Homemaking: Urban living meets affordability

Top: the Micro-Unit Prototype
Above: The What's IN team: from back moving left to right: 
Ben Stracco, Mika Gilmore, Lisa Walden, Marcus Hamblin, 
Fred Kramer, B.K. Boley, Tamara Roy, Blake Goodwin, 
Zach Pursley, Ruthie Kuhlman, Meredith Powell, 
Melissa Miranda, Aeron Hodges, Derrick Nickerson, 
Michelle Kim, Quinton Kerns, Dan Connolly, Chris Neukamm.

We take for granted the amenities around us.  We are (mostly) warm, safe and dry, yet often feel discontented with our space, not because it fails to provide for us, but because it fails to enrich us.  Whether it's that cookie cutter subdivision home with its oddball "feature" spaces, the dreary big city walk-up apartment that barely meets any kind of building code or something in between, so few of us have the opportunity to live in a space that really supports how we want to live in it.  But what if the reason our living spaces fail us is because we don't have the right expectations for them?  What if you could throw out everything you thought you knew about how to live in a home and started over?  The subject of my master's thesis at the University of Arizona was the impact of telecommuting on our understanding of the home.  Part of the research I did involved looking at the evolution of our understanding of a home.  Most of us are stuck in a model that comes straight out of the Victorian era, where urban equaled bad and the domestic sphere needed to be clearly separated from the sphere of work.  But we don't live in the Victorian era anymore, so why should our spaces?

What's IN is trying to answer that question.  This exciting urban housing research project includes the Boston design groups ADD Inc and One-In-3 as well as MapLab and local mosaic artists Artaic and has undertaken a study of the demographics and sociographics of urban housing today and proposes ideas on how to best meet the live/work needs of young professionals.  It's a national trend that young college graduates are looking for the urban lifestyle in ever increasing numbers.  So are aging baby boomers.  To the extent that a city can provide the housing they seek, that city can prevent a "brain drain" of young, innovative and educated professionals.  So what stops them?  Affordability and amenity are the two big issues.  This group is attracted to the vibrant, culturally rich and diverse environment found in urban neighborhoods, but not the price tag that necessarily comes with it.  What's IN's solution: the Micro-Unit.

Defined as a single family dwelling unit ranging from 250-300 square feet, the Micro-Unit has stripped living down to its essential elements; bathroom, kitchenette, storage and living/sleeping areas.  Borrowing a page from European and Asian models (and ancient Roman city life for that matter), What's IN offers the larger spaces we have been conditioned to believe we need within our dwellings outside of them in the form of communal social spaces.  This not only allows the units themselves to be more affordable, but fosters the kind of neighborliness that studies show keep our communities safe and vibrant.  Says Quinton Kerns, one of the group's founders, "With minimal/durable use materials we can minimize cost of construction and with the re-imagined unit sizes we can provide more density within a floor than what is currently offered with most market rate units. The Micro-Unit seeks to tackle the ongoing problem of affordability in urban housing coupled with the opportunity to foster a social revival in our local communities."

This is real research- the group conducted polls, looked at product options, studied prefabrication techniques, investigated design precedents from all over the world, and looked at real estate issues.  They also partnered with business and civic leaders to talk about the issues involved in making their concept take off.  What did they learn?  Affordability trumps all.  In perhaps a crushing blow to most designers, futuristic, gadgety, multi-tasking furniture was soundly rejected by the focus group.  Based this information, they determined an ideal unit size (300 sf) and features to include in a prototype microunit, with smart features important to urbanites, including bike storage and casework that could be user-built a la IKEA to save money.  A mockup of the unit was then constructed by the What's IN team.  To get the widest possible range of feedback, the mockup went on tour at prominent Boston venues ABX 2012 at the Boston Convention and Exposition Center, the Atlantic Wharf lobby adjacent to the BSA Space, and The Modern Theater at Suffolk University. The group created a survey to allow mockup viewers to weigh in on how well they think such a living arrangement would or wouldn't work for them, in addition to providing key demographic information to help inform the development of future microunit initiatives.  "The unit has been donated to Suffolk University so that students and faculty can utilize this model to engage the business and academic communities in and around Boston as this movement for approachable living becomes a reality," says Kerns. "What's IN is currently venturing into a deeper research initiative focusing on the social/community impacts for this new housing typology by means of further crowd sourcing, community surveying, community outreach, and a continued discussion with policy makers at City Hall. We are looking at displaying our findings at this year’s ABX 2013 with the ultimate goal of having some solid development in the works by the year’s end." 

