Webinar Recap: Building and Running a Successful Hybrid Practice

Hybrid. Work from Home. In Office. COVID-19. Epidemic. Pandemic. Endemic. Fully Vaccinated. Booster. Delta Variant. And now the Omicrom Variant.

The year 2022 is nearing, and these words have dominated our discussion, lifestyle, and firms since early 2020. As we live in a steady state of safety, how are we connecting as a workplace?  Life continues. Work moves forward. Design continues. Our community and the built environment need our attention. People require structure—both physically with our buildings and mentally as we seek to adjust to what seems as a new normal. These are just a few takeaways from the recent AIA Colorado webinar with Evelyn Lee, FAIA, “Building and Running a Successful Hybrid Practice.”

“Firms need to reflect, rethink, and revise.”

Evelyn lee, faia

Lee is a nationwide thought leader and shared her insights into how your firm can overcome and work in a hybrid scenario. She is the first Senior Experience Designer at Slack Technologies, Founder of the Practice of Architecture, and Co-Host on the Podcast, “Practice Disrupted.” She received the 2014 AIA National Young Architects Award and currently serves as Treasurer on the AIA National Board. Following are takeaways from Lee’s presentation on successful hybrid firms.

A hybrid practice is a resilient practice. Aim to build a more agile and adaptable environment. As Lee said, “Firms need to reflect, rethink, and revise.”  She framed these concepts in six different areas: 1) culture, 2) people and policies, 3) team management and productivity, 4) security and support, 5) tools, and 6) the hybrid employee. 

  • Culture.  Cultivate a workplace that is values-based in which every decision is rooted in this culture. Flex your behavior and response to address how values may manifest in different ways.  Revisit your firm’s “why.” Conduct an annual employee survey. How many employees would recommend your firm to others? Remember, culture is the sole differentiator for your firm.
  • People and Policies. Empower your employees with a shared definition of trust that enables their best work. She indicates that 95 percent of workers considering changing jobs in what is called, “The Great Resignation,” and 92 percent of workers are considering changing industries.  Lee recommends building a framework that supports each employee’s career. Transform hiring outcomes to yield first-day productivity and continue onboarding for an entire year. 
  • Team Management and Productivity. Stand up a digital headquarters that is relevant and essential. The digital HQ centralizes information and efforts. Ensure your firm distributes decisions made in-person onto the digital HQ platform. Too, adjust the firm’s mindset to that of remote even if just one person is working from home. Create time for deep work without distractions and brain-write for innovation / creativity. Establish balance with a burst of activity and slower simmer modes. 
  • Security and Support. Build a virtual cloud of data warehousing that enables anywhere access for employees. Invest financial and personnel resources toward information technology in order to provide timely and effective data management.
  • Tools. Ideally, software or hardware tools create an ease of operation and design. But first, know the capabilities of these tools and what your firm needs these tool’s functions to perform.  Understand who requires what tools to assist your team and client. Know each category of tools and how to operationalize these IT assets to enhance workflow and communications procedures. 
  • The Hybrid Employee. Work From Home (WFH) does not mean anything goes. Set work boundaries and routines. Optimize your workspace to fit your work needs. Over communicate with your team. Be a thoughtful teammate and take care of yourself. Back-to-back virtual meetings can be detrimental; manage your calendar well to manage yourself even better.

Lee concluded her presentation with a few overall tips: Your firm’s people are your greatest assets. Manage expectations and learn. Be patient and trust the process. 

AIA Colorado seeks to foster your firm’s best path forward during this challenging time. We are providing innovative speakers and solutions that will enable your firm and employees to be successful for your clients, community, and company. To learn more about hybrid working hybrid, you can view Lee’s full presentation on YouTube.  Let’s collaborate and learn together as we stay safe. 

