by Mark Smiley | Nov 19, 2018 | Main Articles
Team Meeting: In the library, Principal Sheldon Reynolds, Meg Emrick, Sarah Ronoh and a representative from DPS’s Imaginarium plan how they will measure and observe the process called Distributive Learning, where students own their learning process. As a perfect example of Distributive Leadership, Reynolds says little, giving Emrick and Ronoh space to guide the discussion.
by Ruthy Wexler
When in December 2017, Principal Sheldon Reynolds heard that Greenlee Elementary, the school he’d been reviving for just 18 months, might be closed — over test scores that hadn’t climbed fast enough — he was not happy. How Reynolds turned this scenario around — reinventing the school according to Denver Public School’s (DPS) requirements, then transforming it according it to his original vision so successfully that families outside the neighborhood now choose it — is a balancing act worth studying. How did he succeed where so many have failed? And what is the recipe, so others can follow?
It Ain’t Me, Babe
Asking Reynolds those questions will not get a straight answer.
Praised for the happily humming classrooms at what is now Center for Talent Development at Greenlee (CTD), Reynolds says, “It’s not me. It’s the teachers doing that.”
Asked the secret of putting a failing school on the road to success, Reynolds says, “When I came, there was a ton of talent already here. We just identified those talents.”
This was Reynolds’ original vision: seeing an underperforming school as filled with “gifts and talents.” What’s new is what he’s done with that vision.
Introspection
“When DPS slated Greenlee for closure, I thought it was the worst thing ever,” Reynolds recalls. “But it ended up being the best thing. Because it made us come up with our model.”
Reynolds did “a lot of soul searching” before he wrote a plan that would get him back in charge of Greenlee. He’d given it his best shot. What was missing? Brainstorming with staff, the model that finally was
Learn from the Best: Sarah Ronoh is both a parent and staff member at CTD. “We’re all in a constant state of learning,” says Ronoh, whose job it is to study the “best practices” teachers come up with and share what works. A teacher, Ronoh wanted to go into administration and asked Reynolds for a job, so she would work with him and learn leadership “from the best.”
one that fleshed out the “gifted and talented” vision with lots of structure.
“The idea,” says Reynolds now, “is only as good as how you implement that idea.”
Use Every Resource
Once CTD was a go, Reynolds reached out to departments inside DPS — like Tiered Support, which agreed to grant money; Gifted and Talented and the Imaginarium. Soon, a partnership was formed.
“Those departments all got together,” recalls Sarah Ronoh, a Greenlee parent who became CDT’s Innovation and Implementation Partner, “and said [to Reynolds], ‘Hey! We’re super curious about what you are doing. We want to study it!”
Ronoh now works with those departments to observe the changes staff puts in place and measure the results.
Freedom And Trust
Meg Emrick, who’d been teaching at Greenlee for five years when Reynolds arrived, already thought the kids had “terrific talents. Sheldon gave us the freedom to figure out how to make those talents come alive.
“We were encouraged to take risks. To think outside the box. Sheldon trusted us. That freedom and trust made us feel valued and needed,” concludes Emrick, who went from classroom teacher to Senior Team Lead to her present position as Dean of Instruction — a “perfect example,” says Reynolds, of “tapping staff talent and watching them grow.”
Research
A little while back, Reynolds told every teacher, “The first 15 m
Enthusiastic: While on lunch duty, Principal Sheldon Reynolds helps a boy put air into his ball. It’s a telling image. The phenomenon of how Reynolds manages to enroll an entire school in his vision, get students and staff to work harder and more enthusiastically than ever before — all the while empowering others and claiming less power for himself — is the heart of CTD’s success.
inutes of every day, I want you to teach your students how to use tools here in the school.”
“That’s all he said,” notes Ronoh, who for “weeks and weeks, went to each classroom and wrote down what each teacher did with this assignment. Then Sheldon and I got together, looked at what got that idea of tools across — then shared it out to staff.”
Reynolds points to three banners: Use Tools Strategically. Construct Informed Arguments. Connect Learning. “These are the habits we want for our kids. We are learning about learning. We’ve just scratched the surface.