The group's Tamara Roy presented What's IN's work to date in late March 2013 at a housing Forum at Suffolk University. Her presentation powerfully illustrates just how much a shortage of affordable housing impacts the city, and the innovative approach to solving this problem that the group developed.  "We believe in the power of tiny things and the Micro-Unit speaks to that idea," says Kerns. "Through our research we found that city dwellers are not only willing to share living, eating, and social areas within their living environments, but they really want these amenities to be more social! And through this call for more social living we are faced with a great opportunity for innovation. Diversity + Density + Interaction = Knowledge Spillover...by the nature of what they are, micro-units foster innovation!"

Key What's IN Players:
Tamara Roy: Senior Associate Principal at ADD Inc and “Mother of the Micro-Unit” in Boston.
Aeron Hodges: Designer at ADD Inc, Co-Founder of the WHATS IN initiative and target demographic of the emerging families.
Quinton Kerns: Designer at ADD Inc, Co-Founder of the WHATS IN initiative and target demographic of the single young professional.
Fred Kramer: President of ADD Inc, Supportive Powerhouse and target demographic of the empty nester.
Chris Neukamm: Designer at ADD Inc, Committee member of WHATS IN
Michelle Kim: Designer at ADD Inc, Committee member of WHATS IN
Dan Connolly: Project Manager at STA, Committee member of WHATS IN and member of ONEin3
Blake Goodwin: Director of Operations for Artaic, Committee member of WHATS IN and member of ONEin3

Making People Better

Being engaged as a creative person involves being willing to look outside of your own experience and give back in a way that utilizes your talents and passions.  On week three of the Change the World Novena, we look at making a difference in your community, as an individual and as a business.

Pro Bono work is not a new thing for many architecture firms.  However the desire to consistently give back to the community is something much more rare.  I recently attended a presentation called Teach a Man to Fish  at the Healthcare Facilities Symposium and Expo in Chicago because I thought it would be interesting to get the presenters’ take on how architecture could empower a community.  The session featured an intern architect named Elise Drakes, and I soon realized that she was an example of how an architect can empower people, not just through a single effort, but through the way community service is a part of the way she lives her life. 

Main Entry of the SOS Clinic

Elise, who lives in Orange County, CA, has consistently tried to find volunteering opportunities related to healthcare and architecture.  She has been a mentor for the past five years with Big Brothers Big Sisters as well as a volunteer at an art therapy program called Art and Creativity for Healing.  She realized that her efforts could have greater impact if she expanded outside of what just one person could do and so she took her interest to work.  TAYLOR, a California-based architecture firm, had done pro bono work in the past, but not to a significant extent.  Shortly after joining the firm in 2007, TAYLOR empowered Elise to take on “give back” initiatives.   At first she identified small projects, including the remodel of a child’s room for the Make a Wish Foundation.  Then came a defining moment.  Hoag Hospital, one of Taylor’s clients, contacted them and asked if they could help with a project for a non-profit organization called Share Ourselves (SOS).  Taylor agreed, and Elise coordinated the architecture effort.

Share Ourselves is a Costa Mesa based non-profit providing social safety net and healthcare services to low-income and homeless residents of Orange County.   TAYLOR joined three of the region’s construction companies and collaborated with Hoag’s Real Estate, Construction and Operations department to redesign and build a new facility for SOS.  Originally intended as a cosmetic improvement project, the team soon determined that what was needed for SOS to provide the best services to the community was a full scale renovation.  “It’s easy to drop the ball on a pro-bono project,” Elise notes.  “However, in this case it was less about what was donated than the commitment of individuals from each organization and the leadership they brought to the effort.”  Hoag provided coordination for the project as well as some of their business partner contacts so that the team could solicit donations.  They also have helped on the PR side helping to make sure that the community is aware of the resource and that they story of this effort is told. 

“This project was different from other pro bono work because it was a long term project and many of the donations were used to fund construction, not a particular item with naming rights,” says Elise.  “I was in awe of what people were willing to give both in their time and in in-kind donations.”  In addition to TAYLOR’s donation of architectural services, a local artist donated a week of his time to produce a community-based mural, and other artists loaned work to the project.  Questar stepped into the GC role while Suffolk Roel also provided contracting services and RTKL designed branding/graphics.  “I called up total strangers and asked for things the project needed and was amazed by the response,” says Elise. Their generosity was especially notable to her because, “These donations were not about recognition.  There is no donor wall.”

Elise was enthusiastic about  her efforts, but also stressed that this was something other firms can and should take on.  Her insights on how to build a successful pro bono process:

Respect the character of the organization The team looked comprehensively at SOS as an organization and provided a design response that reflects their culture and practices.  Some of the existing features that worked really well, such as the community planter garden where residents are educated in small scale gardening were prominently located at the front of the building.  It is also different in that the non-profit has collected data for exiting conditions and is using that as a benchmark for determining what design measures were successful in the new space. The team observed systems and processes in the existing facility and took steps to enhance them in the new design.  “We provided countertops in a cueing area to allow people to complete paperwork while they wait in line,” observed  Elise.

