Category: News

“There has been a humbling and hopeful shift within architectural firms in our community. We have been included in that shift toward making J.E.D.I. a priority. With the death of George Floyd and the constraints of a pandemic, issues concerning J.E.D.I. could no longer be ignored. We found ourselves in a twilight zone that allowed it to become a priority, many firms and organizations created safe spaces for BIPOC individuals and their allies through various forms of J.E.D.I. committees. We were finally given space to collect and voice our thoughts but not enough power to enact change.

We have not seen enough examples of J.E.D.I. prioritized through projects yet. Yes, project teams are becoming diversified or winning projects through diverse hires. But where are the stories of the project team matching the diversity of their client or the project community? We should be providing architectural services that consider equitable solutions for the client and the project community. Few examples exist, especially when compared to how much we prioritize sustainability, accessibility, or energy conservation over equity and inclusion.

We have committees, employee resources groups, and many POC being promoted to diversity chair roles, white little at the high-level has changed. POC, especially black people, are not seeing the fruits of having J.E.D.I. committees in place or being promoted to higher levels of leadership. Firms should continue to have these support groups not only as a resource to employees, but as a catalyst for leaders to enact change. Without this level of prioritization, we will continue to have the uneasy feeling that the hype around J.E.D.I. is fading.”

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“Our firm is committed to equity and inclusion in our culture and career development. We understand that each team member is unique and has varying access to resources and privileges. By providing fair opportunities for all team members based on their individual needs, we foster an environment where people can bring their whole selves to the work, have open collaboration, transparency and understanding. Part of my leadership role is working with the individual and the team to identify where more support may be needed to help each team member feel comfortable, confident, and safe. I believe that this approach to our culture results in better design, impactful projects and more fun!

At the core of equity and inclusion at R+B is operating with transparency. First, we conduct semi-annual wellness surveys and share the results with our team. We openly invite team members to participate in firm committees, including J.E.D.I. and Sustainability Committees. Through both surveys and committees, we elicit feedback from the entire team and make recommended changes. Part of our transparency is demystifying the profession and supporting each team member through a workforce education program. This includes weekly “lunch and learns” for professional growth, a professional development program, and robust mentorship program. The AIA Colorado Practice and Design Conference is back in person this year and we are excited to invite and sponsor all 40 of our team members to participate. Lastly, by making our role descriptions accessible to all, both on our server and on our website, it encourages team members to discuss and create goals for career advancements and leadership positions, reviewed semi-annually.

Everyone on our team contributes and makes us whole. Our firm’s diverse cross-level representation is important to our success. Our team is 46% female and 50% of our executive team is female. We believe in elevating from within and all promotions are listed internally first before being posted. Wage equity is prioritized and is achieved through pay equity analysis, strategic salary banding for fair hiring practices and merit increases and listing salaries on job postings. Benefits are inclusive and accessible to all team members, including family health insurance and spousal health for all types of couples. Two years ago, through the recommendation of our J.E.D.I. Committee, we implemented a floating holiday to celebrate diverse holidays.

I am proud that our firm’s commitment to equity and inclusion was recognized with the Just Label in 2022. We have done a lot in our 19 years of firm life to create a supportive culture and continue to listen, learn and grow each year. I am humbled by our team and everyone’s deep care for each other and willingness to openly participate. We work hard and play hard together!”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“The biggest cultural change for equity and inclusion at my workplace was the formulation of a J.E.D.I. committee in the wake of the 2020 social justice movement. I witnessed a shift in focus to align with projects and clients that prioritize equity, diversity, and inclusion. There was also more emphasis in partnering with diverse and minority consultants. Before 2020 there were boilerplate statements referencing the fair employment act as a standard for DEI. Any company can claim allyship in this way by simply following the law. Allyship can be empathetic and passive while an agent brings the action. In these 2 years since, I’ve observed a movement away from allyship and towards agency by making a commitment to uphold equitable and unbiased practices.

An institution or company’s commitment to DEI is not outlined purely in a policy, statement, or action plan. It’s repacking the values of empathy, representation, and support. Measuring diversity and inclusion is complex and nonlinear; actions speak louder than metrics. It takes building critical consciousness by seeking to diversify multicultural perspective and analysis. A successful tool was creating a connection point that increased the avenues for voices to be heard. Our internal forum provided a means to instigate dialog via sharing tips, educational books/podcasts, and strategies. There is an emphasis on connecting the links between big societal problems in everyday actions. Our group added Juneteenth as an official work holiday to align with a holistic view brought on by the impact of the social justice movement. In some way we’ve created a catalog to identify plans to take real action, as well as nurture and execute reform through opportunities for everyone involved to get educated.

