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Design, Bitches
Looking to Build a Granny Flat in Your Backyard? Meet the Firms and Designs Pre-Approved in LA
Sarah Favot
Favot is an award-winning journalist and adjunct instructor at USC's Annenberg School for Communication and Journalism. She previously was an investigative and data reporter at national education news site The 74 and local news site LA School Report. She's also worked at the Los Angeles Daily News. She was a Livingston Award finalist in 2011 and holds a Master's degree in journalism from Boston University and BA from the University of Windsor in Ontario, Canada.
Adding a backyard home in Los Angeles is now nearly as easy as buying a barbecue.
Homeowners who for years have wanted to build a granny flat in their backyard, but dreaded the red tape, can now choose from 20 pre-designed homes that the city has already approved for use.
The shift, made official last week, will speed up a weeks-long process and bring more badly needed units to an overpriced market. It also has the potential to elevate the 14 startups and firms building the next generation of homes.
The designs for the stand-alone residences range from a 200-square-foot studio to a 1,200-square foot, two-story, two-bedroom unit. And many of the homes are filled with design flourishes, reflecting the diverse architecture of the city, from a house in the silhouette of a flower to one with a spiral outdoor staircase leading to the roof.
It's no surprise. The program was spearheaded by Christopher Hawthorne, a former architecture critic at the Los Angeles Times and now the city's chief design officer.
The firms are primarily local and startup architecture and design firms, while others are well-known with a history of building granny flats, also know as accessory dwelling units, or ADUs.
The standard plans avoid the Los Angeles Department of Building and Safety's typical four-to six-week review process and can allow approvals to be completed in as quickly as one day.
Some aspects of the plans can be modified to fit a homeowner's preferences. Eight other designs are pending approval.
Mayor Eric Garcetti believes by adding more such units, the city can diversify its housing supply and tackle the housing crisis. Recent state legislation made it easier to build the small homes on the lot of single-family residences. Since then, ADUs have made up nearly a quarter of Los Angeles' newly permitted housing units.
Because construction costs are relatively low for the granny flats – the pre-approved homes start at $144,000 and can go beyond $300,000 – the housing is generally more affordable. The median home price in L.A. County in January was $690,000.
Here's a quick look at the designs approved so far:
Abodu
Abodu
Abodu, based in Redwood City in the Bay Area, exclusively designs backyard homes. In 2019, it worked with the city of San Jose on a program similar to the one Los Angeles is undertaking.
In October, it closed a seed funding round of $3.5 million led by Initialized Capital.
It has been approved for a one-story 340-square-foot studio, a one-story one-bedroom at 500 square feet, and a one-story, 610-square-foot two-bedroom.
The pricing for the studio is $189,900, while the one-bedroom costs $199,900 and the two-bedroom is $259,900.
Amunátegui Valdés Architects
Led by Cristobal Amunátegui and Alejandro Valdés, the firm was founded in 2011 and has offices in Los Angeles and Santiago, Chile. Amunátegui is an assistant professor at the Department of Architecture and Urban Design at UCLA.
The firm designs work in various scales and mediums, including buildings, furniture and exhibitions.
Its one-story, two-bedroom with a covered roof deck 934-square-foot unit is pending approval from the city.
Connect Homes
Connect Homes has a 100,000-square foot factory in San Bernardino and an architecture studio in Downtown L.A.
It specializes in glass and steel homes and has completed 80 homes in California. Its designs have an aesthetic of mid-century modern California residential architecture.
It has two one-bedroom models pre-approved by the city, one is 460 square feet, which costs $144,500 with a total average project cost of $205,000. The other is 640 square feet, which costs $195,200 with a total project cost of $280,000.
Design, Bitches
The Los Angeles-based architectural firm founded in 2010 describes itself as having a "bold and irreverent vision." Its projects include urban infill ground-up offices to single-family homes, adaptive re-use of derelict commercial buildings and renovations of historic landmarks.
Its pre-approved design, named "Midnight Room," is a guest house/ studio. Its bedroom can be left open for a loft feel or enclosed as a separate room. The design is a one-story, one-bedroom at 454 square feet.
Escher GuneWardena Architecture
Founded in Los Angeles in 1996, Escher GuneWardena Architecture has received international recognition and has collaborated with contemporary artists, worked on historical preservation projects and more.