1+1 can equal 3 By looking beyond what just a bunch of architects could do in their spare time, Elise was able to successfully expand the project and involve the construction community as well as local businesses and artists.  A more comprehensive effort lent the project more credibility, which made it easier to continue to get donations. The team also told the story of the project to the construction workers to help them understand the value of their efforts.

The project doesn’t stop when construction does It’s great to help out, but to make meaningful change, you have to follow the metrics so you know what to apply to the next pro bono opportunity.  SOS tracks data on the people they serve and now can track improvements related to design elements in the new facility.  This data will continue to inform the project team on where their efforts were most successful.  Elise felt that the team was a powerful element in implementing the project and following up after construction.

Elise’s passion as an architect is operations impacts (she’s currently working on an MBA).  Forming a community partnership to benefit area hospitals was something that she was happy to take on, although she was surprised that more firms are not already doing this type of thing.  She hopes that by sharing the SOS story, more will.  “This can be done by everyone,’ she stressed “It’s all about the people and the passion they had,  That’s what let us keep going on this project.” 

Elise Drakes, Assoc. AIA is a project coordinator at TAYLOR and a passionate advocate of bridging the industries of architecture, healthcare and non-profit organizations. She is involved in all aspects of hospital projects at TAYLOR, from schematic design through construction administration. Additionally, Elise is extensively involved in the community. She has engaged with non-profit organizations such as Art and Creativity For Healing, Big Brothers Big Sisters, Project Tomorrow, Make-a-Wish Foundation, and ACE Mentoring. In 2011, she received the Tomorrow’s Leaders scholarship at Chapman University and is now pursuing her MBA with an emphasis in finance. She is a co-founder of The Benefactor Foundation, a non-profit corporation established to create college scholarships for deserving students. Elise’s role in The SOS Project as a designer and project manager was an opportunity to make a significant impact in her community. The positive life change that each team member experienced was an unforgettable gift.

Power to the People: Unleashing User Insights

Patient centered design has been around for a long time. From Planetree, to LEED for Healthcare  and Evidence Based Design, the importance of the environment to outcomes has been advocated, documented and linked to design and operational decisions. The Beryl Institute is devoted solely to the cause of improving the patient experience. It’s great to have all of these resources. Even better as an architect to have healthcare clients embracing the needs to address the issue. But something gets lost in translation as we go from intent to implementation. Healthcare environments tremendously impact their users, who often have little opportunity to control them. We need to know we are getting it right, not just designing and building attractive surroundings based on precedents.

That’s why I was excited to read about a project recently launched by Penn Medicine in conjunction with the Wharton School of Business. Called “Your Big Ideas Challenge,” the effort reached out to staff throughout Penn Medicine’s system to present their innovative ideas for improving patient care. The top ten will be selected and presented at a town hall meeting. There were many compelling ideas, but what I was most interested in was the process. By empowering staff to think about how they can better serve patients, they were free to do more than air grievances or whine about needing more space. Instead, they could influence the change. Just think about how powerful this process could be when it’s time for the next design project:

Unlock information
There is only so much time at traditional design meetings and only so many staff usually allowed to attend. When you couple that with the fact that most of these people are not adept at reading plans or processing the information we present, counting on meeting feedback is actually a very bankrupt model for design. Instead, after discussing goals for the project with stakeholders, we should frame those goals in the form of questions back to a much more comprehensive cross-section of staff and empower a little innovative thinking that can lead back to either discrete design decisions or the development of design elements that will support an operational change. For example, if you develop a project goal that you want to create a less stressful environment for families, you might ask staff about how they would address commonly encountered family issues or complaints.

Cut a wide swath
Many times, we develop “departmental myopia” on our projects. We forget about just how much impact related departments or core process (lab, housekeeping, maintenance, food service, social services) or groups like infection control and facilities have on a space. Make sure to get the insights of these staff as well. The interchange of things that we don’t even realize happen in a space is often the area most ripe for a design intervention. These extra-departmental folks can provide the lowdown.

Re-integrate Information
So if you follow these suggestions, you now have a bunch of data. Hopefully, you also have a lot of ideas germinating as well. The last and very crucial step in getting the most innovation (and generating the most value) possible, is to re-integrate it back to the project. Invite key players from the extra-departmental group and a more robust sampling of staff from your departmental group to the next design meeting. Provide a recap of the results and how you are planning to use them in design. This allows the innovations to give way to some collaborative discussions, which will give the design team the most useful feedback possible going forward.