There is a huge importance of learning from educators; DEI is no exception in this regard. The program takes budget, executive buy-in, and integration at all levels. We’ve consistently invited DEI consultants and specialists to educate our group in wholesome narratives. This speaks to an investment in training/coaching and developing cultural competence. There’s also championing of pay equity, advancement opportunities, and occasions to find diverse candidates through networking and actively recruiting at HBCUs. I’m fortunate to have a CEO that values and supports people doing the work of these initiatives.

Prioritizing equity and inclusion takes a range of traits, experiences, and backgrounds at different levels. It’s more than diverse leadership and filling a quota. We ignore embodied experiences and we miss important somatic and qualitative data when we quantify diversity by metrics only. Awakening a collective feeling where different voices are valued, accepted and supported cultivates a sense of belonging and pride in the work culture.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“In what I have seen, some firms have developed better frameworks than others on how to think critically when it comes to engaging equity and inclusion in the firm’s culture. I think one of the better ways of incorporating this type of work has been through establishing internal J.E.D.I. committees. This demonstrates a firm’s acknowledgment of inequality throughout the profession and their action to possibly do something about it. One of the major things a committee like this can provide is their retention rates in regards to BIPOC folk and how they set up those individuals towards licensure. This is the tiniest of seeds that need to be planted throughout all firms that truly want to see their culture shift towards a more inclusive one.

As J.E.D.I. committees become successful internally within firms, I believe that If we truly want to see a shift and change in the diversity of this profession there needs to be a standard set for everyone to follow and a sense of accountability. In doing so these internal J.E.D.I. committees established throughout firms can host a series of goals and report back their efforts to entities like AIA and NOMA. This would not only benefit the profession as a whole, but also the world around us by becoming more inclusive, sustainable, accessible, and equitable. We can’t let the movement that the summer of 2020 created fade, there needs to be a constant refueling and calibration of what we are trying to accomplish.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“I believe wholeheartedly that our work as architects is strengthened by the diversity, experiences, differing backgrounds and values of those with whom we work and collaborate. I also believe the uniqueness of individuals with whom we work directly influences a firm’s culture and quality of design. Regarding our firm, which is and has historically been a woman owned small business, we believe that we can achieve better design and project outcomes for our clients by facilitating open design discussions that are fully inclusive of all staff. We regularly hold firm-wide design dialogues and specific project charrette meetings, as well as design critiques, welcoming any and all input from the collective team. It is from these discussions that some of our most successful project design concepts and outcomes have emerged. I believe strongly that this approach has also directly contributed to enhancing our firm’s culture, specifically because of the diversity, differing perspectives and personal points of view that each of our team members bring to our firm and these discussions. Another important result of this approach is increased trust and respect among those on our team, resulting in prioritized equity and inclusion by all.

Our firm focuses almost exclusively on projects in the public sector, and those projects that aim to provide services and experiences which enhance the communities they serve. We immensely value and embrace the opportunities these projects provide to engage directly with community members and clients of all backgrounds, as so much of our work includes broader community outreach. Through these opportunities and the interactions that they provide, we collectively feel as though we are contributing to a greater good. This ultimately feeds our collective passion as a firm, respect for one another and defines our firm’s culture.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“I only recall a few instances early in my career of witnessing unjust behavior. Since then, I have been fortunate with regard to the character and integrity of those whom I work with most closely and feel the injustices witnessed years ago were actions of long-standing stereotypes throughout the history of our profession that we are actively working to break down today. These examples relate mostly to internal corporate power struggles but also perceptions of gender bias.

In retrospect, it is frustrating that there was not the awareness that there is today with regard to J.E.D.I. initiatives, and that those in the positions with the power to implement positive change did not recognize or prioritize this need. I have learned to express my concerns about this realization much more strongly, but at the time it wasn’t something that was as clearly in focus as it is today (at least for me personally as someone just starting my own career following graduation). Fortunately, my more recent professional experiences have included much greater diversity and equality. This, along with our collective introspection as a profession as it relates to justice within the workplace, has heightened my (and hopefully our collective) awareness, where I am now significantly more conditioned to consciously look for any instances of inequity or inappropriateness, not just within the workplace but also as it relates to prospective clients or broader team members with whom we may collaborate.”

