Contract - June 2016 - 50

community? And if balance is needed, how can
a firm become more equitable?
Be realistic in developing solutions
Unless you find that you are with one of the few firms
that are setting the bar, change will be necessary.
However, be reasonable, given what you know of the
current state of equity within the firm, its leadership,
the firm's size, and the larger professional
community that your office is within.

Building an Equitable Practice
by Evelyn M. Lee, AIA

Evelyn M. Lee, AIA, writes
a regular column for Contract
on business practices in design
and professional development.
Lee is a senior strategist at
MKThink, the ideas company
for the built environment
based in San Francisco,
and holds graduate degrees
in architecture, public
administration, and business
administration. Lee is
currently a member of the
AIA national strategic council,
and she previously served
a two-year term on the AIA
national board of directors.
In 2014, she received the AIA
Young Architects Award. Her
website is evelynlee.com.

The national conversation related to equity in the
architecture and design professions continues to be top
of mind for many. Earlier this year, on International
Women's Day, the American Institute of Architects
(AIA) published its first diversity report in more than
a decade, "Diversity in the Profession of Architecture."
The findings, though not groundbreaking, proved that
little has been done to move the needle. More than
7,000 people, including 3,117 women, responded to the
survey. Among women, 69 percent believed that their
gender was either somewhat or very underrepresented
in the field of architecture. And a significant majority
of all people responded that minorities were
underrepresented. Ultimately, the survey verified
the glum conclusions that change is slow.
As someone who is in firm leadership but not
an owner, and who is interested in building an equitable
practice as a female minority, I often wonder what
my true ability is to drive change. While it is true that
we have a long way to go, it is important to remember
that it takes many small steps to steer the biggest
of ships in the right direction. Here are a few
suggestions to consider.
Be open to conversations
Dialogue with colleagues about equity in practice is
always valuable. Do others in your firm have the same
perspective? Do they view the issue as something that
needs to change and can be remedied?
Be critical of existing conditions
As with any design project, the best solution comes
from proper problem identification. No matter what
level of influence you have, everyone has the ability
to look critically at the makeup of the firm as a whole.
Admittedly, most firms would probably have a hard
time serving as a mirror of our society. But how does
your firm stand up to the demographics of the local

50

Act upon strategic opportunities for intervention
How can a firm develop a more equitable staff?
One suggestion is to expand the means by which
the firm both seeks applicants and promotes job
openings. Design firms tend to reach out to the same
outlets for candidates every time. Are there other
schools with design programs that your firm needs
to develop a relationship with?
Attracting qualified architects and designers
with at least a few years of experience is a challenge
in today's more robust economy, following
a recession in which some left the profession.
And attracting a more diverse team may require
creatively looking for those who teach as an adjunct
at a college or university, for example, or seeking
out members of such organizations as the National
Organization of Minority Architects or the Society
of Hispanic Professional Architects, also known
as Arquitectos Chicago.
Once the best staff is on board, retaining talent
takes effort as well. I suggest that employees of all
levels display an active interest in the future of their
firm and do what they can to ensure that the path to
leadership is equal for everyone. For example, look
for opportunities to modify the employee review and
compensation process if necessary. The AIA survey
results indicated that employee satisfaction across
the board was among the lowest regarding issues
of fair and transparent employee promotion and
compensation practices.
If your firm is, indeed, adapting to become
more inclusive and equitable, that is fantastic. But
do not be shy in letting the world know. For example,
on a firm's website, it is valuable to show not only
the partners and principals but also the associates.
That way, the firm will project a more diverse team
in terms of age, gender, and race, and, as a result,
attract a broader pool of qualified, diverse applicants.
Perhaps your firm has been missing out on
amazing talent by not broadening its reach to potential
candidates. Slowly, one step at a time, each individual
and firm can contribute to making a difference. c

contractdesign.com

JUNE 2016

PHOTOGRAPHY: CARL BOWER

COLUMNIST
http://www.evelynlee.com http://www.contractdesign.com
Contract - June 2016

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