Winning the Battle and Losing the War

It’s the rare client who has the foresight to truly master plan- rarer still the one who authorizes a capital project based on forecasted need instead of waiting until renovations/expansions are way past their due dates.  When everyone’s working conditions are obsolete and overcrowded, the very way work is done is affected.  The workplace becomes the war zone with erstwhile staff in the trenches every day just trying to keep things functioning.  No wonder it’s so hard to think differently about space.  In healthcare design, we can no longer afford to keep with the status quo “adapt and react” mentality when it comes to buildings.  This mindset brings about a shortsightedness that satisfies an immediate need at the expense of truly solving a problem.  I recently had an opportunity to hear a presentation from Debbie Gregory, Senior Clinical Consultant at SSR and Nursing Institute for Healthcare Design (NIHD) Board member.  Debbie also has a background in interior design, so she understands healthcare design from multiple viewpoints and I enjoyed listening to her insights regarding what healthcare clients are looking for from their architects.  Some thoughts from the battleground:

Avoid conflation
Sometimes an expansion is definitely in order.  Others, reorganization of space is the better option.  While healthcare facilities are getting bigger in part due to larger room sizes, more equipment and the need to have more adaptability built into units, there is also the tendency for clients to ask for (and get more ) of the same space they had before just 30% -40% bigger.  All the same work habits and processes are baked right into the new space. Right size based on criteria related to flexing acuities, innovative technologies and equipment or increases in volumes, not to accommodate inefficient processes that have arisen out of the current physical features of the space.

Beware of collateral damage
Just as teaching to the test leads to peril in the classroom, designing a delivery of care model around scoring enough HCAHPS points is disastrous.  The point of metrics is to measure performance, not how well you can game the system.  If you are providing the best care, you don’t need to worry about metrics, just as a great teacher never needs to worry about how her students will score.  Learn to recognize well-intentioned policies from infection control, facilities or the C-suite as intentions that may not apply to the unique needs of your particular situation and work with them to develop a solution that meets the “spirit” of the law, not just its “letter.”

Know your enemy
The biggest enemy of innovation is the routine.  It’s very hard to break out of the way you are used to doing things, or to question why you do some things at all.  One thing I think we fail to be taught as architects is how to help our clients re-frame the problem.  Sure, we know how to turn an idea on its head, but we may not be attuned to all of the issues related to care.  We also tend to spring these “breakthrough” concepts on our clients, often to mixed reception.  What we really need to be doing is to help them walk through the process and think about what they do and why every step of the way.  Don’t create tomorrow’s problem with today’s solution. Mockups, done at a conceptual phase of the project can help to right size an element like a patient room, which will drive overall program and square footage needs.  Debbie strongly recommends that you conduct the initial viewing of the mockup as a moderated discussion in order to keep department stakeholders focussed and make sure that everyone’s voice is heard, not just the squeaky wheels or department leadership. 

Break ranks
It’s not about keeping the building as we know it, but rather making the building into what we need it to be.  As conduit for healing- the healing environment has a big role to play in patient outcomes as well as staff satisfaction.  With greater emphasis on providing value being placed on today’s healthcare providers, we must think about how buildings contribute to that equation.  The value proposition should include links of design elements to measurable outcomes, such as reduced injuries, hospital acquired Infections or satisfaction scores; recommendations related to achieving the lowest life cycle costs, and agile planning and infrastructure solutions that will respond to emerging needs instead of requiring costly and constant additions.


None of these strategies are about adapting or reacting, they rely on a great offensive strategy where the patient doesn’t end up being the casualty of our planning effort.

Feast Day 2012: Stay Inspired

Today, the Patron Saint of Architecture turns two!  When I made my first post on May 26, 2010, I never imagined that this blog would have touched so many lives.  I've met some wonderful architects from all over the world, had the opportunity to interview some amazing people on the subject of inspiration and creativity, taken a deep dive into the issues that hold us back as creatives in the Breaking Points and Turning Points novena, and gotten even more exposure for the blog through Wellness: The Series, my monthly article for Urban Times.  The past year has included expansion into new platforms- creating a Patron facebook page where I post daily doses of inspiration (so like it if you haven't already) as well as more interactive content like surveys and sharing by other sites like Healthcare Innovation by Design and Loth Furniture.  You can also visit the Enlighten Yourself link on the right column of this page to see my recommended reading for you in the categories of business, architecture and creative resources.  Just today, I created a Patron board on Pinterest, to allow creative images to be shared.  As I get this going, you will have the opportunity to post your ongoing work or favorite images to share with the group.  I am toying with the idea of a little You Tube streaming for the coming year as well! 

All of you devotees had an exciting year of opportunities to inspire you to be your best creative selves.  Please join in the litany of inspiration by sharing a quick story with all of us in the comments section.  As I learned last year, our greatest triumphs come from challenging ourselves.  When we know what we want and ask for it, it is surprising how easily we can get it.  For example, I never dreamed that author Robin Stern would agree to an interview about gaslighting, just because I looked her up and sent her an email, or well-known executive coach Lisa Petrilli would talk to me about leadership or Therapeutic Landscape expert Naomi Sachs would share her insights into biophilic design.  They all were so generous with their time and knowledge, and those interviews were some of the top posts of the past year - all it took was me truly pushing my introverted self to approach them.

