Land Development

Construction managers can now run RFIs, submittals, change orders, and contractor insurance on the project itself, and send a weekly construction report without assembling it by hand.

• Each project and phase has an RFI log and a submittal register showing who has the ball, with due dates, responses, attachments, and a scan for anything overdue.
• Every vendor carries a certificate of insurance with carrier, limits, and expiry, plus prequalification, license, and W-9. An expired certificate blocks pay application approval and shows on draw readiness, alongside missing lien waivers and failed inspections.
• Change orders are tracked as owner or subcontractor changes, contractors can submit them from the vendor portal, and the change order log prints and goes out for signature.
• The weekly construction report covers the forecast, quantities, inspections, weather, and photos as a document or an email, and claimed weather days are compared with observed rainfall at the project's location.

Community and development staff can log infrastructure problems that do not belong to a lot, such as a downed stop sign or ten light poles that need paint, pin each location on the map, and close them out one pin at a time.

• Each issue carries a priority, photographs, and one or more map pins, and its progress is the share of pins completed.
• Issues can be raised straight from Drive Mode while driving the community.
• Drive Mode notes now offer one-tap site issues such as tidy lot, turn port-a-potty, remove debris, and add trash bin, and the list can be set per community.

Capital partners can pull their own capital account statement for any period and see the returns on each facility they hold, without waiting for a statement to be prepared and sent.

• Statements cover last quarter, quarter to date, year to date, since inception, or a custom period, with a roll-forward preview and a downloadable document that always match.
• Each facility shows contributions and distributions per investor, with the multiple and IRR both at book and projected, valuing the remaining lots at the average funded price.
• Joint venture statements now carry the correct opening balance when run since inception.

Development teams can track stormwater inspections and environmental permits on the project, and follow each phase through municipal acceptance to bond release.

• Stormwater inspections are logged weekly and after half an inch of rain, deficiencies carry a corrective-by date, and permits such as 404, species, and notices of intent and termination are tracked with the project.
• Electric, gas, and telecom are tracked per phase from design through energized, and feed the lot readiness utilities check.
• Each phase moves through the municipal walk, punch, acceptance, and maintenance period to bond reduction and release, and bonds can be edited with exposure summarized across projects.
• Uploading a new version of a project document keeps the old one as history, and documents can be tied to a phase.

Development teams can move project data in and out of the systems they already use, sending approved costs to accounting and bringing in schedules and pay applications instead of retyping them.

• Budget lines carry cost codes and GL accounts, and approved pay applications export as payables and funded draws as journal entries for Sage Intacct, QuickBooks, Yardi, or a generic spreadsheet.
• Microsoft Project and Primavera P6 schedules import as milestones with their predecessors, checked before anything is written, and next month's file moves the same milestones.
• A pay application can be filled from the contractor's G703, either uploaded or pasted, with every match reviewed before it is saved.
• Default notices, change orders, and facility amendments go out for electronic signature and are marked signed when they come back.

Development teams now run a project's construction money in one line of record: bids leveled and awarded, scopes broken into a schedule of values, contractor pay applications approved against that schedule, and draws built only from work that cleared approval.

• Awards happen off a leveling matrix that shows unpriced lines, open clarifications, and anything else blocking a decision, and awarding around a blocker records the reason.
• Pay applications move through an approval gate, print on the standard contractor forms, and roll up into a lender draw package as a document or a spreadsheet.
• Every cost line is classified as district eligible, developer share, or non-district as it is entered, so the reimbursable figure comes off the ledger instead of a side spreadsheet.
• Budget lines carry estimate to complete, estimate at completion, and variance at completion, and change orders adjust the schedule of values they sit on.

Land bankers can set the rule that decides which lots a builder takes next, and issue a dated exhibit carrying full legal descriptions for every takedown, instead of assembling that roster by hand each time.

• Allocation rules cover ready first, sequential, round robin across blocks, and assigned blocks, with section, premium, and hold back filters applied to the live roster.
• Each exhibit lists lot, block, section legal name, plat number, recording date, and recordation number, and prints with a signature block.
• An issued takedown exhibit becomes the closing instructions for that takedown, and a plat that records drafts a recordation exhibit across the whole roster.
• Lots now carry readiness certificates with supporting evidence, and on facilities that require it a takedown cannot be funded until the lot is certified ready.

Entitlements now run as a dated path on the project schedule with the obligations a development agreement creates hanging off it, and each district has its own view of what it can be reimbursed for and when it can apply.