“Now we are taking time to measure how well [new ideas] work.
“Design research … another shift for me. Before, I would roll an idea out to the whole staff. Now, I have a couple of things cookin’ in the lab, people working on them. When we finally roll ‘em out, I’ve already had user feedback.”
Leadership
“Sheldon doesn’t stand up there and tell us what to do,” Ronoh observes. “He says his vision. Then he distributes leadership. He completely trusts me to do what I do, completely trusts Meg …”
That works so well that “Sheldon can leave the building, for a day, a week, however long he needs, and things will still be up and running.”
What makes him that kind of leader?
“He has somehow,” Ronoh says, “gotten to this place where he knows empowering people, having faith in them, brings out the best.”
“How did you get to that place?” a visitor asks Reynolds.
After he lists a bunch of influences, Reynolds says, “Basically, it boils down to, most situations are what they are. The only things you can control is how you react. Which is why I push … my teachers and students to recognize they have agency in almost every situation.”
Success
The 2017-2018 test scores showed that this school — classified by DPS as “red” (failing) for years before Reynolds came — turned “green” (meets expectations) on their academic gaps indicator and are “green” in almost every growth indicator.
Reynolds points to all the help he’s received. As an Innovation School, CTD is free to experiment. Tiered Support gives extra money.
“The vision is starting to become the reality,” he admits. “It’s a good place to work now.”
They are studying how CTD got to this outcome, Ronoh says, “so hopefully, they can duplicate it somewhere else.”
“Research. Distributive Leadership. We have to figure out all the components. But what we really need to do is clone Sheldon.”
by Mark Smiley | Nov 19, 2018 | Main Articles
Travel Times Are Longer Than The Same Trip By Bus; Usually Uber, Lyft, Bike, Scooter And An App Are Faster
by Glen Richardson
Train To Plane Pain: The 22.8-mile spur from downtown to DIA was expected to speed regional airport travel. Plagued by software problems, however, flaggers keep returning to crossings along the A Line between Union Station and DIA.
Tracking Trouble: As train problems increased RTD has resorted to flying drones to keep light rail systems in reliable motion. The aerial machines monitor the conditions of rail tracks and alignments.
“Less traffic congestion and more commuting options will improve the region’s quality of life and make Denver that much more attractive to residents and businesses,” declared then RTD Chief Cal Marsella at Rapid Transit’s 2006 launch.
Denver’s light rails trains, however, keep getting off track or making switchbacks — train lingo for reversing directions.
In the dozen years since Denver sent its neighborhoods down the transit tracks, the endless headlines haven’t been affable. Consider just a few from the last 10 months:
- Disruptions Delay Airport Travel – Feb.;
- Two Men Rob, Fatally Shoot Man At RTD Rail Station – March;
- The A Line Stuck For Hours Friday – April;
- Riders On Several Denver Light Rail Routes Run Into Long Delays – Aug.;
- RTD To Close 4 Downtown Light Rail Lines For 10 Days – Sept.; and
- Pedestrian Hit By Train In The Baker Neighborhood Has Died – Oct.
Rail Squeal
The speed myth is that rail transit is rapid transit. When the time needed for station access, transfer, waiting, and delays are taken into account, local riders insinuate that by and large, “rail travel times are longer than the time required for the same trip by bus.”
Moreover, business travelers are discovering the same thing: “Overall, not a bad ride,” declared Phil, a New York businessman. But he’s quick to add, “If you are not in a rush and know where you are going. Yet, I coughed up the cash for a taxi to bring me back to my hotel as it was way quicker and more convenient since I had a flight to catch.”
In addition to the speed concern, light rail ridership is increasingly being tied to competing alternatives. “If you have a car, a bike or a scooter on an app in your hand, and it’s right there, why not use that?” asks Jeff, who admits to being an area yuppie. His point: “You don’t have the indignity of being stuck at an RTD Park-N-Ride or on the side of the road for a bus that never comes.”
Riders Slump, Rates Jump
RTD’s rail service in Denver includes eight light rail lines plus two commuter rail lines. Light rail serves downtown Denver from the west (W Line), southwest (C and D Lines, along US 85), and southeast (E, F, and H Lines, along the I-25 corridor). Most light rail lines operate every 15 minutes or less throughout the day, including evenings and weekends. Light rail lines serve either Union Station or 16th & California-Stout Stations at either end of downtown Denver.