Look for this year's novena, Change the World (An Experiment), an upcoming series that interviews changemakers in nine different cities about the role they played in turning their community around.  I hope that their inspirational stories will show you all the ways that you too can make a difference as an architect.

So, if you are sitting at your remarkably uninspiring desk feeling like all you do is churn out work to meet demands and deadlines, don't forget that inspiration is what you make of it- put on your party hat, grab a balloon and some cake and celebrate your creativity!  As a prize for all of you, please download the feast day icon - you didn't even have to play a festival game to win it!

Lost in the Trees on Wayfinding

I recently toured a newly-completed hospital and asked the architect who designed it about his firm’s approach to wayfinding.  He rattled off a series of textbook things they had done; a single point of entry, color/art themed elevator lobbies, views of the front entrance from the main point of arrival on every floor, color and art themes for department entry desks -  in other words, not nearly enough.  While I had noticed all of these elements and had no argument that they were viable wayfinding moves, I still felt disoriented in the facility.  Which way to go was not intuitive and the landmarks provided were only for major destination points, like the elevators, then I was on my own.  Even though I was being guided through the facility on a tour, I felt like I might have trouble if I got left behind and had to find my own way back.  How much more, then would an anxious patient or family member feel disoriented?

Even brand new greenfield buildings like this one suffer from deep floor plates and hallways that snake around, departments that are organized somewhat like mazes and lots and lots of walking to get to your destination.  It’s time for us to stop thinking that a few grand gestures to the idea of wayfinding are enough and start building our design around it as an infrastructure.

Many arrival points should converge at a single destination.  So often, we design fantastic front doors that open into amazing lobbies, forgetting how few of patients and visitors actually arrive this way.  What we think is a single point of entry in fact is not.  Most are coming from a parking structure that connects to the building at a point other than the main lobby.  Still more may be entering via an outpatient area or the emergency department.  Especially if the floor plate has morphed over time, these points of entry can be very remote from one another.  Creating a main circulation spine is important in order to link all of these entry points and help visitors to cognitively map the facility.   A single concourse similar to airport arrival gates that has drop off, but more importantly proximal parking along its length and immediate access to either a department or vertical transportation (which offers immediate floor access to a department) is critical to reducing distances and getting people oriented.

Design can’t stop at the public realm.  How many times have you entered a gorgeous lobby only to have your final destination be a clinic that couldn’t be more bare bones and, well, clinical in its appearance?  Patients staff and family all appreciate the lobby, but what would really make a difference is to have the clinical areas where they spend the bulk of their visit have that same attention to materiality, circulation hierarchies and amenity.  Just because you have arrived at the front door of your destination doesn’t mean that all wayfinding bets are off.  You still have to navigate this area, and you shouldn’t need an escort to find your way back out.

Getting to your destination should not be a vision quest.  Especially at large institutions, the sheer amount of walking from point A to B is staggering.  One institution I know of offers free parking for the first hour in their garages, which was laughable when it could take over 10 minutes just to get from your car to your final destination. At least at the airport they have people movers and those little carts.  In hospitals, you have to walk. For able-bodied me, this is an annoyance, for the elderly and disabled, it’s an obstacle.  For staff, it’s ridiculous- a waste of time and energy.  Being in a healthcare setting should be restorative not exhausting.  Think about how you organize departments, to minimize travel from one task/treatment area to another and about how you organize the facility to minimize travel times for joint clinics, and other modes/therapies.  You might want to consider having more multi-purpose or procedure rooms as well as larger workrooms for staff to allow services to come to the patient at a single point of care.  Healthcare institutions have to seriously factor distance into the equation and stop taking a “that’s the way it is” attitude towards expansion plans that increase travel distances or additions that create circuitous pathways.

 

I’ve discussed in a previous post on wayfinding that signage is no substitute for creating spaces that provide landmarks, zones, and mental cues to destination.  However, these wayfinding elements alone won’t fix the problem of bad spatial sequencing or poor adjacencies.  Wayfinding needs to be part of the conceptual planning of any new project, and may cause the scope of work to be tweaked to provide the most effective layout.  Until we embrace this simple fact, healthcare spaces will continue to overwhelm and confuse the people who use them-an opportunity to develop responsive design that is simply lost.

Wellness the Series: LIVEli'hoods

Enjoy the second article in a series on wellness and the built environment I am writing for Urban Times.