• Entitlement milestones sit on the project schedule board beside construction phases, each carrying its own notes, with a master planned community template to start from.
• A task that lands in the wrong construction season is flagged, and a project cannot advance a stage while an entitlement it depends on is still open.
• Obligations from a development agreement seed budget lines as the project advances, so a commitment made at the negotiating table shows up in the budget.
• Each district carries a reimbursable cost register measured against its bond threshold, a developer interest clock with its cap, engineer completion certificates per contract, and a bond packet that exports as a document and a spreadsheet.

Acquisition teams can run a feasibility period inside Pipsy and produce the packet an investment committee signs, with the findings, the yield, and the clock all on one page.

• Due diligence findings are typed by kind and carry what each one does to the deal.
• Yield versions are tied to land plan revisions, and the version a team settles on can be pushed into underwriting.
• A feasibility clock and a soft cost burn tile show how much time and money is left before the deposit goes hard.
• Go, no go, and extend decisions are recorded against the project, and a project cannot leave due diligence with its packet undecided.

Superintendents can work the punch list from a phone on the lot in front of them, with photographs and location captured on the spot, and log the day's crews and equipment before leaving the site.

• Punch items carry the lot they belong to, photographs, location, who raised them, and who signed them off.
• The daily log records the phase, the lots worked, manpower, and equipment on site.
• Open punch items feed the lot's readiness, so a lot with work outstanding cannot quietly be certified.
• Drive Mode notes go to several recipient groups at once, including superintendents, and a pad ready flag can be set from the truck.

Pro formas are edited directly in a grid and approved as a snapshot, and the model keeps reading itself against reality: what was underwritten, what is under contract with builders, and what has actually closed.

• A template library starts a new deal from a standard structure, and approving a pro forma snapshots it so later edits cannot rewrite the approved deal.
• Lot products carry a tax card covering school district, county, municipal district, improvement district, and HOA, so the burden a buyer will see is modeled with the deal.
• A builder commitment log follows a deal from letter of intent through executed contract, with cadence and incentives, and shows takedown risk per lot product.
• Gap out snapshots show pace against underwriting with the date the next phase has to deliver by, and a phase can be opened, released, or held straight from the row.

Development teams can bring a plat in from the engineer's drawing and assign it straight to a phase, fix anything that lands wrong on the map, and read each lot's county appraised value in Pipsy.

• Blocks or lot number ranges are assigned to a phase, with the boundary, lot geometry, and counts coming across with them, and an import can be reverted.
• Lots that land in the wrong place are corrected on the map rather than imported again, and every change to a lot is kept in an audit trail.
• The surface to grid factor is remembered per community, and a duplicate outline is flagged before anything is created.
• County appraisal records sync across county lines, so a community that straddles a county boundary reads as one, and each lot carries its appraised value.

Capital partners can now sign in to Pipsy and see the facilities and development projects they have money in, with position, returns, and distribution detail on each one, rather than waiting on a statement from the sponsor.

• Partners get their own logins, scoped to only the facilities and projects they participate in, and sponsors administer those accounts themselves.
• Joint venture waterfalls calculate preferred return and promote tiers, so each partner's share of a distribution is visible on the project it came from.
• Capital statements show contributed capital, returned capital, and outstanding balance per partner, and equity terms can be edited as a deal is restructured.
• Portfolio and returns views summarize positions across every facility and project a partner holds.

Land bankers and their builder partners now run the whole facility lifecycle in Pipsy - lots assigned to a facility, takedown requests raised against it, and approvals recorded with who signed off and when.

• Sales managers request a takedown by picking lots from the facility map or table, and the request carries its obligation math with it.
• Approvers work a queue of pending requests with the facility position behind each one, and every approval or rejection is stamped to a person and a date.
• A facility can be created directly from a development project, so a project that converts to a LotTrust deal keeps its lot inventory and cost basis.
• Each contract keeps a full history, including earnest money handling and an approved-to-takedown flag that drives the takedown schedule and the accounting journal export.

Development teams can now raise, edit, and track draw requests against a project's budget, with a shared status timeline that the sponsor, the lender, and capital partners all read from the same place.

• Draw requests and takedown requests share one status model and timeline, so anyone can see where a request sits and what moved it there.
• Comments with mentions live on the request itself, which keeps the back and forth about a funding decision attached to the funding decision.
• Pro forma sensitivity tools re-run a project against changed absorption, price, and cost assumptions without rebuilding the model.

Development teams can bring a recorded plat into Pipsy straight from the engineer's CAD drawing, and the section comes up with its lot geometry already in place instead of being traced by hand.