Transit ridership fell in 31 of 35 major metropolitan areas in the U.S. last year, including less than expected in Denver. As ridership slumps, rates will jump in Denver. With fewer riders than expected, RTD is raising the rates charged passengers effective January 1. A one-way ride from DIA on the A Line jumps from $9 to $10.50. Local fares increase to $3, up 40-cents and regional fares go up 75-cents to $5.25.
Denver averaged 67,500 weekday boardings last year, ranking the city seventh behind both Portland and San Diego. As a contrast reference, San Francisco’s Embarcadero averages 162,500-weekday boardings.
Commuter Rail Venture
The A and B Lines along with the G Line when it eventually opens, are RTD’s first foray in commuter rail. The trains are much heavier and go faster than the agency’s light rail — up to 79 mph. The lines are being built and operated by a private consortium known as Denver Transit Operators. The Transit Operators and their subcontractors are all under contract to RTD.
RTD has trumpeted the A and B Lines for being the first commuter rail lines in the country to integrate a PTC system (Positive Train Control) into its construction. The system, however, has had a shaky start, including with the PTC-controlled wireless crossing gates that have constantly led to flaggers being stationed at grade crossings. Insinuations have been made that the malfunctioning PTC system may be due to a bad design of the A Line itself.
The Federal Railroad Administration (FRA) requires a minimum warning time of 20 seconds before a train enters the crossing. The A Line timi
ng is often a great deal beyond the requirement. This is the foremost reason why the planned RTD G Line is delayed.
Delays, Lawsuit
Metro leaders in Denver’s north and western suburbs have constantly complained because of the delays associated with the rail lines promised in the 2005 FasTracks vote. RTD initially set an opening of this year (2018) when construction began on the North line four years ago. The 13-mile line will carry passengers between Northglenn and downtown’s Union Station.
RTD now estimates its future northern suburb commuter rail line won’t open until the spring of 2020, a delay of approximately six months beyond the estimate made last year of late 2019. Northglenn’s Mayor Carol Dodge isn’t surprised by the most recent delay. “We figured it was going to be 2020, because they really haven’t kept their promises on many of the openings.”
Delays and other problems with Denver’s A Line have resulted in a September lawsuit against RTD by Denver Transit Partners. The suit accuses RTD of “breach of contract, violation of the covenant of good faith and fair dealing” and seeks “declaratory relief against the district’s refusal to accept changes in law and unforeseeable circumstances,” according to Waukesha, Wis.-based Trains Magazine. The magazine article quotes The Denver Post as saying the group of private companies are suing RTD for “tens of millions of dollars.”
Management Matters
Critics suggest many of RTD’s problems are a result of “train operations and management.” They related Denver’s problem to the procedures and related equipment enabling a coherent operation of the different structural subsystem, both during normal and degraded operation. In particular they refer to train driving, traffic planning and management.
In March CPR News reported incidents of speeding, blown red signals and even derailments in the maintenance yard. Interviews by CPR’s Nathaniel Minor with former and current engineers cited “a constant push to remain on time, tired operators and low wages that contribute to high employee turnover and, subsequently inexperienced engineers.”
The broadcast came shortly after RTD named Michael Ford its new chief operating officer in February. In the new position created by the agency, Ford is to “work with train operators, mechanics, and support staff to ensure the agency’s operations are reliable, safe and clean.”
Beauty & The Beast: Denver’s Union Station is an architectural marvel. All RTD needs to do now is solve its operational issues and get trains operating on time without delays.
by Mark Smiley | Oct 24, 2018 | Main Articles
by Mark Smiley
Elvis In The Building: Elvis Presley, seen here eating a “Fools Gold” sandwich at the Colorado Mine Company in Glendale, once boarded his private jet from Memphis and flew 1,000 miles to have a midnight snack in Glendale.