The company has been approved for two different one-story, one- or two-bedroom units, one at 532 square feet with an estimated cost of $200,000 and another at 784 square feet with an estimated cost of $300,000. The firm noted the costs depend on site conditions and do not include soft costs. Those could add 10% to 12% to the total construction costs.
First Office
First Office is an architecture firm based in Downtown Los Angeles. Its approved ADUs will be built using prefabricated structural insulated panels, which allow for expedited construction schedules and high environmental ratings.
The interior finishes include concrete floors, stainless steel counters and an occasional element of conduit.
There are five options:
- A one-story studio, 309 to 589 square feet
- A one-story one-bedroom, 534 to 794 square feet
- And a one-story two-bedroom, 1,200 square feet
Fung + Blatt Architects
Fung + Blatt Architects is a Los Angeles-based firm founded in 1990.
The city has approved its 795-square-foot, one-story, one-bedroom unit with a roof deck. It estimates the construction cost to be $240,000 to $300,000, excluding landscape, site work and the solar array. Homeowners can also expect other additional costs.
Taalman Architecture/ IT House Inc.
The design team behind "IT House" is Los Angeles-based studio Taalman Architecture. Over the past 15 years, IT House has built more than 20 homes throughout California and the U.S.
The IT House ADU standard plans include the tower, bar, box, cube, pod and court.
The city has approved four options, including:
- A two-story including mechanical room, 660 square feet
- A two-story including mechanical room, 430 square feet
- A one-story studio, 200 square feet
- A one-story including mechanical room, 700 square feet
The firm also has another two projects pending approval: a 360-square-foot one-story studio and a one-story, three-bedroom at 1,149 square feet.
LA Más
LA Más is a nonprofit based in Northeast Los Angeles that designs and builds initiatives promoting neighborhood resilience and elevating the agency of working-class communities of color. Homeowners who are considering their design must commit to renting to Section 8 tenants.
The city has approved two of LA Más' designs: a one-story, one-bedroom, 528 square feet unit and a one-story, two-bedroom, 768 square feet unit. The firm has another design for a one-story studio pending approval. That design would be the first 3D-printed ADU design in the city's program.
Jennifer Bonner/MALL
Massachusetts-based Jennifer Bonner/MALL designed a "Lean-to ADU" project, reinterpreting the stucco box and exaggerated false front, both Los Angeles architectural mainstays.
The design has been approved for a 525-square-foot one-story, one-bedroom unit with a 125-square-foot roof deck.
sekou cooke STUDIO
New York-based sekou cooke STUDIO is the sole Black-owned architectural firm on the project.
"The twisted forms of this ADU recalls the spin and scratch of a DJ's records" from the early 90s, the firm said.
Its design, still pending approval, is for a 1,200-square-foot, two bedroom and two bathroom can be adapted to a smaller one-bedroom unit or to include an additional half bath.
SO-IL
New York-based SO-IL was founded in 2008. It has completed projects in Leon, Seoul, Lisbon and Brooklyn.
Its one-story, one-bedroom 693-square-foot unit is pending approval. It is estimated the construction cost will be between $200,000 and $250,000.
WELCOME PROJECTS
Los Angeles-based Welcome Projects has worked on projects ranging from buildings, houses and interiors to handbags, games and toys.
Its ADU is nicknamed The Breadbox "for its curved topped walls and slight resemblance to that vintage counter accessory."
It has been approved for a one-story, one-bedroom 560-square-foot unit.
wHY Architecture
Founded in 2004, wHY is based in Los Angeles and New York City. It has taken on a landmark affordable housing and historic renovation initiative in Watts.
Its one-story, one- or two-bedroom 480 to 800-square-foot unit is pending approval.
Firms that want to participate in the program can learn more here . Angelenos interested in building a standard ADU plan can learn more the approved projects here.
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Sarah Favot
Favot is an award-winning journalist and adjunct instructor at USC's Annenberg School for Communication and Journalism. She previously was an investigative and data reporter at national education news site The 74 and local news site LA School Report. She's also worked at the Los Angeles Daily News. She was a Livingston Award finalist in 2011 and holds a Master's degree in journalism from Boston University and BA from the University of Windsor in Ontario, Canada.
SpaceX CEO Elon Musk Says There’s Nothing to Fear From Starlink Broadband Satellites
10:27 AM | March 10, 2020
Will SpaceX's Starlink broadband satellite constellation ruin astronomy? Will it threaten the telecom industry? Will SpaceX spin out Starlink anytime soon?
