Post-Pandemic Housing

G N I S U O H CICMEI M E D N A P - T S O P

GFF THOUGHT LEADERSHIP / JUNE 2020

P O ST- PA N D E M I C H O U S I N G

P O ST- PA N D E M I C H O U S I N G

Tyler Cini, AIA, NCARB Jason Hoyt, AIA Brian Kuper, AIA Jim West , AIA, LEED AP, NCARB1

GFF THOUGHT LEADERSHIP / JUNE 2020

P O ST- PA N D E M I C H O U S I N G Being mindful of potential cost and spatial implications, these ideas outline and suggest realistic measures which may be taken to, logically but resourcefully, re-shape multifamily and student housing communities.

W

hat many have learned through ‘Shelter-In-Place’ is that we are capable of successfully merging work and living functions within the same space [that is also our temporary playground], but that challenges do exist. Adaptability is key as new information and recommendations become available. The more each day feels similar, the need to engage socially beyond technological means may prompt people to take risks in the outside world.

As opposed to single-family home environments where the inhabitants are known, in multifamily and student housing living the anonymity of a neighbor may both contribute to lessened concern for that neighbor and at the same time create fear that this same neighbor may risk the well-being of the community. Within the shared environments of multifamily living, many of the issues presented in public “play” environments also rise to importance and concern.

How can Architects work together with Developers and Property Managers to deliver resilient postpandemic communities?

Among those risks are considerable opportunities for solidarity and fellowship, and multifamily living is uniquely suited to offer responses and benefits to its residents—outside the walls of the individual unit— that a single-family home may not be afforded. Property managers play an important role in the quality of life of their residents, and it is important to advance initiatives that protect staff while also helping foster a strong community culture to help residents adjust. It cannot be understated that individuals may have very different views of how this looks. If the expectation is that workers may want the ability to regularly conduct business at home or the office, it becomes imperative

P O ST- PA N D E M I C H O U S I N G

2

GFF THOUGHT LEADERSHIP / JUNE 2020

THE LEASING EXPERIENCE

A

mong the first factors to consider in multifamily living is the somewhat transient nature of its occupants. This makes it even more important to instill confidence from the very first impression, the entry, and to tailor the leasing experience toward that of both safety and opportunity.

How can a property be introduced to future residents flexibly and securely?

1

LEASING OFFICE ACCESS Entrances may be upgraded to incorporate touchless, motion sensor door opener technology to reduce the need for physical contact with doors.

2

LEASING TOURS Leasing tours may be offered remotely through videos or virtual reality to provide alternatives to face-to-face interactions. Self-guided tours may be offered with GPS-enabled guidance.

3

CLOSING/SIGNING Closings may utilize technology-based systems such as touchscreens, or single-use pens if not digital.

4

LEASING OFFICE LAYOUT The trend of the open floor plan for the Leasing function with the club/lounge amenity may want to introduce a separation of function; be it physical or visual, opaque, or transparent.

5

REFRESHMENTS Complimentary refreshments previously offered to future residents may be replaced by individually packaged or single serve options.

P O ST- PA N D E M I C H O U S I N G

3

GFF THOUGHT LEADERSHIP / JUNE 2020

CLEANLINESS/HYGIENE IN SHARED SPACES

B

efore the current pandemic, many people might not have thought about the fact that hundreds of other people had touched the same surfaces. Now that people are especially conscious of these surfaces as hosts for germs and viruses, cleanliness and hygiene are sure to be the ‘new normal’ for shared or public spaces.

How can shared spaces be sterilized without feeling sterile?

1

SCHEDULED CLEANINGS Amenity spaces may be shut down in phases throughout the day to allow them to be cleaned regularly.

2

ELEVATOR ACCESS Elevator operation may be provided through touchless means or smart phone-based apps.

3

SANITIZING STATIONS Touchless hand sanitizing stations may be provided at indoor public areas, shared spaces (fitness areas, business offices, cycling repair/storage, pet areas), and in corridors at stairs and elevators.