The “King of Rock and Roll” Elvis Presley died on August 16, 1977, at his home in Graceland purportedly sitting on a porcelain throne in his bathroom. The cause of his death at age 42 was cardiac arrhythmia, i.e. a heart attack. Some of his admirers have blamed his death on the “Fools Gold” sandwich from the Colorado Mine Company in Glendale, Colorado, while others have blamed it on the potpourri of drugs that flowed through his system at the time. But fans claim the “Fools Gold” sandwich was, in fact, deadlier for the heart than almost any drug.
The sandwich consisted of an entire loaf of sourdough bread with massive amounts of peanut butter and blueberry jam along with crisp bacon. The sandwich was an alternative, fun staple at the Colorado Mine Company which was an upscale steak, lobster and prime rib restaurant in the heart of Glendale. On East Virginia Avenue, p
Good Old Days: The Colorado Mine Company was a hot spot along Virginia Avenue in Glendale in the 1970s and 1980s.
rofessional athletes, rock stars and other celebrities hung out at the establishment when they came to Denver during Glendale’s entertainment heyday in the 1970s and early 1980s.
The Colorado Mine Company was owned by Buck and Cindy Scott. The Lift Nightclub was across the street and Mr. Lucky’s was next door, which was purportedly owned by the Detroit mob. Adjoining the Colorado Mine Company was Glendale’s Municipal Wastewater Plant. The restaurant had large bay windows which looked out upon a scenic pond that, in fact, was a wastewater pool but, in the moonlight, appeared highly romantic.
The Colorado Mine Company under Buck and Cindy’s aegis began in 1971 with 16-year-old chef Nick Andurlakis, the progenitor of the “Fools Gold” sandwich at the food helm. “We took off pretty good. We were doing 2,000 dinners per night,” said Andurlakis. The restaurant in its heyday served the 2,000 meals nightly at 400 tables.
The restaurant closed with the demise of the oil boom in 1982. Among the celebrities who hung out there were Clint Eastwood and his wife, Davey Jones the lead singer for the Monkees, as well as actor Telly Savalas. But there was no greater star at the time than Elvis Presley, who visited the restaurant on eight different occasions.
Although Elvis is gone, Andurlakis is not and, in fact, owns and operates Nick’s Café at 777-1/2 Simms Street in Golden. Elvis memorabilia adorns the walls of his café with a story behind each picture. Every year on Elvis’s birthday, January 8, many of the King’s fans flock to the café to partake in the “Fool’s Gold” Sandwich.
Elvis loved the sandwich so much that on February 1, 1976, he took his private jet to Denver in order to have a midnight snack. Elvis arrived in Denver and was greeted at 1:40 a.m. by Buck and Cindy Scott of the Colorado Mine Company carrying 22 fresh Fool’s Gold Loaves. He was then escorted to the restaurant by a platoon of Denver police officers led by Jerry Kennedy, then Chief of Police of the City and County of Denver.
Elvis ate three 8,000 calorie sandwiches and gave two to his daughter L
Still Serving: The “Fools Gold” sandwich is still available at Nick’s Café in Golden. He is pictured here holding the original Colorado Mine Company menu and the original platter he served the sandwich on to Elvis. Nick Andurlakis has operated his café for 32 years. It is open 5 a.m. to 2 p.m. every day.
isa Marie. Andurlakis still has the platter on which he delivered the five sandwiches.
Andurlakis remembers Elvis fondly. One time, Elvis noticed that Nick was looking at and admiring his necklace. Elvis took it off and put it on his neck telling him it was now his and no amount of protestations from Andurlakis would deter him. Andurlakis has never taken the necklace off from the time it was given to him by Elvis except for an operation when he was given no choice in the matter.
The cost of the sandwich at the Mine Company was $37.95, but on the menu it was stated, “This price is negotiable. (Inflation is killin’ us!).” Andurlakis states that Buck and Cindy would tell the waitresses that anything over $20, they were to keep for themselves. Since the waitresses were often extremely attractive and the normal male consumer may have been drinking prodigiously they often got more than the list price of $37.95.
