed-free, native look. Keep in mind that these are kinetic systems and susceptible to many environmental conditions. The initial establishment period is delicate, but if carefully managed, will create that look that helps define this region of Colorado.

Success storiesOne example of successful implementation of Enhanced

Native Turf is Anthem, a community located in Broomfield, Colorado. Anthem incorporated irrigated enhanced native turf — a dryland seed mixture — in the landscape design to blend the project into the surrounding regional charac-ter. Limited water allocations from a controlled supply of reclaimed water made it necessary to use enhanced native turf to maintain water use budgets. By implementing this sustainable landscape strategy, the community projects a cost savings of $9 million over a 15-year build-out period from reduced water costs, decreased water taps with associ-ated feeds and reduced maintenance costs.

Another successful community is River Oaks, a 250-home community in Commerce City. High water costs required the installation of large areas of non-irrigated dry-land seed mix. Due to improper management techniques, many areas were not established. Supplemental irrigation was not available, which further reduced the seeds’ ability to establish. After proper management practices were imple-mented, within two years, many of the previously distressed areas were re-established, using only natural precipitation. Specifically, dryland seed was allowed to mature during the season, which allowed it to naturally reseed; larger bare areas were all newly reseeded, as well.

As designers, we must select regionally appropriate plants and act as good stewards of the land. With the cur-rent economic climate, designers must balance development

and maintenance costs, marketability, aesthetics, water budgets and stabilization when completing landscape plans.

Appropriate curb appeal comes from developing a style that is unique to the region that originates from pre-development conditions. For example, if an area was pre-viously grassland, it is not sensible to employ standards that require reforesting the property or installing plants that are more dense than those previously supported.

It is a challenge to design landscapes that are both appealing to a new home buyer, as well as environmentally sustainable. While a naturalistic planting approach may not appear to many to be a beautiful landscape, at least initially, it is widely becoming the new status quo as cost factors and increasing maintenance costs dictate that a more sustainable approach to today’s landscapes is “the new normal.”

nEw normaL

CAHB Calendar 2011

AprilGovernment Affairs Committee Fri 4/1 2 pm

Conference Committee Tue 4/12 9 am

Editorial board Thurs 4/14 9 am

CAHB Committee & Board of Directors Meetings Fri 4/22 4 pm

Location: HBA of Metro Denver

MayGovernment Affairs Committee Fri 5/6 2 pm

Conference Committee Tue 5/1 8:30 am

Editorial Board Thurs 5/12 9 am

Government Affairs Committee Thurs 5/19 9 am

JuneEditorial Board Thurs 6/9 8:30 am

Conference Committee Tue 6/14 9 am

Government Affairs Committee Thurs 6/16 9 am

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new mortgage finanCe regulatory reform hit buyers april 1st

regulaTorY Changes Took plaCe April 1st that affect your buyers and their ability to get mortgage financing. As such, the Dodd-Frank Financial Regulatory reform bill will affect you, too.

This legislation is massive and covers multiple topics in more than 4,000 pages. It will take time and focus for the industry to interpret and imple-ment. Even so, here are some of the aspects that will most impact you and your buyers.

The Dodd-Frank Wall Street Reform and Consumer Protection Act (Fin-Reg) is designed to create a sound economic foundation to grow

jobs, protect consumers, rein in Wall Street, put an end to the too-big-to-fail banks and prevent another financial crisis. Specifically, Fin-Reg addresses these six mortgage issues:

require lenders to ensure a borrower’s ability to repay

On the surface, this seems great; I don’t think anyone would argue with this content. Foreclosures not only have a crippling impact on financial institutions, they also destroy home values in our communities. While we are all trying to ensure the borrower’s ability to repay, there are still delinquent loans. Think about it: If everyone paid on time and as agreed, financial institutions wouldn’t have to provide for loan loss. No collectors would be needed, interest rates could be lower, and on and on. But things happen. What’s more, buyers and builders will need to fill out more mortgage paper work, adding a few extra days to the process.

Messrs. Dodd and Frank are somewhat removed from consum-ers’ reality on a daily basis. Although their intent may have been to help consumers, they managed to harm them. This is no surprise, coming from a man who had no idea he was receiving a below-mar-ket rate on his own personal mortgage; he’s the perfect guy to write this law. Thanks, Mr. Dodd.

Prohibit unfair lending practicesFin-Reg prohibits financial incentives for sub-prime loans

that encourage lenders to steer borrowers into more costly loans, including the bonuses known as “yield spread premiums” (YSP). Lenders pay brokers these premiums to inflate the costs of loans. Fin-Reg prohibits prepayment penalties that trapped so many borrowers into unaffordable loans.

When was the last time you closed a sub-prime loan? I haven’t had a true sub-prime loan closing in the last four years. ALL mortgage lenders, banks, brokers, credit unions, and financial institutions will no longer be able to charge fees up front (origina-tion charges) AND collect the YSP on the back.

The impact to the buyer and builder are twofold. One, due to the sub-prime language, borrowers with a credit score of 640 or below will no longer be able to get financing to buy a home. Two, limits on YSP will lead lenders to increase interest rates, so they can recover their costs on each loan — which is passed on to buyers.

assign penalties for irresponsible lendingThis is another fantastic idea that we could have used a few

years ago. Implementing any penalty for irresponsible lending gives the real estate industry a much-needed shot of credibility. The penalty can be as much as three years’ interest on a consumer’s loan, plus damages. It also protects an owner against foreclosure for violations of these standards. While this has very little impact to the builder, consumer confidence may increase buying activity.

Provide consumer protection for high-cost mortgages

This portion of Fin-Reg lowers the maximum interest rates, points and fee triggers that define high-cost mortgages. Lower loan amounts are most affected; there is a fixed cost to close a mortgage and by lowering the percentage of the mortgage that can be used to cover this fixed cost, it’s harder to recover costs on lower mortgage amounts. That means there’s less incentive for mortgage partners to work on low-dollar loans.

include added mortgage disclosures for consumers

Lenders must now disclose the maximum a consumer could pay on a variable rate mortgage, with a warning that the payments will vary based on interest rate changes — or stated another way — an adjustable rate mortgage. This creates more paper work and adds more time to the process.

offer housing counseling An Office of Housing Counseling will be established to educate

and boost home ownership. More education? How will a three-hour class make it clear to a buyer that it’s a good thing to make the mortgage payment? Yet Fin-Reg expects this clause to boost home ownership. It seems redundant to me, as these types of training pro-grams have been around for years and we still had foreclosures.

bottom line?The benefit to buyers is non-existent with this new bill. What’s so tough about deciphering it is that there is absolutely no cohesive understanding of what it contains. The writers have slapped together more than 4,000 pages to stop another housing crisis. I don’t think the bill accomplishes that goal.

There is some hope; it’s unclear what or when any of these provisions will actually be implemented. The mortgage industry is currently lobbying to suspend Title 14 of the Act for 12 months in an attempt to gain a better understanding of the impact these changes will have on the consumer’s ability to acquire financing. Stay tuned; I’ll let you know when we have more clarity and some decisions have been made.

Bryant Ottaviano is the Founder and CEO of 1st Mortgages located in Littleton. For more info: www.1stmtgs.com, [email protected] or call 303-798-6100.

FinancE by Bryant Ottaviano

Bryant ottaviano1st Mortgage Founder and Ceo

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