How much thought did you put into the décor of your living room? How much time choosing just the right paint color, furniture, accents, lighting, window treatment, electronics? Now think about how many hours of the average week you actually spend in this carefully designed oasis. If you averaged as much as 4 hours a day, that would be 28 hours. Let’s move now to a space where you likely spend upwards of 40 hours per week- the office. Chances are, you had very little to say about the design of this space and are doing your best to cope with the situation given to you. You don’t have to tolerate life in the cubicle ‘hood. Whether your problem is too little space (and resulting clutter), poor lighting, no views, poor location or any of a host of other environmental ills, there’s a fix that can immediately upgrade you to a more restorative work environment.
What’s the problem?
As in any effort, step one is to define the problem: your current work environment and how it affects you. I challenge all of you to photograph your current workspace and then spend a week logging the following:

1. Work activity
2. Location of work activity (ie. at your desk, in a conference room , off site)
3. Why the activity was performed in the location it was
4. How well the location supported the activity
5. Your physical condition (mood, any aches, pains, colds, etc.)

Why should I care?
We’ve all rolled our eyes at the co-worker who brings in lumbar pillows, space heaters and a host of other paraphernalia, and yet is no more productive for all this gear. While, such “oversensitivity” seems self-indulgent, you may never have realized the toll taken by your work environment. Refer to your list to see just how much or how little you have to develop work-arounds related to spatial deficiencies. You will never be your productive and creative best in an environment that isn’t supportive of your well-being as well as your work activities. Long hours spent in an unsupportive environment leads to stress, physical illness, and negative thinking. No paycheck is worth that.
What do I do?
The good news is that you don’t need to quit your job to realize a life-affirming workspace. Not only do you have more control than you may think over your own workspace, but by offering up some suggestions to your boss and co-workers, you may find that there has been a silent majority longing for some upgrades and willing to make changes. A complete remodel may not be in the cards – it doesn’t have to be. Here are some basic suggestions to make your workplace a livable community:

1. Clean and clear – The biggest drain on energy and productivity is disorganized space. Take some time to clear your desk as well as common work areas. This will save everyone time and frustration as well as remove the nagging stress of visual clutter.
2. Fix what’s broken – Whether it’s that wobbly desk chair, a need for a keyboard tray, or a fluorescent light that keeps blinking, these “broken” environmental elements affect you both physically and mentally. Repetitive stress injuries, tension headaches and muscle aches often originate in the work environment.
3. Introduce ease – You may have heard of Lean Design, a process for analyzing work patterns and eliminating things that waste time, money or energy. Are you constantly walking back and forth to the same destinations? Create a mini supply kit at your desk. Do you repeatedly spill your coffee because it’s in your way? Consider rearranging your desk to provide better placement of your phone and computer. Collaborate with your fellow staff to rearrange what isn’t working and perhaps to create areas like informal collaborative spaces.
4. Let the sun shine in – Access to natural light and views is critical to well-being. Studies show that workers exposed to natural light are healthier, have fewer workplace errors and fewer workplace injuries. No windows in your workspace? Choose a screen saver that depicts natural elements, place images of nature at your desk, bring in a plant, fresh flowers or a desktop fountain. Make it a point to get outside every day to spend time in nature. Counteract the often gloomy effect of fluorescent lights by placing floor lamps or table lamps at desks and common areas.
5. Balance and energise – You may be surprised to learn that all of the above steps, rooted in evidence based design are also staring points for feng shui. These steps will help you clear and balance energy in general and also help you set a clearer intention for what you want to achieve in the space.

However, after you have completed all of the above steps, you may find yourself with certain environmental circumstances that are less than favorable. Or, you may find that there are aspects of your career that you want to enhance. While you should consult with a feng shui practitioner for an in-depth review of your personal space energy, there are some simple remedies and enhancements that you can implement right now:

• Sit in the power position - Your back should never be towards a door or main circulation path because then you cannot see opportunities or threats approaching. If you cannot reposition your desk, purchase a self-adhesive mirror from an auto-supply store and place it so that you can see activity behind you.
• Regulate the energy - If your desk is at the end of a circulation path or corridor, you may often feel overwhelmed by the energy constantly flowing at you. If you sit facing a sharp corner or under an exposed beam, you may have negative or fragmented energy flowing towards you. This can be remedied by hanging a crystal or a plant at your desk to regulate the flow of energy.
• Balance the elements – make sure that there is a variety of textures, colors and materials to represent a balance of the five feng shui elements (water, fire, earth, metal and wood) as well as to introduce more warm colors and natural materials if your work environment is too yin (lots of bright light, sharp angles, metal and white surfaces).
• Activate - Feng shui uses a nine-square grid called the ba gua, which represents all of the different areas of our lives. By overlaying this grid on your desk, you can place objects strategically to enhance or mitigate energy in each area of your life. The bagua is always aligned with the edge of your desk where you sit (see diagram). If you have an L shaped desk, place the bagua map over the leg that is your primary work area. Then, divide your work surface into nine equal rectangles. If you are struggling in a certain area, look at what is placed here – is your trash can directly under your creativity area? Do you have a pile of unfinished projects dragging down your family and health area? If you wish to enhance a certain area, look at the diagram for some ideas. Don’t forget to use your own intuition as well, to create positive symbols that will inspire you and draw positive energy. For example, what do you want to be known or recognized for? Place a representation of that in your fame and reputation area.