Elvis impersonators love to stop by Nick’s Café and partake in the sandwich. Cody Ray Slaughter, an award-winning Elvis Tribute star, who has appeared on such shows as the Late Show with David Letterman, was recently in town appearing at the Lakewood Cultural Center. He reports that you cannot perform for several hours after consuming a “Fools Gold” sandwich as the peanut butter stays with you for hours.
In light of Glendale looking forward to bringing back its entertainment district along Virginia Avenue, to be titled Glendale 180, members of the Greater Glendale Chamber of Commerce are hoping to lure Andurlakis back to Glendale for a special event. Sometime during this occasion, the mayor might present him a key to the city. No better way, it is thought, to bring Glendale’s past and present together.
by Mark Smiley | Oct 24, 2018 | Main Articles
Flying Machines Impact Valley’s Workplace, Output; Altering Local Real Estate, Events, Construction, Mining
by Glen Richardson
Drones Over Denver: There are no specific rules for drones in Denver other than they are not allowed in parks or within a five-mile radius of any airport. They are allowed to fly at or below 400 ft., or about as high as a 40-story building.
To be sure drones aren’t yet as American as apple pie. Experts predict, however, that within the next decade unmanned aircraft systems (UAS) or drones will be as indispensable as the cell phones we carry everyday — tools that make us productive, safer and more connected.
Delivery of doughnuts to Denver’s mayor a year ago has thus far been the city’s single significant drone headline. Can’t drones wing it over the Rocky Mountains?
Despite creating little buzz locally, drone dealings are booming and doing double duty in Denver. Consider these examples:
Top Denver Deals
- Xcel Energy is the first utility in the nation to routinely fly drones beyond the operator’s line of sight as it surveys transmission lines around Denver;
- The University of Colorado at Denver offers a Drones 101 course that is the only academic one of its kind in the country;
- Valley drone company Juniper Unmanned has performed unmanned aircraft missions for companies on six continents;
- Drone companies did live demonstr
ations on the roof of the Convention Center when Denver hosted XPONENTIAL, the world’s largest drone expo this summer; and
- Denver-based Lockheed Martin is offering a $2 million prize in its Drone Challenge titled AlphaPilot.
Donut Delivery Dunked
Amazon, Google and Walmart are experimenting with drone delivery but despite the publicity it is not on Denver’s immediate radar. That’s in spite of the successful delivery of donuts to the mayor.
Why? Deliveries require a lot of work, more powerful drones, better battery life and extremely smart systems that can prevent collisions with people, aircraft and power lines.
Drones also need to be able to verify that they’re delivering something to you and that they’re leaving it in a safe place.
Out Of Sight Flights
In January of last year with FAA approval (2017), Xcel Energy began to operate drones within operators’ visual sight for power line inspections. The work established that drones improved productivity and safety without the use of trucks, helicopters or other utility equipment. Xcel inspects more than 320,000 miles of electricity and natural gas infrastructure to ensure the safety and reliability of its energy systems.
This summer the Federal Aviation Administration announced it had also authorized Xcel drone flights out of the operator’s line of sight. The FAA’s decision to allow these flights is unprecedented in the utility industry, the company says. “Xcel Energy is honored to be the first utility to conduct flights that will enhance grid reliability and safety for our employees and the public,” says Ben Fowke, chairman-CEO. “With this groundbreaking decision, we are advancing the use of technology that improves our efficiency and prov
Nation’s First: Xcel Energy is the first in the nation authorized to fly drones beyond the operator’s visual line of sight. Flights are within a designated area north of Denver to inspect assets.
ides cost savings for customers.”
The company is now routinely operating drones beyond the visual line of the operator’s sight within a designated area north of Denver. Licensed pilots remotely operate small, unmanned drones that look like helicopters weighing less than 55 lbs.
Drone Academics
Housed at CU Denver’s College of Engineering & Applied Sciences is a course titled Unmanned Aerial Systems. Often described as Drones 101, it is teaching a new generation of scientists about applications and research opportunities afforded by unmanned aircraft.
Taught by Jeff Cozart who also happens to be the chief executive officer of Juniper Unmanned — the leading drone company in the world — students are taught mission planning, UAS operations, collection procedures, data processing and analysis. Students also study the legal, ethical and economic implications of drone use.