“If you were to ask me this question when I started my career in Architecture I wouldn’t be able to jump into conversation about a specific experience. At that time, I had enough emotional intelligence to be uncomfortable or upset, but not enough to identify the injustice itself. Fast forward to today and I can pinpoint several injustices that I have experienced, and I can recall the various ways I had to address them. Understanding what unjust behavior is and being able to identify it can feel similar to subconscious bias. However hard it may be to see, it is very real for the receiving person.

Most recently, the leadership within NOMA Colorado have heard far too many stories of unjust behavior from our emerging professionals and recent graduates. In response to these reports we have been able to engage in raw, straightforward communication with those responsible to address the behaviors directly. While we are addressing the unjust behavior, we are also thinking ahead, thinking about prevention. NOMA Colorado truly cares about making our organizations a safe and empowering place for our local professionals. We will not ignore the stories we hear from our members. We’re standing our ground and will not promote firms that disregard injustices within their communities.

We all have come a long way in terms of witnessing injustices and being able to do something about it. However, there is more work to be done, the era of complacency is gone, and we all have the responsibility to react appropriately. It’s 2022, if “you see something, you say something”.”

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“My circle of influence has been crystallizing and I continue to understand my voice and advocate within our profession for a better tomorrow. As a firm leader, along with my partners, we are laser focused on running an equitable firm based on just practices. We are a proponent of the Equal Pay For Equal Work Act mandating visibility with pay and opportunities. Our firm lists salaries with all job postings and provides strategic and equitable compensation amongst the team positions. Equal pay for equal work is paramount and is our backbone, creating balance and equity. We internally and externally post all promotional opportunities available within the firm and the transparency has resulted in talented yet unexpected team members rising to the top. I am vocal about our policies with other leaders and have witnessed their organizations making a change to be a more just workplace.

Valuing our work with clients is a just behavior we continue to defend. Over the last nineteen years, we have been asked multiple times in RFPs and interviews to perform services for reduced fees or for free. This is unjust and when agreed to erodes the equity for our team and our profession. Agreeing to undervalue our work results in unsustainable internal work demands to make up for the unbilled time.

Recently, we were asked to participate in a RFP for an exciting project we had been following for months. Part of the request included presenting design ideas at the interview. This is old behavior that must change. In our response of regret, we took advantage of the opportunity to educate the client about why it is an unjust policy and a disservice to the profession to ask for free work. We used our voice to speak up and make change. Our response gave a message to our team and to our client that together we can shape a different future.

Professional and personally, I try to always recognize and correct my own biases or unjust behavior. Our workplace has evolved, and my behavior also has. For example, I used to rely on nearby teammates to help with unexpected requests. This action does not give equal opportunity to the entire team and I am now purposeful about reaching out to someone I don’t “see” often and engage them to work together. I encourage the entire team to acknowledge and respect each others’ skills and strive to give equal opportunities to members at every level. I hope to foster a culture of openness and opportunity, where there is no room for unjust actions.”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“Injustice may be seen in all aspects of our society, and it is ingrained in our attitudes toward diversity and inclusion. These intersections form the fabric of our work/life dynamic, while in the background is a culture that fosters complicity in sustaining the status quo. As a BIPOC living and working in the United States, I’ve witnessed injustice in various forms, involving philosophy and/or overt prejudice. The safest approach was often to endure it or leave, but dealing with these difficulties in real time necessitates personal honesty and accountability, gained by experience.

Microaggressions are an interwoven part of our society. Unfortunately, implicit bias and stereotypes are commonplace when speaking from a position of comfort. “You’re articulate for a black person,” “You’re the exception because xyz,” or even a comment about my hair texture are examples of slights in conversations. This type of comfort makes it convenient to invalidate and refuse to acknowledge experiences. The emotional labor frequently falls on the marginalized group, so through introspection, I’ve learnt to pick my battles. There is an unsettling feeling of self-doubt when unpacking those comments. Is it because of my age/race/gender or is it because I’m not excelling at my tasks? How do I react in a way that doesn’t play into stereotypes? Changing people’s mind is not a sustainable objective but continuing a genuine narrative about accountability can be.