Take the time to enhance your work environment as carefully as you would your home. Please experiment with these recommendations and let me know how your work life has changed. Remember – you’re making a living.

Can prototypes help you think outside the box?

It seems like a good idea at the time- if you are going to build something more than once, you should develop a prototype.  In theory, your standard can then be tweaked with lessons learned from each subsequent project, allowing the ultimate in efficiencies for design, construction (hello purchasing power), maintenance, even optimizing the efficiency for staff, patients, customers, vendors, you name it.  However, the idea of a prototype is very different from realities on the ground: this project, in this location, with this demographic and these codes.  I used to do a lot of commercial retail projects (where prototypes reign supreme) and I think I only ever once built anything straight out of the box.  That was in a really small town where the community was happy for any development at all and the city planner was also the plan reviewer and the building inspector.  I also got a building permit in less than 24 hours, so that should tell you something about THEIR standards.  If you think that developing a prototype is a shortcut, a way to circumvent the design process, it’s time to take another look at your motives:

The standard with no standards

Architects and their clients alike are guilty of developing prototypes based on the lowest common denominator in an attempt to build more,cheaper, and faster.  Elementary schools with no windows that got replicated over and over in two rapidly growing school districts who shared a facilities manager is a distasteful (yet sadly real) example that comes to mind.  Sure, the buildings were practically indestructible and went up in record time, but the staff and students were placed in an environment that was one step below prison requirements.  I’ve also worked with prototypes that were so low-budget that the building essentially served as a billboard and nothing more.  How much time and money (including architect and landscape architect fees) do you think got wasted every time the cheap, somewhat gaudy prototype exterior had to be upgraded to pass muster with a local planning department?  Avoid unintended consequences that cost you time and money by having design goals for your prototype that extend beyond the desire to save time and money.

One size does not fit all

Other organizations try to create prototypes for finishes and standard room types.  The goal is to circumvent a lengthy design process, including extensive user input.  This use of prototypes is especially prevalent in the healthcare sector, but you can also find it in the residential market in the form of subdivisions offering a choice of models.  Theoretically, the prototype has been carefully researched and will provide the most efficient and “best” layout for each type of space.  In practice, users customize their space as soon as they begin using it because it doesn’t really work for how they need to use it.  Standards for colors and finishes may also need to be modified if they project the wrong image to a community because there is a culture clash related to how the organization is perceived.  You are not necessarily even saving time and money when the prototype for a room or department has to be applied to an existing building or unique use and therefore requires modification.

So is there ever any circumstance where prototypes are good?  While a bit of a slippery slope, a prototypical design can be used as a tool to enhance the user experience, and learn more about operational goals and the specific design elements that can help achieve them:

Prototype as Pilot

It’s really exciting to think about a project as a test lab for all an organization wants to achieve with a particular space.  That can’t happen if the prototype isn’t constantly in question.  Not only should extensive mock-ups (including finishes) be constructed, but input from staff in all departments, at all levels, patients, customers, other community members should be sought.  Once a prototype design gets the green light, a thorough post-occupancy evaluation of the space should be conducted to learn about what worked and what didn’t BEFORE this prototype is used again.  Lessons learned need to be examined as part of the design process for the next project where the prototype will be used.  Don’t forget to collect data related to demographics of your building occupants; you may start to notice some patterns that cause your prototype to evolve into options over time.  You need to have a very clear set of goals for the project and each element of the prototype should be carefully researched to contribute to those goals.  When an element fails or underperforms, it needs to be analyzed in the context of those goals to determine whether the cause is a design or an expectation.

Prototype as module

There are many different scales of prototypes: master plan, building, department, room.  It often makes sense to have a prototype just for room types and finishes.  Sometimes, it is more important to map ideal processes and flows that you want to standardize and develop modules that can be applied with a greater degree of flexibility to an individual project. Prefabricated construction can often do more than prototyping to help you build cheaper, better and faster, without compromising a solid design approach that applies evidence based design and enhances the environment.  This module can be easily fit into a multitude of existing conditions, and has the flexibility to adapt over time.  Modularized prototypes give you a kit of parts that allow an open and honest dialogue with user groups about what needs to happen in the space to ensure that the standards of care are supported, not circumvented by design.