• A preview map shows exactly which lots will be created before anything is committed.
• Lot lines and map layers can still be drawn and adjusted by hand, with a basemap toggle for tracing against aerial imagery.
• Sellout projection columns on the section view show how the imported inventory absorbs by lot type and builder.

Takedown pricing now supports compounding escalation, section-level overrides, and a cap on how far a price can escalate, and fee schedules can be preset per section and locked so they do not drift.

• A compound monthly escalator models price growth that compounds, rather than accruing against the original basis.
• Escalation can be overridden for a single section, and an end cap stops escalation once a set point is reached.
• Fee table presets are scoped to a section or property, so a new lot picks up the right fee schedule as it is created.
• A preset can be locked, which keeps the fees agreed on a contract from being edited after the fact.

Development teams running several projects can now read the deal pipeline, entitlements, action center, and program dashboard across the whole portfolio at once, instead of switching community by community to assemble the picture.

• Every development report reads across projects regardless of which community is currently selected, so the portfolio view is the default rather than an assembly job.
• Debt draws are capped at the committed facility amount and financing carry is counted once, so a pro forma no longer overstates what a project will draw.

Development teams can now run a project in Pipsy from the deal through delivery - acquisition pipeline, entitlements, phase schedules, and pro forma sitting against the same homesites the sales side works from, instead of in a spreadsheet nobody else can see.

• A program dashboard and an action center show every active project, what is due next, and where a phase has slipped, with a schedule view for the milestones behind each phase.
• Engineers, consultants, and contractors can be given their own sign-in to a vendor portal, so they submit and follow their work without an account on the rest of the platform.
• Project and phase boundaries are drawn straight onto the map, with current site imagery and terrain underneath, so acreage and phasing come from one shape rather than a separate exhibit.
• Access is granted from saved permission profiles, so a new development user is set up in one step instead of switch by switch.

Anyone driving or walking a community can now record a note on a homesite with photos taken on their phone, and send it on by email before they leave the lot.

• Notes and photos attach to the homesite, so what was seen in the field shows up on the lot record and on the lot status map for everyone else.
• A note goes out by email with its photos attached, which turns a punch item into a message to the builder or contractor on the spot.

Development and sales teams can now hand out construction status as a formatted document, and see closings summarized by month alongside takedown and district reporting.

• The construction report prints per community with each homesite's stage, so a weekly construction meeting can work from a single document.
• Homes that have arrived on site are called out as their own stage, with the estimated closing date next to them.
• District exports use each client's own column names, so a reimbursement package does not have to be relabeled after it is exported.

Lot contracts, their takedown schedules, and the instructions behind them are now managed in one place, and each contract carries its earnest money position next to its pricing and fee terms. A contract's economics can be read without assembling them from separate screens.

• Earnest money is recorded on the contract and on each section, so deposits held are visible alongside the pricing and fees they offset.
• Sections carry the county they sit in, which flows through district and fee reporting.
• Takedown reports show the community behind each contract, so an operator running several communities can work from a single list.
• Sales managers get their own view of sections, and a takedown schedule no longer has to match a fixed lot count to be saved.

District reimbursement reporting now breaks out by builder and by lot type, and every table can be run on either the contract sale price or the final closing price.

• The builder and lot type table sits alongside the existing district totals, so a reimbursement package can be assembled builder by builder.
• Switching to closing price uses the figure actually recorded at closing rather than the price written at contract.

Sales teams can now reserve several homesites at once for the same builder and extend an existing hold instead of releasing and rewriting it. A reservations report shows what is held, who holds it, and when each hold runs out.

• A reservation records the builder it is held for, so lot status reporting reflects who is sitting on inventory.
• Expiring reservations are extended in place, keeping the original terms and history intact.
• Opening a homesite on the community map in buyer mode now shows a floorplan gallery and photo carousel for that lot.

Developers can now define the fees attached to a lot, stage by stage, and track deposits, invoices, and payments against each one. The money owed on a lot lives on the lot instead of in a side spreadsheet.

• Fees are set per stage, so a deposit taken at contract and a balance due at closing are tracked separately on the same lot.
• A builder fee register lists every fee a builder owes across a community, with what has been paid and what is still outstanding.
• Fee position carries through to the lot record, the lot status map, and the closings report, so it is visible wherever the lot is being worked.
• Fees due on a lot are surfaced in the architectural review workflow, so a builder submitting a home sees what is outstanding on that homesite.

Development teams that run their schedules in SmartSuite can now keep master plans and lot plans in step with Pipsy automatically, so the planning board and the lot record stop drifting apart.