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Hospital Design and Maintenance in the COVID Era

CAHED, the Colorado Association of Healthcare Engineers and Directors, hosted its annual (Virtual) Speed Networking event on November 12. Speakers from Craig Hospital, Denver Health, UCHealth, Banner Health, NV5, SCL Health, and Children’s Hospital of Colorado divided among breakout groups via Zoom to educate professionals involved in building and maintaining healthcare facilities how they are coping in these strange times and what trends are evolving today. Following are takeaways from owners and facilities managers and how architects can adapt during this rapidly changing time in hospital design.

The New Normal

Healthcare leaders stressed that today’s “new normal” is likely temporary, and that COVID-19 isn’t necessarily going to change how they design and construct facilities in the future. They emphasized the need to not overreact, but to look at each instance calmly and objectively. Most are, however, delaying larger projects in favor of making smaller repairs, while still considering updating future policies and operations. Tasks are reprioritized daily. Many facilities have also reduced non-emergent care due to the pandemic, and projects that affect patient areas have mostly been put on hold. These days, whole portions of a hospital may suddenly become overflow for new COVID patients, sneeze guards are installed for every interaction, workstations are staggered, security cameras and personnel are added, and hotel stations are scheduled instead of serving practitioners on a first-come, first-served basis. Healthcare owners admit it is a struggle to comprehend what is needed currently—they work hard to properly prioritize regular projects compared to COVID needs, which change on a daily basis.

Mechanical Systems and Maintenance

One of the largest challenges is modifying HVAC equipment to accommodate HEPA filtration and ensure COVID-negative spaces. To change one air handling unit into a HEPA unit, some owners have shut down entire hospital wings—but shutting down so much space just to make modifications is a problem as they struggle to find enough beds. Flexibility in the future will be key, from mechanical systems to the creation of universal rooms. Mechanical systems that were cheaper to build may be harder to balance for COVID-negative rooms, especially if large zones are handled by one VFD unit, making it hard to shut down capacity to do maintenance. Hospitals are simply too busy and don’t want to turn an entire wing into a bio-containment ward. What will be necessary to handle future diseases?
Maintenance is also difficult. What is contaminated and what is not? How can they balance the need to protect both the people in bed and those performing maintenance? What do you have to do or wear to change out a filter? Are they getting the right number of air changes per hour? How do you cohort an ICU room to provide for two COVID patients while keeping safety paramount? Best practices are ever-changing, and restrictions vary by county—and by the day.

New Processes

Breakout areas have been created where personnel can remove masks and eat lunch socially distanced, but in general, no more than five to 10 may be in a room, even with masks. Departments need to find different ways to work together. Telemedicine has not made huge inroads into care and accounts just 10 percent for consultations. While many providers and patients do not gravitate toward telemedicine, hospitals don’t want caregivers out in the wider community. Still, therapy can occur in someone’s home, and hospitals are beginning to provide more of these services to accommodate patients outside of their facilities.

COVID Testing

There is little mass testing for COVID unless there is an outbreak, and many healthcare facilities use temperature screening in an attempt to avoid the spread of the virus. Often, nurse practitioners screen visitors, vendors, patients, and contractors alike, sometimes relying on visual control to determine if there might be a problem as colder outside temperatures obscure results, sometimes requiring people to wait 10 minutes until a true temperature can register. There are a variety of procedures, some more restrictive than others. Some only require visitors to self-report symptoms. Others have banned staff from traveling. All find it difficult to get a clear picture of emerging COVID infections.

Serving the Whole Community

Some facilities struggle with their own unique issues related to COVID. Denver Health has typically been the hospital that cares for the unhoused population, and they formerly would welcome everyone through their doors. Now, that is not possible. They have limited hours for visitors and can’t perform take-ins how they once did—allowing the general public to wander in, use bathrooms, and hang around the cafeteria. Denver Health has since upgraded the presence of security to ensure that no one is congregating around the premises without a direct need and have closed bathrooms for public use. Instead, they have installed portable restrooms outdoors to help reduce contact with those infected.

Supply Chains

Hospital supply chains are also in flux. It is a daily challenge to manage usage numbers and supply. Healthcare facilities have seen some increase in the domestic supply of important items, and most hope to end single-source procurement by diversifying their supply chains. They have turned away from large supplier overseas. Despite more domestic producers coming online, they still see companies move their factories across the border—an air filter company one owner depended on for years moved to Mexico.