SpaceX's billionaire CEO, Elon Musk, answered all three questions today at a fireside chat at the Satellite 2020 conference in Washington, D.C.: No, no and no.
The session started late, and Musk seemed a bit tired — perhaps because he'd just come from working on SpaceX's Starship super-rocket development project, which is taking shape at the company's Boca Chica test facility in south Texas. Nevertheless, his fans rushed into the conference hall and hung on his every word.
Starlink and Starship were the prime topics of the talk with conference chairman Jeffrey Hill. Musk didn't unveil any major new initiatives, as he did during past conferences in Mexico and Australia. But he did get a chance to address some of the issues surrounding his multibillion-dollar space projects.
Swarms of Starlink satellites
The Starlink project aims to put thousands of satellites in low Earth orbit, or LEO, to provide broadband internet access to those who are currently underserved (and to the U.S. military as well).
Flat-panel Starlink satellites are being produced at the rate of six per day at SpaceX's factory in Redmond, Wash., and are being launched in batches of 60 from Florida on SpaceX's Falcon 9 rocket. The next batch is due to go up as early as this coming weekend, joining 300 others of the same breed.
Astronomers have voiced rising concerns about having so many satellites flitting through the night sky, but Musk argued that the concerns were overblown. Once the satellites settle into their orbits, they're hard to spot, he said.
"I've not yet met someone who can tell me where all of them are, not even one person." he said. "It can't be that big of a deal."
Nevertheless, he promised that the satellites would be re-engineered if need be to avoid interfering with astronomical observations. "I am confident that we will not cause any impact whatsoever in astronomical discoveries. Zero. That's my prediction," Musk said. "We'll take corrective action if it's above zero."
SpaceX has been engaged in talks with astronomical groups about mitigating potential interference. Musk said such measures could include having the satellites' phased-array antenna manufactured in black instead of white, to cut down on the glare from orbit.
"We're working on a sunshade, because there are certain angles where if the sun gets just right, and there's not just just a little sunshade … then you can get a reflection," he said.
Musk has talked up the idea of beaming internet virtually anywhere around the globe, with signal delay times of less than 20 milliseconds. The aim is to provide enough bandwidth to stream high-definition movies or play quick-response video games. But Musk acknowledged that there were some areas of the world where Starlink might not be able to offer a competitive service.
"The challenge for anything that is space-based is that the size of the cell is gigantic," he explained. "It's great for very low to maybe medium-sparsity situations, but it's not good for high-density situations. We'll have some small number of customers in L.A., but we can't do a lot of customers in L.A., because the bandwidth per cell is to be not high enough."
For high-density areas, Musk said terrestrial 5G service might make more sense. The plan is for SpaceX's Starlink to mesh with terrestrial telecom services to fill in the coverage gaps.
"It's not some huge threat to telcos," Musk said. "I want to be super-clear: It is not. In fact, it will be helpful to telcos, because Starlink will serve the hardest-to-serve customers that telcos otherwise have trouble dealing with."
Musk has said the billions of dollars in revenue from Starlink would go toward developing the Starship launch system for trips to Mars. More recently, SpaceX's president and chief operating officer, Gwynne Shotwell, floated the idea of spinning out Starlink as a publicly traded company. Today Musk played down that idea.
"We're thinking about that zero," he said. "We need to make the thing work. … It's real important to just set the stage here for LEO communications constellations. Guess how many LEO constellations didn't go bankrupt? Zero."
Musk said he wanted to make sure that Starlink didn't follow in the footsteps of Teledesic (the telecom venture backed by Bill Gates that fizzled out two decades ago) or Iridium (which went bankrupt but was restructured). "That would be a big step, to have more than zero in the not-bankrupt category," he said.
Speeding ahead with Starship
Going not-bankrupt is also a motivator in the Starship development effort, which is focusing on developing and testing prototype rocket components in quick succession. One stainless-steel Starship prototype, known as SN1, burst apart at Boca Chica less than two weeks ago. SpaceX is already moving on to SN2.
Cost concerns were among the reasons why Starship prototypes are being built so quickly, and being built out of steel rather than, say, carbon composite.
"It may sound like some great insight, but it actually happened because we were moving too slowly on composite," Musk said. "I was like, we cannot move this slowly or we'll go bankrupt. So do this with steel."
Starship is being designed for a turnaround time of as little as an hour between landing at the end of one mission and launching to start the next mission. "We want to aim toward a capability of three flights a day for the ship," he said.