Offered since 2014 and believed to be the only academic course of its kind in the country it has made Denver the nation’s scholastic leader in Unmanned Aerial Systems. Furthermore, Cozart is a member of the Aviation & Aerospace Science faculty at Metropolitan State University of Denver, where he teaches undergraduate courses in unmanned aircraft.
Business-Industry Leader
Valley drone company Juniper Unmanned is the world leader in unmanned aircraft missions for business and industry. Named the 2018 Colorado Company to Watch, the Golden-based firm has conducted operations on six of the world’s seven continents. Among the firm’s clients are Disney, AECOM, Caterpillar, Trimble, Rio Tinto, the U.S. Geological Survey, the Office of Surface Mining, the Bureau of Land Management and Department of Energy.
The company has completed work ranging from complex urban centers to remote, environmentally sensitive locations. Work is conducted from roads, bridges, earthen dams and power plants.
The company also provides drone solutions for commercial, federal, state, and military organizations. The company integrates best-in-class aircraft with the most advanced sensors. When combined with Juniper’s engineered processes, advanced software, and analytics, clients receive unmatched data and actionable intelligence to improve their business.
Has World’s Eye
After considering sites in San Francisco and New York, Propeller Aero, an Australian maker of drone software for construction and mining has landed in a 3,200-sq.-ft. space on Larimer St. downtown.
After closing on a $10 million round of funding in June, the Sydney-based company has hired a dozen Denver employees and expects the number to double. The firm was founded as a drone data company for mining, construction and waste-management in 2014.
Now, Propeller helps companies set up and fly a drone, then stitch together the photos it shoots into a 3D model to show customers how deep a hole has been dug, how much dirt is in a pile or the various gradients of a surface. In addition, the company produces AeroPoints, a hardware square plate that surveyors lay down on a site that collects data from drones.
Photos & Prizes
Commercial drones are revolutionizing Valley mining, construction and civil engineering. Drones are being used to survey building and the surrounding landscape. Equipped with cameras, GPS and rangefinder measurement tools they provide a detailed bird’s-eye perspective of projects. Some construction drones also have thermal imaging scanners that identify hot and cold spots on projects. A cold spot could indicate insufficient installation, hot spots an electrical problem. Drones can also inspect hard-to-reach areas such as the roofs of high-rise buildings.
Denver realtors are now using portfolios of drone photography to sell property. Drone film companies or realtors themselves shoot and use a diverse mix of aerial camera work from a variety of altitudes and angles. Drones are also now commonly used to shoot weddings and other Valley special events. Keeping their feet on the ground, companies such as Littleton’s Lupher Arts Wedding Motion Pictures use these flying machines to capture breathtaking shots.
Finally, Denver-based Lockheed Martin is offering drone enthusiasts a $2 million design prize. The Challenge: Design an artificial intelligence and machine-learning (AI/ML) framework capable of flying a drone though several professional drone racing courses without human intervention or navigational pre-programming.
by Mark Smiley | Oct 2, 2018 | Main Articles
The Extraordinary Journey Of Richard Robbins
by Charles C. Bonniwell
Watch Expert: Peter James, the worldwide mystery novelist, has utilized Richard Robbins’ expertise on early pocket watches in his book Dead Man’s Time and he recognized him by name as an “expert in timepieces in Denver, Colorado.”
Richard Robbins had lived what it looked like a perfect corporate executive life. After graduating from college he joined Kraft Foods, a Fortune 500 company. He traveled around the country doing important assignments as a key executive for over 20 years. He decided the constant moving was too stressful for his wife and two daughters, so he took a job as the president and CEO of a local bank in the Chicago area.
But after a decade as a bank president, Robbins went through a devastating divorce and he questioned whether he wanted to spend the rest of his productive working life in the role of a button down corporate executive. After a brief stint in New Zealand, he decided to move to the wilds of Colorado, i.e. Cherry Creek.