It’s ordinary to witness abuse of authority. It’s especially disheartening when there’s a sense of comfort in maintaining oblique narratives that establish a false sense of impartiality. In the year 2020, it became unacceptable to remain silent in the face of rampant police brutality. After 2020, many organizations recognized the value of forming a diversity committee and addressing injustice. In some cases, rather than encouraging actual progress, there was a diminishing value placed on authentic experiences, which undermined those initiatives. It’s promoting a “not all cops” mindset and refusing to support or engage with Black Lives Matter. From Emmett Teal to George Floyd, there has always been time for dialogue, but today there are true consequences for not participating in the effort to change.

There is no escape from the spectrum of racism; so, I emphasize the value of seeking places where differences are embraced and appreciated. I want to be associated with those who have the ability and desire to stand publicly against injustice. I recognize that my identity politics puts me on the front lines of navigating these events, but with every experience comes growth for the future.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“One of the unfortunate experiences I have witnessed was when some fellow students were hosting an exhibition on anti-racist spaces. Two professors who were not attached to the project caught my attention as they purposefully went into the exhibit space with an agenda. Their agenda was not to “debate” the content, but rather try to “disprove” the student’s methodology and overall work.

It was clear that the professors showed up to the exhibit without taking any time to read through the content and reflect upon the work that was displayed. Instead, they immediately jumped to the students and demanded they explain their work. It was obvious that these professors did not want to take the time to actually think through or try to understand the exhibition. The professors would jump in and out of the conversation, playing devil’s advocate.

Reflecting on this situation, I’m disappointed that I did not intervene and start asking the professors questions about the exhibit itself. I believe doing so would not only have helped them start thinking about the work, but also probably help them realize that their approach towards the students was not correct. Looking at this incident from an even bigger picture it is clear that there was an unconscious bias towards the students of color as they were approached by two white professors. Since then, I have lived with the regret of not doing anything and often think of the result had I intervened. I learned from this experience and now I abide by the motto: “doing something is better than doing nothing”.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“Throughout my experience in the practice of architecture I have found myself holding back from bringing my full identity into my work. As a Mexican queer professional, I believe the first barrier encountered is the draining biased standard of “professionalism”. The culture that has resulted from this so-called “professionalism” is rooted in white supremacy or the systemic, institutionalized centering of whiteness. In the practice and culture of architecture this may be seen as the belief that traditional standards and values are objective and unbiased. As a result, it has affected the way I present myself in the context of white and Western standards of dress, hairstyle, and overall communication.

I have stopped myself mid-sentence from speaking Spanish to my Spanish-speaking colleagues because of the uneasiness I’ve noticed in the facial expressions of those who don’t speak Spanish. How is a diverse professional expected to bring their full identity if the environment they are in is not suited to embrace their cultural difference? Language is a form of expression and allows a greater connection with a person who has a similar cultural background. On the other hand, speaking a different language that is not understood by the majority of those around and may come off as disrespectful. This perception of “disrespect” circles back to how there is a constant enforcement of a biased standard of “professionalism” in the workforce.

Once there is a greater conversation hosted around the problematic elements of how professionalism is defined, there can be a shift that allows other minorities to bring their authentic and rich backgrounds into their work. If there is not a greater analysis of the practice and its norms, there will continue to be the same shared unfortunate experiences for minorities.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“After much contemplation and introspection, I can’t recall any professional experience where I felt I could not bring my full identity to work. I recognize my alignment with the stereotypical image of what an architect might “look” like: a white male that wears eyeglasses. Also, as previously shared in the first article of the series, early exposure to the profession facilitated my career development path. Adding my ethnicity and gender to this equation, it is apparent to me how that greatly amplified my access to career advancing opportunities, while many had to navigate through roadblocks and prejudices.

This is a challenging profession, and like anyone who is passionate about our profession and the responsibility it demands, I have worked very hard to advance and shape the career that is most meaningful to me. That said, it is quite humbling to consider the additional challenges so many of our colleagues have had to endure to achieve similar advancement in their careers. The demands of the profession are challenging enough, even before considering what it would be like to also have to navigate through stereotypes, prejudices, and racial and gender inequality injustices.