Musk is targeting this year for the start of limited Starlink service, and for the first orbital launch of a Starship spacecraft. Those aspirational goals aren't motivated merely by a fear or going bankrupt, but also by a fear of not going where Musk wants to go.
"If we don't improve our pace of progress, I'm definitely going to be dead before we go to Mars," the 48-year-old billionaire said. "I would like to not be dead by the time we go to Mars. That's my aspiration here."
On other topics:
- Musk said he was glad that SpaceX's Crew Dragon space capsule will play a role in transporting astronauts to and from low Earth orbit, but he also sounded wary about focusing too much on LEO operations. "I think we need to be very careful of getting stuck in a local maximum," he said, using a mathematical term. "The space shuttle was something that was really stuck in a local maximum for a long time, and we don't want to be in that situation."
- Musk said reusable rockets and in-space refueling will be essential for getting to Mars, but he didn't think going to the moon or making use of lunar resources was all that necessary. "The moon is neither here nor there," he said. "Using the moon would be like, OK, if you want to cross the Atlantic, maybe you want to go to Iceland, probably not. To visit, sure, but it's not a mandatory step."
- In response to a student's observations about how hard it was to get the education required for jobs in the satellite industry, Musk provided an unconventional perspective. "You don't need college to learn stuff," said Musk, who dropped out of Stanford to launch a startup. "You can learn anything you want for free. … There is a value that colleges have, which is seeing whether somebody can work hard at something, including a bunch of annoying homework assignments … and get it done."
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Alan Boyle, GeekWire
GeekWire contributing editor Alan Boyle is an award-winning science writer and veteran space reporter. Formerly of NBCNews.com, he is the author of "The Case for Pluto: How a Little Planet Made a Big Difference." Follow him via CosmicLog.com, on Twitter @b0yle, and on Facebook and MeWe.
'I Don't Think Anybody Could Have Imagined What Actually Happened.' Former Consumer CEO Jeff Wilke on Building the Amazon Empire
07:00 AM | May 03, 2021
illustration by Eduardo Ramón Trejo
In March, Jeff Wilke quietly stepped away from Amazon, the company he was instrumental in building from an online book retailer to one of the most valuable and influential corporations in the world.
As CEO of Amazon Worldwide Consumer since 2016, he oversaw the company's vast retail business, Prime, the Amazon marketplace, Amazon stores, marketing and Whole Foods.
When Wilke joined Amazon in 1999 to oversee operations the company was doing about $2 billion of revenue a year. Now it brings in about $1 billion every day and last week announced its sales grew by an astonishing 44% year-over-year.
Wilke was long considered the second most important person in the company behind Amazon CEO Jeff Bezos, who shocked the world by announcing his own departure in February.
Bezos called Wilke his tutor and he was seen as a likely successor, but that job instead went to Andy Jassy, the chief executive of Amazon Web Services.
In a wide ranging conversation with dot.LA – among his first since leaving – Wilke says he has no regrets and felt it simply time to do something else.
Wilke also talked about what it was like to work for Bezos and his reaction to last month's failed unionization vote at an Amazon warehouse in Alabama.
This interview has been edited for length and clarity.
You left Amazon only a few weeks ago. What's it been like these past couple of weeks, not being at the helm of that giant operation?
Jeff Wilke: It's certainly been an adjustment and I'm still adjusting. I was there over 21 years and it's a part of me in so many different ways. I have so many connections there still and friends who are there. I spent the first two weeks learning to code in Python, which I thought would be a really good way to stay connected to the engineers that build Amazon every day and upgrade my skills since I hadn't written code in modern languages.
So you're not on the golf course. You're learning Python?
Yeah, it was super fun. It was very immersive. It was a reminder to me of how coding compounds creativity and invention.
Why did you want to depart Amazon?
I just said it was time. I didn't spend any time through the years carefully charting some course. We were building what we hoped would be a lasting, important company and worrying about the customer experience and I got to a point where I felt like it was time to do other things.
Did the job become not as fun with all of the scrutiny from Washington and organized labor and just the giant pressure you were under with all that?
The job was just as fun when I started to think about leaving, which was well before the pandemic. And it was really meaningful last year in terms of all that was accomplished. But it just felt time for me to move on.
Did you want to be the next CEO?
I never really thought about it because I always imagined Jeff doing it forever. When I was making my decision that wasn't what I was thinking about.
