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What if buildings and neighborhoods were planned with health and climate risks in mind, just like businesses use financial data to guide their decisions? What if public health and real estate werent at odds, but instead coauthors of a healthier, more equitable urban future? Thats the bold premise of Architectural Epidemiology, a new book that offers a radical rethinking of the relationship between place and health. Written by architect and public health expert Adele Houghton and Dr. Carlos Castillo-Salgado, an epidemiologist, the book introduces a place-based framework for aligning real estate investment with public health goalsusing the tools of epidemiology to guide design decisions that affect buildings and the way they engage the surrounding city. At its core, architectural epidemiology is not a metaphor. Its a methodology. Diagnosing places like patients Just as a doctor might diagnose a patient based on symptoms and environmental exposures, Houghton and Castillo-Salgados framework helps designers, developers, and policymakers diagnose the health of a place. The process begins by gathering publicly available health and climate datarates of asthma, heat exposure, housing-cost burden, chronic illness, and moreand dialing into the specific needs of any real estate project boundary. These place-based insights then inform customized development strategies tailored to local needs. (Courtesy Johns Hopkins University Press) This isnt a one-size-fits-all checklist. Its a locally calibrated, equity-centered approach that asks: What are the most urgent public health and climate concerns in this neighborhood? And how can this project become part of the solution? Two case studies from the book, one in the South Bronx and another in East London, show how this approach plays out in the real world. Toxic infrastructure to health-first housing The South Bronx is one of New York Citys most environmentally burdened neighborhoods. Residents face compounding public health concerns, including high rates of obesity, diabetes, heart disease, and pediatric asthmaconditions tied directly to chronic exposure to air pollution, extreme heat, and poor housing conditions. Infrastructure like solid waste transfer stations, natural gas plants, and a daily flow of more than 750 diesel trucks has left a lasting environmental footprint. Three projects demonstrate how health-driven interventions play out in real life. Arbor House, a 124-unit LEED Platinum affordable housing development, took an indoor-focused strategy. With no regulatory leverage to reduce nearby traffic or emissions, the project team instead designed a protective shell: a high-performance building envelope, mechanical exhaust and ventilation systems, low-VOC materials, and a no-smoking policy. These features directly addressed local respiratory and cardiovascular risk data, providing a sanctuary of clean air in a polluted context. The Eltona, another LEED Platinum project by the same developer, built on these strategies but also benefited from its location within the Melrose Commons urban renewal zone. This area, guided by a community-authored plan, introduced pedestrian-prioritized streets and small green spaces to break up heat and pollution hot spots. This sort of coordinated planning can push health equity beyond the building envelope. The Peninsula represents an even bolder intervention: transforming a former juvenile detention center into a mixed-use anchor of community well-being. Once all phases are complete (anticipated in 2026), the project will deliver 740 units of affordable housing, a wellness center, daycare, supermarket, light industrial space, and a workforce development huball aligned with the long-standing Hunts Point Vision Plan. Created through a collaborative effort between local government and community groups, the plan calls for cleaner air, economic opportunity, and access to green space without displacing existing residents. This multiscalar transformation wouldnt have been possible without partnership. The development team committed to providing both affordable and middle-income housing, as well as commercial and industrial spaces aligned with local needs. The local government played a convening role, confronting outdated zoning and building codes to enable community-led regeneration. And community groups acted as watchdogs and visionariesdocumenting health inequities, advocating for residents needs, and ensuring decades of disinvestment didnt translate into displacement. From industrial blight to inclusive growth In East Londons Hackney borough, Gillett Square shows how long-term, community-led urban design can build resilience without triggering displacement. Residents here also face elevated risks from exposure to traffic-related air pollution, unsafe pedestrian conditions, and mental health stressors, particularly among children and the elderly. Climate concerns such as extreme temperatures compound vulnerability, especially in a borough with high poverty rates and a large renter population. The project began in the 1980s as part of a broader, three-pronged effort to reduce crime, create economic opportunity for women- and minority-owned businesses, and preserve affordability in the face of rapidly rising property values. Organized by Hackney Co-operative Developments, a community interest company, this initiative has grown over 40 years into a model of place-based health equity.Unlike top-down redevelopment, the transformation of Gillett Square unfolded through continuous negotiation among residents, developers, and the local government. A former parking lot became the square itself. Adjacent buildings were renovated to create 30 affordable workspaces and 10 retail units prioritized for local startups and cultural groups. The existing street-facing storefronts remained intact, maintaining the character and economic rhythms of the block. During construction, current tenants were temporarily relocatedbut not