How Designers and Contractors Can Help

Designers have been instrumental in helping owners imagine how to upgrade their facilities—for example, laying out floor plans to reveal how many beds can fit into a space. Designers, contractors, and vendors have brought new ideas to owners from other successful projects. Healthcare owners are eager to learn what has worked at other hospitals. With declining budgets and the day-to-day stress of reacting to COVID, they also better appreciate transparency and strong communication with their contractors. At the CAHED event, owners stressed that they strive to understand that surprises occur, and that they need designers and builders to be open and honest with them about cost changes as soon as possible.

Saving Dining—by Design

AIA Colorado teamed with the State of Colorado and the Colorado Restaurant Association for the Winter Outdoor Design Workshop—delivering hope with a side of hygge for the vulnerable restaurant industry.


Winter is coming, and like the north winds, the pandemic continues its chill on important sectors of our economy.  We all hoped the COVID-19 curve would have flattened by now, but without extraordinary measures to keep establishments open and safe, Colorado’s restaurant and tourism industries risk being flattened instead. To help, Governor Jared Polis and the Colorado Restaurant Association teamed with AIA Colorado and several other AEC partners for the Winter Outdoor Design Workshop to develop outdoor restaurant design concepts, keeping Coloradans safe from the elements—and the virus—while dining in the dead of winter.

Early on in the pandemic, my colleagues and I reached out to our restaurant clients to find out how we could help. Costs aside, they felt permitting would be their biggest hurdle. We are glad to see state and city officials expressing interest in helping ease the path. “The restaurant industry is critical to the economic health of the State of Colorado, and it’s vital to the well-being of our local communities,” said Governor Polis in announcing the Colorado Winter Outdoor Grant program, an emergency assistance fund for Colorado restaurants experiencing financial hardship.

The restaurant industry operates on thin margins even in flush times, so the stay-at-home orders reducing indoor seating to just 25 to 50 percent capacity triggered a quick culling of revenues. Particularly hard hit were locations with little overflow space. Carryout sales—for business models that could take advantage of this market—got a boost when the state began allowing to-go alcohol, starting March 20. By May, restaurants began adding seating areas in public sidewalks and closed streets, as Governor Polis waived many state regulations and urged cities to do the same. Dave Query, founder of the Big Red F Restaurant Group, which operates Jax Fish House, Lola Costal Mexican and other popular concepts, says he’s been able to add extra outdoor seating to about half its restaurants. “Reducing indoor capacity to 50 or 25 percent means we need every outdoor seat we can find,” he said.

Ely Merheb AIA, founder of Boulder-based Verso and charrette participant, found “a silver lining witnessing streets become more people- and business-friendly.” Other groups also recognize the benefit of expanded pedestrian areas, especially onto side streets and parking lanes. Said Rob Toftness of the Denver Bicycle Lobby, who would like to see Denver’s temporary street closures made permanent, “Anytime we use public right-of way for something other than storing a private vehicle, it’s a win for everyone.”

As architects and urban planners, we’re taught early in our educations that a lively pedestrian presence serves to activate downtown streets and boost business. And to keep the party going through winter, we need to keep the customers warm. Cue the Winter Outdoor Design Workshop.

The idea sprung from Colorado Restaurant Association CEO and President Sonia Riggs. She reached out to AIA Colorado, where she formerly served as CEO. “Both organizations started digging into what that might look like,” said Nikolaus Remus, AIA, Advocacy Engagement Director at AIA Colorado. “After our first call, it was obvious we should bring ACEC Colorado on board since viable solutions were likely going to have engineering considerations.” Ultimately, the partnership included AIA Colorado, the State of Colorado, the Colorado Restaurant Association, Colorado Restaurant Foundation, American Council of Engineering Companies of Colorado, and the Associated General Contractors of Colorado for a daylong charrette to develop design concepts for outdoor dining. “I think there was a real buzz, an energy during this event to try to create and design amazing environments for our local restaurateurs,” said Scott Prisco, AIA, Denver’s Chief Building Official. “The selection of the team members was very relevant, as well. There were so many creative thinkers with differing perspective to achieve solutions to problems.”