We’ve all certainly seen plenty of badly applied prototypes.  However, even in your own experience, there are design elements and combinations that work and that get used over and over in projects (although we don’t label them as prototypes).   These can represent just as much of a closed circuit as the officially sanctioned prototype and lead to equally banal and unresponsive design.  Saving time and money can be accomplished in a lot more interesting and effective ways than cookie cutter architecture.  The important issue is to constantly upgrade your knowledge based on a thorough assessment of how a design performs and to apply what you learned to consistently raise your design standards.

Wellness: The Series

I'm very excited to announce that I am an author for Urban Times, an "optimistic, forward thinking online magazine," as they call it.  I call it a worldwide forum for very forward thinking articles and love that they share my interest in changing the world.  Today was published the first in what will be a monthly series I am writing for them on wellness in the built environment.  Please visit Urban Times and view the article.  Below is the full text to "Building Well-ness":

      Do you believe that the physical environment affects quality of life?  Many studies across various industries confirm that the way someone feels in a space can affect their performance. Consider research that indicates the following; the level of stress, and therefore pain, you experience in a hospital setting can be reduced through changes to your physical surroundings alone; your productivity and likeliness to make mistakes or injure yourself can be a direct result of the lighting quality and acoustics of your workspace; behavioral issues such as anger (which leads to bullying and abuse) or ADHD can be modulated by environment. I am an architect, but I don’t think that you have to be a design professional to take a proactive approach to shaping the built environment. This is my first article in a series on wellness and the built environment that will share strategies to help you see your world a little differently and be a catalyst for positive environmental change.

Many of us accept the world around us as a given.  While we may be able to cite spaces or places that we do or don’t like, we can seldom pinpoint just why we feel that way.  This makes us reactionary citizens and putty in the hands of developers who define our design values for us, then construct projects that evoke those images.  Couple this with well-intentioned zoning codes that are all about prescribing what can’t be done, and you basically ensure a new building has little or no distinctive character and lots of walls to shield its activity from its surroundings.  We are all guilty of not caring about what gets built until somebody proposes building something (or tearing something down) that offends us.  Then we organize en masse writing letters, making phone calls and storming public meetings demanding to be heard.  What if we looked at our spaces and places through a different lens?  What if we viewed all design as an investment in our community and in our own well-being?

All design needs to consider three elements: client needs (schedule, financial and functional), user requirements, and wellness.  Sustainability is just the tip of the wellness iceberg. Wellness is a multi-dimensional attribute that encompasses our physical, mental and social state of being.  It affects what it feels like to inhabit a room, a building, a neighborhood. Forgetting all of the edicts and manifestos out there on design, which are neither accessible or particularly meaningful to most people, I propose the following criteria to test whether an environment supports well being:

Is it Restorative?

Restorative design helps us to replenish ourselves.  Does a space encourage its inhabitants to make life enhancing choices, like walking or climbing stairs, or spending time in natural environments? Be an advocate for walking paths, gardens, appropriate lighting and acoustics.  Author and expert on the link between design, humans and nature  Stephen Kellert identified some specific ingredients essential to a restorative space:

1. Prospect- a vista or view
2. Refuge- the safe place from which to take in the view
3. Water-actual water or design elements that provide glimmer, movement or symbolic images representing water
4. Biodiversity- a rich palette of natural materials supplied through both interactive spaces (gardens, planters) and views.
5. Sensory Variability- response to the changing times of day and seasons
6. Biomimicry-natural materials, natural forms and structures
7. Sense of playfulness-things that delight, surprise and amuse
8. Enticement-complexity that encourages exploration

Is it Supportive?

Supportive design addresses the way the people that use a space need to operate.  Supportive environments do not provide barriers to completing tasks or activities.  How many times have you observed users engaged in work-arounds for design elements?  A good design understands multiple points of view and is meaningful for everyone from a child to teenagers and senior citizens. By thinking about what different demographic groups need from a space, and providing it the space, can actually make people better, in terms of their performance, health and state of mind.

Is it Enriching?

Environments that inspire us in some way leave a lasting impression. Yet, we so often settle for the mediocre.  Did you ever walk into a space and feel sorry for the people who had to live or work in it?  Did you ever enter an office building and get a headache from the bad lighting and dreary environment? Did a space ever make you feel uneasy or unsafe?  These visceral reactions are real responses to design or lack of it in a space. Just as design is the cause, it can be the antidote. We all have to start demanding better, from our city planners, developers, building owners, and ourselves. Whether through your donations, tax dollars, patronage or consumer activity, you fund the environment around you and you deserve to inhabit spaces that truly enrich your life.

Whether you are reviewing your own surroundings, working as part of a user team on an upcoming project, or proactively approaching your city with a plan for improvement or court a developer, I hope you will consider wellness as part of the way that you evaluate the space.  While certainly there are meta scale impacts on our wellness caused by global issues such as pollution, or chemical ingredients, an even greater impact on our well-being happens a lot closer to home, in our homes, and offices, and schools, neighborhoods, streets and public places.

How is your environment shaping you?