displaceda rare feat in most urban redevelopment narratives. The built environment improvements werent just aesthetic or economic. The renovated Bradbury Works building added insulation, operable windows, and improved ventilation to respond to extreme temperatures and indoor air quality concerns. It was also designed to accommodate a future rooftop solar array. Elsewhere on the square, an old factory became a jazz club. Another was converted into a mixed-use building with social housing and office space. Each adaptive reuse project layered with health-promoting elements such as natural light, passive ventilation, and energy efficiency. Importantly, these design moves responded to both immediate and long-term public health concerns identified in the architectural epidemiology framework: exposure to air pollution, heat vulnerability, mental health stressors, and pedestrian safety risks. The health situation analysis for the neighborhood emphasized the need for strategies that reduced the risk of obesity, mental health issues, and traffic-related injury, many of which were tackled by fine-grained, community-rooted design rather than by sweeping interventions./p> Gillett Squares evolution also depended on progressive land use policy and community engagement over time. The local government enabled critical rezonings: converting the parking lot into a plaza, allowing mixed-use development, and permitting the installation of small retail kiosks. The development team, operating as a nonprofit social enterprise, prioritized community interests. And community groups, many of which had been active in Hackney for decades, fought to ensure that the squares benefits didnt come at the expense of its existing residents. In a borough where 75% of residents are renters, and poverty rates among children and the elderly are among the highest in the U.K., the stakes of gentrification are high. Gillett Square proves that design can support resilience without fueling displacementand that longevity, not speed, can be a hallmark of justice-oriented urban development. These case studies show that health equity can be the foundation, not a by-product, of urban development. By aligning investments with public health and climate data, Architectural Epidemiology offers a road map for building places that protect and uplift communities. This framework identifies community needs and guides community residents, developers, and designers to solutions that create value for both stakeholders and shareholders. This story was originally published by Next City, a nonprofit news outlet covering solutions for equitable cities. Sign up for Next Citys newsletter for the latest articles and events.
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When theres extra wind or solar power on the grid in the Netherlands, some of it now goes to a new type of battery made from just three components: iron, air, and water. Called an iron-air battery, the technology uses rust from the iron to store energy cheaply. When rust forms, it releases energy. The batteries turn that energy into electrical current. To recharge, they reverse the reaction, using electricity to turn rust back into metal. With cheap, abundant iron as the main component, the batteries have advantages compared to standard lithium-ion. On a megawatt-hour basis, our batteries are 5 to 10 times cheaper than lithium-ion batteries, says Bas Kil, who leads business development at Ore Energy, the Dutch startup that just deployed the new battery in the Netherlands. [Photo: Ore Energy] Because the batteries dont use rare earth minerals, the company also doesn’t have to rely on complex supply chains or worry about tariffs. Another advantage: The new batteries have very low fire risk, unlike lithium-ion batteries. Lithium-ion batteries are being added to the electrical grid at an exponential rate. Still, they work well only for short-term energy storage, covering around four hours (after that they become less efficient and start to degrade). Though their cost has dropped, theyre still relatively expensive. They also degrade more quickly if they have to store power over longer spans. Iron-air batteries, which work more slowly, aren’t a good replacement for short-term storage. But they can easily cover longer periods, up to around 100 hours of storage. “If you look at wind energy, it’s very common for there to be two or three days in a row where there’s a lot of wind production, and then on the other end of the spectrum there might also be two or three days where there’s very little wind production,” says Kil. “To cover these gaps you need longer-duration storage where our battery is very suited.” Other companies are also developing iron-air batteries, including Form Energy in the U.S., which built a large manufacturing plant in a former steel mill and plans to deploy its first pilot project this year. Ore Energy, which spun out of Delft University of Technology in 2023, is moving quickly. The battery that it just deployed, in the city of Delft, is the first of its kind to connect to the grid anywhere in the world, the company says. As Ore Energy studies the battery’s performance, it’s working on plans for its first factory, which will open next year. The team intends to commercialize the product by 2027. It could help the grid continue transitioning to clean powerwithout the need for backup from fossil fuel power plants. The Dutch government aims to have a zero-emission electric grid by 2035. More than half of the country’s electricity already comes from renewables. Right now, the Netherlands has a challenge that’s common in other places with abundant clean power: There’s often so much renewable power available that electricity prices temporarily dip below zero. Some of the power is wasted. Iron-air batteries can store the extra power and then release it later when wind and solar are unavailable. The system also helps avoid the need to overbuild new wind and solar farms, shrinking the overall cost of moving to a clean grid.