After learning about the outdoor dining charrette while listening to a news conference from Governor Polis, “I reached out to AIA immediately, because I’ve been looking for ways to bring my skills to the table to help people,” said AIA Colorado member Jenny Edwards, of Ricca Design Studios. She along with dozens of other architects, engineers, restaurateurs, contractors, and public health and safety officials teamed via a videoconference to develop easy-to-implement concepts to encourage outdoor winter dining. The inclusion of fire and building officials was intentional, both for up-front input and to publicize an effort to promote faster emergency permitting.

Rob Duran, regional manager for the Blue Agave Grill concepts, joined the charrette after seeing that up to 60 percent of their revenue this year was being generated outdoors. “As data continues to show, outdoor dining is safest, and the diner’s willingness to sit outside through the elements is proving to be an obstacle that restaurants want to tackle.”

After an opening session with introductory remarks by the Governor, the nine teams broke into groups to each address a specific condition, from urban parking lots to mountain resort shopfronts to rooftop patios. Each team presented their rough concepts in a closing session at day’s end, then continued to meet throughout the following week to further develop their ideas. Major themes emerged: open modules with flexible seating vs. fully enclosed four-tops; open airflow to disperse airborne contagions while blocking the wind and keeping heat inside; efficient, yet safe heating under roofing; utility upgrades; heated benches and accessories; attracting diners on both sunny bluebird days and snow-dusted evenings; affordable and scalable modules that would allow customization to site conditions; snow loads; Brrrreckenridge. “Working with a group of amazing volunteers, we determined we could help temper winter’s chill with designs which created an experience that would draw guests despite the colder temperatures.” said Jeff Metheny, AIA, Principal at Studio Atlantis.

The resulting concepts landed in two camps familiar to every backpacker and trekker: tents and huts. Each team addressed these often-contradictory needs in unique ways, giving restaurant owners options that they can adapt to their specific locations. “We wanted to design with some flexibility, having both semi-permanent fixtures like posts and non-permanent units like panels,” said Edwards. “We considered the idea that this could be either disassembled and moved or become a permanent fixture for the park moving forward.” Each team was tasked with a different siting, and her Crinkle Commons concept considered the case of a nearby/adjacent park.

Added Jeff Metheny, whose team addressed urban streets and looked to Colorado’s own history as inspiration, “Using shapes derived from Conestoga wagons, teepees and A-frame shanties, each restaurant can create an upsized experience and much needed seating, all while maintaining safe distances from other diners. We were intentional in designing these structures to be easily and quickly fabricated and installed with the ability to be moved if needed.”

No matter the structure of the shelter, heating remains the key concern. “The primary obstacles for providing heat include available electric service, as well as code issues surrounding propane and gas units,” said Prisco. In response, the teams offered flexible, layered solutions for heating. For example, where gas capacity is available, remote and ducted portable construction heaters could provide the efficiency of gas at a code-compliant distance. With sufficient electric service, radiant electric heaters could be used safely under a roof. Heated walls, benches, or flooring could be added via off-the-shelf products customized to the specific site and structure. And personal heating accessories, from phase-change materials to good old-fashioned blankets provide the final layer. “Our Comfort Wall proposal focuses on maximizing comfort from a seated position, by creating a modular, low-wall system that blocks wind and concentrates heat from ground or under table sources, closest to seated customers,” said Merheb.

One takeaway? Cultural shift will be as important as a built intervention. As no outdoor space will be as cozy as last winter’s crowded tavern, we’ll need to coach our customers to expect a Colorado adventure. Add more hot-toddy cocktails to the menu. Normalize rugged après-ski looks. And naturally, promote a made-for-Colorado slogan: Bring Your Own Blanket.

© AIA Colorado 2026
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