4

FITNESS AREAS Fitness areas may offer significant causes for concern and require frequent shutdown periods for cleaning during working hours. Training for management responsible for cleaning any fitness area may be required for their safety and the safety of the user. Common-use sanitizer bottles may be replaced with disposable wipes.

5

DRINKING FOUNTAINS Stations for drinking water may include touchless bottlefilling stations as the standard.

6

EXTERIOR FURNITURE Durable exterior furniture may be necessary to withstand frequent cleaning.

P O ST- PA N D E M I C H O U S I N G

7

INDOOR AIR QUALITY Air Quality may be improved by the introduction of UV or air filtration/ionization technologies to satisfy guidelines provided by OSHA and the CDC throughout public spaces and circulation areas.

4

GFF THOUGHT LEADERSHIP / JUNE 2020

SOCIAL DISTANCING IN COMMON SPACES

U

nlike in many single-family homes, the communal amenities in multifamily living provide opportunities for interaction and a more active social lifestyle. However, there are fundamental aspects of the greater multifamily living experience, analogous to the discussions about the urban environment, that may be addressed systematically to thoughtfully respond to what has been discovered during this current pandemic.

How can public spaces be redefined to provide more personal space, without losing the sense of community and interaction?

1

2

3

4

ENTRANCE/EXIT ACCESS Entrance and exit doors may be designated ‘one-way’ to maintain distancing for common areas and amenity spaces and include motion sensor door opener technology.

PARCEL AND FOOD DELIVERIES With newfound popularity, parcels and food products are delivered from many sources and often with common access points as residents. A delivery ‘vestibule’ with rearloading parcel lockers and direct access to exterior may serve to segregate these points of contact. Temperature control capabilities for food products that must be heated or chilled may be necessary to provide contactless delivery.

MAILROOMS The number of allowable occupants within a mailroom may be limited, with bigger gaps between mailbox clusters and wider aisles for improved visibility.

FITNESS ROOMS Increased space or partitions between “heavy breathing” equipment like Stairmaster, treadmills, ellipticals, stationary bikes may be necessary to reduce risk of airborne transfer. Private fitness rooms, with a room-specific selection of workouts for each room and reservation capabilities may further segregate users.

P O ST- PA N D E M I C H O U S I N G

5

COMMON AREA TOILETS Toilet rooms in common areas may be reduced to single-stall rooms.

6

AMENITY ACCESS Reservations though smart phone-based apps may promote distancing and help mitigate crowds.

7

COURTYARD GATHERING SPACES Maximum occupancy guidelines for gathering spaces such as lounges and grilling areas may be designated.

8

SWIMMING POOLS Lounge seating in and adjacent to swimming pools may adopt social distancing guidelines by increasing the distance between seats or reducing their quantity. Maximum pool occupancy limits may be reduced to discourage crowding.

9

ELEVATORS Increasing the number of elevators, increasing elevator speed, or adding elevator position indicators may help residents avoid cab sharing.

10

STAIRWELLS Enhancing the quality of stairwell spaces by increasing their width and introducing natural light may encourage people to use them rather than elevators.

Stairwells may be designated ‘up’ or ‘down’ during non-emergency situations.

11

CORRIDORS “Passing Areas” may be provided in circulation zones as standard corridor widths do not allow for social distancing.

5

GFF THOUGHT LEADERSHIP / JUNE 2020

THE NEED FOR AMENITIES

A

lthough many property amenities offered to residents may be underutilized, the value of on-site recreation has become more apparent during the ‘shelter-in-place’ period, as restrictions and stigmas have reduced use of public spaces.Several opportunities have emerged for both improving existing amenity concepts and future design/development. As individuals’ awareness of space increases, it becomes more important to understand the most effective use of ‘leftover’ spaces.

How can the idea of amenities evolve, offering the ‘best available uses’ and new benefits to multifamily living?