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Walk into a library and youll feel it right away. Its quiet but alive. People are reading, learning, applying for jobs, finding shelter, escaping for a moment into a story. No ones selling anything. Yet the value being created is enormous. In 2022 (the most recent year for which we have data), there were 671 million visits to public libraries in the United Statesthats more than the attendance at all MLB, NFL, and NBA games, plus National Park and theme park visits combined. Despite changes in media habits, younger generations use libraries more than any other cohort (54% of GenZers and millennials in the U.S. reported visiting a physical library in the past year). And thats not counting the millions more who use the myriad digital services public libraries offer. Libraries are not businesses. But they offer a model that many companies would do well to study. Were living in a time of rapid change. Trust in institutions is slipping, and funding is at risk (many U.S. libraries, for example, rely on federal support from the Institute of Museum and Library Services, which is being dismantled). AI is transforming the nature of work. Economic pressure is rising for employees, founders, and leaders alike. Against that backdrop, its tempting to think only in terms of efficiency, cost-cutting, and optimization. But theres a deeper opportunity. What if long-term success is more about building environments where people feel inspired, curious, and connected? Thats what libraries do. And thats what the best organizations of any kind are learning to do, too. Let people dream Libraries dont ask you to justify your interests. You can check out a book on astrophysics or attend a poetry reading. No ones measuring your productivity. The door is open, and the invitation is simple: Explore. Great companies operate with a similar principle. They give people space to think. To chase ideas that might not have an immediate return. Not because it’s soft or unfocused, but because it leads to better breakthroughs. On the way to becoming a company worth more than $2 trillion, Google famously gave employees “20% time,” encouraging them to pursue passion projects without immediate commercial goals. This freedom led directly to innovations like Gmail, Google Maps, and AdSenseproducts that started as dreams and became essential tools for billions. Give people the freedom to wander, and they just might find the next big thing. Focus on more than transactions A library is not about monetization. Yet its value shows up everywhere: literacy rates, employment readiness, civic health. The best organizations understand this. They offer more than a product. They offer meaning, trust, and alignment with peoples values. Patagonia demonstrates this principle powerfully through its environmental activism, which goes far beyond selling outdoor gear. The company’s bold stancesfrom suing the government over environmental policies to donating profits to climate causesmight seem risky from a traditional business perspective. Yet Patagonia’s sales have quadrupled in the past decade to more than $1 billion annually. Patagonias commitment to meaning over pure profit resonates deeply with its community, strengthening brand loyalty and trust. In uncertain times, thats what people hold on to. Support the whole person Libraries recognize that people are more than readers or borrowers. They offer after-school programs for children, job training for adults, and social services for those in need. They understand visitors have complex lives, and that growth rarely follows a single, predictable path. The best organizations understand this, too. Work is not just work. It’s identity. Its purpose. Its how people spend the majority of their waking hours. When leaders recognize that and respond with flexibility, empathy, and real support, the results speak for themselves. People stay longer. They perform better. They build things theyre proud of. In 2012, Adobe replaced cumbersome and bureaucratic annual performance reviews with check-insopen, ongoing, two-way conversations about performance and career growth. This change acknowledged employees as individuals with diverse needs and ambitions, not just as resources to be optimized. The results: Adobe reduced voluntary attrition by more than 30% while saving 80,000 manpower hours previously spent on reviews. By treating employees as whole people with evolving aspirations rather than quarterly performers, Adobe created a system that serves both human development and business outcomes. Healthy people build healthy organizations. Be a platform, not just a point solution The modern library is more than books. It hosts résumé workshops. Offers tax help. Provides warmth in the winter. It meets people where they are. Thats a powerful concept for any organization. Consider Airbnb. What began as a way to find short-term lodging is steadily evolving into something broader: a platform for travel, connection, and cultural exchange. Now the company is expanding from where you stay to how you explore, offering everything from pasta-making in Rome to wildlife walks in Nairobi. Its a bold attempt to transform a transactional service into a layered, participatory ecosystem that reflects the ways travelers want to feel at home in the world. What if you stopped thinking of your offering as a single product or service? What if you thought of it as a foundation people could build from? Libraries remind us that value isnt always immediate or measurable in quarterly reports. But its real. The impact accumulates over time, quietly compounding. The same can be true for any organization willing to think more expansively. Invest in culture. Make room for imagination. Support your people. Serve your community. Not because it looks good, but because it works. Long live the library. And long live the companies that learn from its example.
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