Equity in Practice: Session 3

The final installment of AIA Colorado’s Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee three-part Guides for Equitable Practice series shifted the conversation from understanding equity to putting it into practice. Highlighting Chapters 7-9 of the AIA Guides for Equitable Practice, presenters Jennifer Edwards, Assoc. AIA, Sonya Shah, AIA, and Margarita Gonzalez, Assoc. AIA, explored how firms and individuals can create more equitable workplaces through intentional career development, meaningful community engagement, and measurable goals.

While each chapter focused on a different topic, a common message emerged throughout the afternoon: equity is not achieved through good intentions alone. It requires transparent systems, ongoing conversations, accountability, and a commitment to continuous improvement.

Jennifer Edwards, Assoc. AIA, introduced Chapter 7 by examining how firms can create career pathways that are both transparent and adaptable. Rather than viewing career advancement as a traditional ladder where success requires increasingly greater personal sacrifice, the chapter encouraged participants to consider a “career lattice” model that recognizes employees’ lives, responsibilities, and goals evolve over time.

The discussion emphasized that equitable advancement benefits both individuals and firms. When employees understand how promotions are determined, receive consistent feedback, and have access to mentorship and flexible career pathways, they are more likely to remain engaged, grow professionally, and contribute to healthier workplace cultures.

Participants were encouraged to evaluate their own organizations by asking practical questions:

• How are promotion decisions made?
• Are advancement expectations clearly documented?
• Do employees regularly discuss career goals with supervisors?
• What barriers may unintentionally prevent some employees from advancing?

Jennifer also emphasized the importance of regular one-on-one conversations throughout the year, noting that career goals should remain active discussions rather than annual performance review checkboxes.

Chapter 7 Takeaways

• Career advancement should be transparent, not mysterious.
• Flexible career pathways acknowledge that employees’ professional and personal needs change over time.
• Regular conversations between supervisors and employees create stronger accountability and better career development.
• Equitable advancement strengthens retention, motivation, and long-term leadership diversity.

Quotes

“When employees see a clear path forward, they are more likely to stay, grow, and contribute to a stronger profession.”

“Designing your career path using the lattice approach… making sure your needs and goals are getting met.”

Sonya Shah, AIA, shifted the conversation beyond firm culture to architecture’s responsibility to the communities it serves. She distinguished community engagement from community-centered design, encouraging attendees to think critically about who is being invited into the design process, how feedback is collected, and whether engagement continues throughout a project’s lifecycle.

Rather than treating engagement as a single public meeting or survey, Sonya encouraged architects to view it as an ongoing relationship. Community needs evolve over time, particularly on projects that span multiple years. Successful engagement means continually checking in, sharing project updates, and ensuring community voices continue shaping design decisions from concept through occupancy.

The discussion also explored practical engagement strategies, including surveys, QR codes, community festivals, voting exercises, and post-occupancy evaluations. More importantly, participants were reminded that collecting feedback is only valuable if it ultimately informs better design decisions.

Chapter 8 Takeaways

• Community engagement is a continuous process, not a single event.
• Successful engagement requires reaching people where they already are.
• Diverse participation produces stronger projects and builds public trust.
• Architects have a responsibility to translate community feedback into meaningful design decisions.

Quotes

“Authentic engagement builds trust.”

“It’s not just about performing one of these events. How do you take that information and put it into your design?”

Margarita Gonzalez, Assoc. AIA, concluded the series by focusing on one of the most important questions facing equitable practice:

How do we know we’re making progress?

Her presentation emphasized that meaningful change requires measurable action. Rather than attempting to improve every area simultaneously, firms and individuals were encouraged to identify one area of focus, establish a baseline, create measurable goals, implement strategies, evaluate progress, and repeat the process.

Using SMART goals as a framework, Margarita demonstrated how equitable practice can become part of an organization’s everyday operations rather than an occasional initiative. Whether working in a large firm with dedicated human resources staff or operating a small practice, every organization can begin taking practical steps toward greater equity.

She also shared her own experience creating internship opportunities for underrepresented students, illustrating how even relatively small actions can contribute to meaningful long-term change.

Chapter 9 Takeaways

• Progress begins by establishing a baseline.
• Focus on one meaningful goal rather than trying to solve everything at once.
• SMART goals create accountability and measurable outcomes.
• Equity becomes part of firm culture when goals are communicated, measured, and revisited regularly.

Quotes

“Just start with your goal. Take that step. Take that action.”

Equity in Practice Series: Session 1 – Intercultural Competence, Workplace Culture, and Compensation

AIA Colorado’s J.E.D.I. Committee kicked off its three-part Equity in Practice series with a session focused on intercultural competence, workplace culture, and compensation, three interconnected forces shaping equity in the profession. This series is based on AIA’s Guide for Equitable Practice. 

Co-chairs Sarah Morasso, AIA, and Alexander Person, AIA, framed the conversation by emphasizing that architecture is not neutral, and that advancing equity requires both individual reflection and systemic change.

Equity in Practice Series: Session 2 – Recruitment & Retention, Negotiation, and Mentorship & Sponsorship

AIA Colorado’s Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee continued its virtual Equity in Practice Series with a discussion focused on Chapters 4–6 of the AIA Guides for Equitable Practice: Recruitment & Retention, Negotiation, and Mentorship & Sponsorship.

Committee co-chairs Sarah Morasso, AIA, and Alexander Person, AIA, were joined by Stephanie Fernandez, Assoc. AIA, exploring how workplace systems, leadership practices, and professional relationships shape career growth and equity within architecture firms. Through guided discussion and practical examples, attendees examined how firms can intentionally create more transparent, supportive environments that strengthen both individuals and organizations.