One of the verities of living a happy life is to find something you love and figure out a way to make money doing it. Robbins’ father had been a highly successful antique furniture dealer and Robbins had retained a love of beautifully made furniture. He
Handmade: Robbins has a passion for crafting walnut furniture and collecting and repairing early pocket watches from the 1700-1800 ca. His businesses can be found on the second floor of The District Shops, formerly occupied by Bed Bath & Beyond at 2500 E. First Ave in Cherry Creek North.
decided to start making desks and tables from the trunks of whole trees. The pieces of furniture can weigh as much as 100 pounds and are built to last generations.
He took space out at The District Shops in Cherry Creek Shopping Center which provides areas for artisans and other small businesses in the old Bed Bath and Beyond store. He crafts the fine furniture in the basement area of the shopping center at Robbins Woods.
In addition to his love of furniture, Robbins had a love for antique pocket watches. While in the Chicago area he had learned the ins and outs of pocket watches from a third generation Middle Eastern pocket watchmaker over a four-year period.
He decided to also turn that knowledge into a business venture. He acquired a large inventory of antique pocket watches from sales across the country and founded The Pocket Watch Shop leasing out separate space in The District. He repairs, buys, sells and trades the very best in antique pocket watches, specializing i
Many Talents: Richard Robbins has an unusual background which began with Kraft General Foods (20 years), followed by bank president in Chicago for 10 years. He now crafts all sorts of items out of different types of woods, including walnut and oak.
n timepieces made in America, England, France and Switzerland.
Robbins makes sure the timepieces are in perfect working order and meticulously researches, in the extensive timepiece library he has collected, the country of origin of each watch and the individual craftsman whose skill and inventive daring resulted in the pocket watch. When you acquires a pocket watch from The Pocket Watch Shop you are acquiring not only a timepiece, but a piece of history which has been carefully documented.
His expertise has become so well known that best-selling novelist Peter James extensively consulted him for his horological knowledge for his best seller Dead Man’s Time which has sold over 13 million copies. James repeatedly acknowledged and thanked Robbins for his help in the introduction to the novel.
Now a full-time Cherry Creek artisan, Robbins lives in a home in Washington Park along with his second wife and soul mate Kerry Moriarity who works as a custom travel agent in Cherry Creek. He stays closely involved with his two daughters, both of whom are graduates from the University of Colorado-Boulder, with one living in Denver and the other in the Chicago area.
To reach Richard Robbins call 847-370-0825, or visit www.antiquepocketwatchbuys.com.
by Mark Smiley | Oct 2, 2018 | Main Articles
Permits For New Homes Are At A 13-Year Peak; Buyers Value Square Footage Over The Sticker Price
by Glen Richardson
Bold Building Blocks: Builders in the Hilltop neighborhood are finding constant inspiration in replacing spacious old homes with bigger, brash designs.
Despite years of pushback by residents and multiple city ordinances that can delay the process, the scrape and construction of supersized single-family homes in Denver can reasonably be described as a building frenzy. Endlessly larger homes are replacing older homes and tidy rows of bungalows in virtually every Denver neighborhood.
Hilltop Status Symbol: Grand old Hilltop homes are being replaced with new builds such as this house on Fairfax St. designed by architect Collin Griffith and built this year by Forte Distinctive Homes.
Hitting levels that haven’t been seen in years, they are a source of controversy for their impact on gentrification and historic preservation. Furthermore many longtime residents say supersized homes are destroying the character of streetscapes while not respecting the context of the neighborhood. They also complain that as developers maximize the square footage of gigantic homes they not only sacrifice lawn and backyard size but also the views from nearby occupied houses.
Whatever you call it, the process is that developers or individuals find small older houses on large lots, scrape them away, build supersized homes on spec, and then sell them for unholy amounts of money. It’s a business. It’s a neighborhood. It’s a business and a neighborhood. In Wash Park, for example, at 600 S. Franklin St., Forte Distinctive Homes scraped a 1920s triplex and constructed a contemporary three-story home overlooking Washington Park Lake. The 4,800-sq.-ft. four-bedroom home on a corner lot sold in August for $3.66 million.
Permit Predicament
New Look Homes: Sustainable Design Build shows off streets of tall and slim townhomes such as this on streets off of West Colfax Ave.