I sincerely believe the work we do as architects is enhanced through greater diversity and perspectives of those in practice. To successfully address the current challenges we face in the realm of housing, justice, equity, diversity, inclusion, and the environment, we need to embrace diversity more aggressively as a profession, and celebrate everyone’s sincere and full identity as humans and architects. It is our responsibility to mentor and help develop the next generation of leaders while being inclusive of all races, genders and identities. There is zero room in our profession for bias against diversity; we need to continue to rewrite the outdated and excluding stereotype that architecture is a white male profession. Wherever and however possible, those in our community with the ability to share knowledge, provide opportunities and open doors for those who have been historically underrepresented must do so. It is this diversity that will allow us as a profession to continue to be effective in leading the response to the many challenges we face as humans.”

“For this third question, I cannot help but think about the stories of my fellow NOMA Colorado Members. Since starting our chapter and being part of leadership, we have heard so much from our minority members about the vast experiences and difficulties they have faced. Most of those experiences underline that as minorities, we have been victims of micro-aggressions or discrimination due to our true selves being unacceptable at work. When the majority finds shock, confusion, or even outrage from the very evidence that our diversity presents, we recede, we mask, and we hide the parts that don’t make the cut.

We are not coming to work with our full selves. Almost daily and since the moment we start in architecture, we have given up some piece of our identity to survive in this industry. If you are caught between needing a job in architecture and not being a white male, you have given up some essence of yourself to feel secure in that position. Historically and even currently, surviving has come at the cost of leaving some part of us — some piece of our culture, race, gender, age, or identity — at home. We have been hiding our accents, our hair, our food, and anything else; to relieve the majority from having to accept what it truly means to be diverse and inclusive.

Other shared experiences include most minorities sacrificing the correct pronunciations of their names to be more agreeable and not face unwanted situations. We avoid saying certain words because our unique accents are too thick and we frequently code-switch during conversations. We avoid eating our favorite salmon dish because it is just a faux pas in America, and we politely tuck in our tight coiled hair for fear of someone asking to touch it.

So was there a time we had to hide our true identity from coming to work? Yes, many.

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“I understand that as a privileged, professional white woman, I have more opportunity to bring my full identity to my work. I feel fortunate and aim to create approachability and openness to all in our profession and beyond. My identity is rooted in curiosity, big-heartedness, and a sincerely positive forward-looking outlook. Through reflection, processing, and action, I have developed strategies to temper situations where everyone, including myself, can be more at ease and bring personal identities.

I have a big personality, which is interpreted by some as too assertive or intense. In those and other situations where it feels I can’t bring my full-self, I identify and align with common core values so it is possible to establish understanding and flow so good work can be completed in a fun, positive, and collaborative manner. I focus on the aspects of the project where my professional view and ethos will make the biggest impact and let other things become less of a priority. It is not apathy or quiet quitting, but rather preserving integrity and joy in the work.

My identity continues to evolve as I grow and gain experience. Recognizing when I am going through transition allows me to better share who I am with my teams and clients through my actions. My hope is this openness gives permission to others to share where they are in their journey, creating deeper respect for each other’s identity. We become and put forth our best selves and the work excels when we can all be our true selves.”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“Bringing your “whole self” is now a major topic in the workplace and it’s an important part of bringing people together. I have witnessed that better synergies for collaborative work can be created by embracing authenticity and vulnerability. Fortunately, I’ve had many opportunities to express myself through my work in my professional career. I feel that it is one of my most valued assets and when my personal identity is supported it allows me to fully invoke my passions and strengths.

I’ve learnt several crucial insights when working on small project teams through the years. A particular lesson came from a project team based on personality types. As an INTP, I value information gathering and construction of a vision plan that moves from macro to micro and back again. The project was centered around a minority community with a desired solution that would be culturally sensitive, equitable, and engaging. If a cohesive vision is not established from the start, small project teams can be challenging. Almost immediately the team was split into factions and as the person with the least experience, my perspective was void. There was a breakdown in communication due to bruised egos and while the primary functions were addressed, there were three very different visual representations of the building. The result was a testament to brutalist architecture with an indifference to human scale, the complete opposite of the intended cultural hub.

Being a disruptor instead of being a wallflower would have saved us from a harsh critique. The teams were grouped in a way that an INTP should be invoking the spirit of “why?” and fostering that collaborative nature. By agreeing that my experience level was more important than my perspective and identity, I felt I failed in that task.

The lesson learnt was that my identity is a crucial distinctive component to creative problem solving. Ignoring my identity for the sake of others’ comfort will never result in an outcome that I am proud of. Growth occurs when you are learning to accomplish something you have never done before. Fully embracing my identity is part of that process of discovery, as is knowing that without that vital aspect, my work is just a job.”