But when you heard he was stepping down, were you like, "I should have just stuck around a little longer?"
No. I was super excited and I am super excited for [new Amazon Worldwide Consumer CEO] Dave Clark and for Andy Jassy.
Were you surprised when the other Jeff said he was leaving?
Yes
It's interesting that both of you who had been there over 20 years and in his case founded the company decided at this moment to leave. Do you think he took some inspiration from you?
(Laughs) That's hard to say but I think in many ways the last year or so has been quite a time of self-reflection for many people. It's not surprising to me that if people were maybe thinking in the back of their mind about making a change, the events of the last year would have caused them to think even harder about it. I don't know for sure why Jeff chose the particular time he chose, but he has so many things in his life that he wants to focus on, too. And I'm just really happy for him.
How do you think the company will be different under Andy Jassy?
Andy was a part of the S-team [Amazon's senior leadership group] for a long time and contributed materially to a bunch of the things that are part of the culture. He and I worked with a group of people on a couple of the revisions to the leadership principles that really have guided the company for nearly two decades. And of course the business and culture that he built with the team and AWS is a big part of Amazon and certainly a big part of the technical underpinnings of the way Amazon works. And that's not going to change at all. So I think it's a terrific team with a great mission and a lot of runway because of the businesses that they're in. I'm going to remain a fan.
What was Jeff Bezos like to work for?
You vote with your feet at work, and if I didn't think he was somebody that I enjoyed working for and that I could learn from, I wouldn't have had him as my boss for over 20 years. He and I have different strengths in different areas where we were able to help each other out by learning from each other and of course Amazon is more than just one or two or 10 people – it's thousands and now actually over a million people.
In those early days what did you see Amazon becoming? Did you just think it would be a big bookseller or could you have seen this global colossus?
I don't think anybody could have imagined what actually happened. Too many things had to fall into place. For instance, there was no iPhone or Android system in 1999 when I joined. People weren't carrying around what are basically supercomputers in their hands, which radically changed the way people interact with the World Wide Web. The delivery networks were not nearly as capable as they became over those 20 years. There's a ton of work to do to get costs to a point where you could afford to offer something like Prime. We didn't have a studio so the idea that we would be creating movies and TV shows as a complement to the delivery services as part of the subscription program called Prime – I think it would have been hard to envision all these things in detail.
What was your reaction to the union vote in Alabama failing by a pretty wide margin?
Jeff hit this well in the shareholder letter; the company can always be better at taking care of employees. If I were still there, I wouldn't have hung my hat on the outcome of that particular vote. I would have said there are some signals that we're receiving that say we have more work to do. We should be proud of what we've done – proud of our safety record and proud that we pay industry leading wages and proud that we have 20 weeks of family leave for people who started an unskilled hourly job on day one, which is really unheard of. So, we have all these things that we've done that are great and then there's a lot of things that we can do to get better.
What did you think of "Nomadland"?
The work camper thing was something that sort of naturally evolved. There were groups of people who had come to work only for the holiday at Amazon and they showed up in campers and they were making great money and then they left post-holiday. They started coming back every year. They really enjoyed it. They built email networks together and they coordinated their work. They asked Amazon to help with finding parking lots for the campers and we were happy to do that. But it was really an organic thing. It just sprouted up. I really enjoyed my trips to the fulfillment centers, hearing their stories and then seeing them come back year after year.
Is it hard when you order something now from Amazon and it doesn't arrive on time and you're like, "why did this happen?" Is it hard to get that out of your system after all these years?
Of course. I mean, the team knows any time there's a defect, I'm going to send an email and that's not going to change.
Part two: Jeff Wilke reveals his next chapter.
Lead illustration by Eduardo Ramón Trejo.
Read moreShow less
Ben Bergman
Ben Bergman is the newsroom's senior finance reporter. Previously he was a senior business reporter and host at KPCC, a senior producer at Gimlet Media, a producer at NPR's Morning Edition, and produced two investigative documentaries for KCET. He has been a frequent on-air contributor to business coverage on NPR and Marketplace and has written for The New York Times and Columbia Journalism Review. Ben was a 2017-2018 Knight-Bagehot Fellow in Economic and Business Journalism at Columbia Business School. In his free time, he enjoys skiing, playing poker, and cheering on The Seattle Seahawks.
https://twitter.com/thebenbergman
ben@dot.la
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