1

BUSINESS CENTERS Business centers may function as separate working spaces; consisting of small, private spaces with exterior entry segregated from common entries, a full complement of features such as printing capabilities, and with the ability to reserve use though smart phone-based apps.

2

‘MICRO-OFFICES’ Completely detached from residential units, storage units and other left-over spaces within buildings may be repurposed as office suites to supplement or replace business centers.

3

ROOFTOP AMENITY DECKS Rooftop spaces may be designed with more than one entrance/exit. These may become more viable on the top level of parking garages as outdoor amenity space becomes increasingly valuable.

4

PARKING GARAGES Structured garages may become a “velodrome” with bike lanes and directions designated to create courses up and down the drive aisles and ramps.

5

ON-SITE PORTERS Management may provide on-site janitorial service or maintenance on a more permanent basis to assist with increased cleaning of common spaces and provide other services to residents.

P O ST- PA N D E M I C H O U S I N G

6

GFF THOUGHT LEADERSHIP / JUNE 2020

LIVE/WORK SPACE

F

unctioning within confined spaces in a smaller average residential unit size, and the cohabitation of a residential unit, and presents further challenges: increased risk of outside contaminants and the overlap of uses within the unit. Conflicts may arise in the sharing of resources and common spaces that may not have otherwise existed.

How can designers respond to the challenges of residents—individually or collectively—living, working, and playing within the same confined space?

1

2

UNIT SIZE Units may become larger to accommodate home offices or separated spaces.

FLEXIBILITY OF SPACES Spaces may become more adaptable or separate entirely.

Providing dedicated work areas in a semiprivate den/office may be more viable and marketable. Reducing ‘built-ins’ may also allow more flexibility to adapt spaces.

3

‘HOME GYMS’ There may be demand to provide open areas for home workouts.

4

ROOMMATE PLANS In roommate situations, it may be desirable to provide bed/ bath/closet “suites” with separate access to common areas.

5

POWDER ROOMS Powder bathrooms may be appropriate to segregate guest usage.

6

SOUND ATTENUATION Sound attenuation between units and walls within units may become more robust as more residents are home throughout the day.

7

I.T. INFRASTRUCTURE Home officing and co-working may require more connection points within units, and larger tele-data closets to provide options for connectivity.

P O ST- PA N D E M I C H O U S I N G

8

‘MUD ROOMS’ Unit entrances may include storage areas to hang bags, shoes, and other belongings used outside the unit, in order to reduce exposure of the unit interior.

9

UNIT MAINTENANCE HVAC and water heater closets may require access from outside the unit with a more frequent filter replacement schedule and use of higher quality filters. Maintenance within units may be prioritized to consolidate non-critical issues for less frequent entry.

10

UNIT CLEANING Management companies may offer or contract with cleaning service companies to provide residential unit deep cleaning services.

11

UNIT ACCESS Residential unit entrances may incorporate touchless access though smart phone-based apps or fobs to reduce the need for physical contact with doors.

12

UNIT BALCONIES Balconies may grow larger to become a place of social interaction, becoming a “box seat” for features such as courtyard movie screenings, as well as provide places for residents to exercise outside.

13

ENVIRONMENTAL QUALITY More attention to lighting, daylight, and fresh air may be especially important for units without balconies, particularly in urban environments.

7

GFF THOUGHT LEADERSHIP / JUNE 2020

Tyler Cini AIA. NCARB

ASSOCIATE / STUDIO DIRECTOR

Several of GFF’s Multifamily practice leaders have spent the past months discussing how developers and designers may respond to the risk concerns of a post COVID-19 world, as well as delving into the positive opportunities that may result.

Being mindful of potential cost and spatial implications, these ideas outline and suggest realistic measures which may be taken to, logically but resourcefully, reshape multifamily communities.

Brian Kuper AIA

DESIGN PRINCIPAL

P O ST- PA N D E M I C H O U S I N G

Jason Hoyt AIA ASSOCIATE / PROJECT LEADER

Jim West AIA, LEED AP, NCARB PRINCIPAL / MANAGING DIRECTOR

8