Permits to build single-family homes are the highest they have been in 13 years. Community Planning & Development issued more than 35,000 permits in the first half of 2018, up roughly 2.1% from last year’s record-breaking frenzy. Realtors say there are currently about 500 new home construction and housing projects underway in Denver. That includes nearly 30 new home and townhome developments in Cherry Creek.
For buyers wanting to purchase a property with the house intact the wait time is often a dilemma. They are being told if they plan to scrape the home to build new, the delay time for a permit could be up to three months due to all the construction activity in the city.
The number of home scrapes completed in the last three years is pushing into new territory. Drive down what are previously untouched streets in a good number of neighborhoods today and you’ll see developers working on new projects that were bypassed for decades.
Changing Colfax
On West 13th St. a block south of West Colfax Ave., every street for 10 blocks has had at least one lot scraped and developed in the last three years. That puts the West Colfax neighborhood — where rows of townhomes are replacing 100-year-old bungalows — at or near the top for scrapes competing with hot spots in Wash Park and Hilltop.
Almost no part of town has had the block-by-block density of scrapes as West Colfax. As many as 1,200 structures have been demolished and replaced with new homes since 2016. Sustainable Design Build’s Mike McCarty has worked on five residential projects on three streets. He has built 34 new townhomes, averaging 1,200-sq.-ft. and priced between $400,000 and $500,000.
Scrape Off Sequel: Forte Distinctive Homes scraped a Wash Park 1920s triplex and replaced it with this four-bedroom home that sold in August for $3.66 million.
In 2015 he was buying lots with bungalows built between 1920 and 1940, paying $300,000 and $750,000, depending on the lot size. He puts four townhomes on the $300,000 lot and eight homes on those costing $750,000. In the last three years, however, he says the cost for land has risen from $50,000 to $100,000 per finished townhome unit.
Spacious Styles Scraped
Builders in historic Hilltop are scraping away already spacious homes in 22 different architectural styles — grand old homes in an assortment of Tudor, English, Mediterranean Revival, Georgian, Regency and Mid-Century Modern — and replacing them with gigantic newly built “status-symbol” classics.
The area is a one square-mile neighborhood bordered by Colorado Blvd. and Holly St., from 6th Ave. to Alameda. The eastern boundary is irregular, extending to Quebec St. at the north end, and encompassing properties on both sides of Monaco Pkwy. at the south end.
Combining indoor and outdoor space is the trend in these colossal new Hilltop houses that often start at $2.5 million or more. Architects and builders frequently scrape the house being demolished to the foundation, leaving 
the base intact. That reduces the time to get permits and cuts the cost of installing new water and gas taps.
Pilfering Park Porches
With tree-lined streets and a 161-acre park and recreational area, Washington Park is one of the Denver’s favorite “hoods.” In the last couple of years, however, countless brick homes with quaint front porches have been scraped away for new builds that are popular and pricey.
The comfortable blend of historic homes adorned with pretty gardens, plants and landscaping, are constantly being replaced by radically bigger homes in more contemporary styles. Sprawling structures, moreover, are replacing lawns and landscaping in sizeable chunks at a good number of new build sites.
The trend is even more noticeable in East Wash Park as scraped lots are chock-a-block packed with big single-family houses. In fact the East Wash Park area now ranks third for the number of scrapes, trailing only upstarts Sloan’s Lake and Berkeley.
Scrape-Offs Stamina?
Rows Of Townhomes: Rows of under construction townhomes such as this are replacing 100-year-old bungalows on streets south of West Colfax.
Some homeowners see scrape and build as revitalizing old neighborhoods. Others, however, see it as people being pushed out and the historic nature of neighborhoods being destroyed, which does often happen. For others, scrape-offs can be an artistic and visual concern. Some contemporary architectural styles appear boxy and flaunt bold colors that aren’t attractive to everyone in a neighborhood.
For developers, however, scrape-offs are a business bonus created by an aging housing stockpile that is a lot smaller than the current consumer demands. Builders also argue that older homes are not suitable for today’s lifestyles or energy requirements.
Asking prices for supersized houses will likely continue to ascend, and this alone could eventually price builders out of a market they helped create. Much like cattle that have over-grazed a pasture, they will be forced to move on to even greener neighborhoods.
