Value Proposition for Reluctant Firm

In addition to the AIA Framework, I'd add in other major industry entities and their guidance/declarations:

• ASCE (Civil & Structural): https://www.asce.org/communities/institutes-and-technical-groups/sustainability/asce-sustainability-policies 
  • Related, SE2050, MEP2040
• ASID: https://www.asid.org/sustainability/principles 
• ASHRAE: https://www.ashrae.org/technical-resources/cebd-center-of-excellence-for-building-decarbonization

I'm sure there are others; that's as far as I got on this list I just started last week.

(My coworker) Corey Squire's new book, People, Planet, Design is a great resource that simplifies what we're all trying to do. Maybe she can leave a copy out in the office. Mike Manzi He/Him Bora Architecture & Interiors Main: 503 226 1575 Direct: 503 802 5007

My advice would be to first inquire with firm leadership how open they are to making a change. I'd focus on a comparison with competing firms in the same sector and what commitments those other firms have made; how they are marketing sustainable design. I think you have to approach it first from a business standpoint - rather than a 'do the right thing' standpoint (e.g. if you don't start making some meaningful commitments to sustainable design, you will be left behind; if you want to attract quality talent you need to make a commitment to this; etc) and see if there is any traction, because if they were receptive to 'do the right thing' arguments, they'd already be making an effort. If leadership indicates they are open to someone helping them make a transition within the firm and they are willing to support that effort, that's an opportunity. Then you can further make the value case and show how sustainability supports the work the firm is doing. However, I am pessimistic about precipitating a big shift in such a large firm if leadership is indifferent at this point. I would frankly advise this person to seek a position in a firm whose values align with her own, and use an exit interview to make it clear why she is leaving. Kristian Kicinski AIA, LFA, LEED AP BD+C (he, him) Associate Principal / Director of Sustainability direct: 206.536.1370 Send me files

I’m kind of surprised. After decades of pushing boulders uphill in near-futility with the middle of the market, we finally have economic incentives and very reasonable future economic risk scenarios that point towards getting smart about sustainable design and resilience. From building codes to the CRREM curve to many of our clients having zero carbon goals in the reasonably near future, SEC reporting, IRA funding, and more, it seems like there has never been a better time to know something about energy, carbon, materials, etc. This person could likely leave and find a more supportive firm, or could try to find a way to reach the firm or project decision-makers through information, analysis, or some other means. The struggle to understand why decisions are made at the firm level are sometimes useful. That said, the AIA code of ethics suggests that the firm leaders need to get on board if they are to maintain their practice in good standing. -Kjell Kjell Anderson FAIA, LEED Fellow Principal, Director of Sustainable Design LMN Architects lmnarchitects.com M 206 812 6546 O 206 682 3460 S Linkedin | X | Instagram F

Yes, I agree with Kjell, it is surprising that at this moment in time there are still people that see sustainability this way. We all know the impact of sustainability on the planet, occupants and operational expenses. In addition to all of the advice already given, I can say that in my meetings with design teams I always focus on sustainability as "something" that will make the project better in many ways. It is about performative design but also about aesthetics. It is not an add-on but something that is integrated in the design and promotes design opportunities making their design ideas stronger. Of course, sustainability is very technical but it is ultimately about design. Probably these are ideas that all of us in this group understand, but maybe it is not the perception of somebody outside the circle. With my team, we are always developing workflows to solve design problems that are connected with sustainability -and sometimes we don't even say it is sustainability-. For example, the attached diagram, which I drew this weekend, outlines the process we followed last week using grasshopper and climate studio to design a canopy in Bahrain with good solar control for summer comfort, but enough sun for tree growth, providing a view of the sky and reduced use of material ($ and embodied carbon). Of course this takes time and $ which that firm will probably not want to invest, but I have seen how our clients appreciate results that are data driven and the result is a better design option (hopefully :-)) and we did design work for the team, saving them hours.

If leadership in the firm in question is open to discussing how they want their work to contribute to the communities the serve, then there is an opportunity for this person to nudge them toward more responsible practices.  If that were to happen, then her efforts would be truly impactful - maybe even moreso than seeking employment at a firm that is already doing better work.  If it feels like an opportunity, then take it.  If not, so long, and let them know why.  

What does the firm leadership care about? And how can sustainability support those values? Surely they care about the financial position of the firm, brand and reputation, service to clients, ability to effectively meet local regulations, etc. Sustainability has a part to play in all of those things. If she can show how her interests in sustainability align and support the interests of firm leadership, she'll encounter less resistance to change.  BETH LAVELLE
Sustainability Strategist SmithGroup

Hi,  I was in a similiar position at my last firm. I worked over 7 years from an intern architect, getting my license, to sustainability director at a market-rate practice. I'd be happy to chat with this person about my experience and hear more about the specific resistance they are experiencing. 
Please feel free to pass on my e-mail <anash@sasaki.com> 
Alison Nash, Sasaki

Hi Sara, Myself and some other emerging professionals host a monthly group call we call EDEN (Emerging Design Excellence Network). We discuss topics like this and other intro subjects so that emerging professionals (whether designers or full-time sustainability professionals) have a place to learn new skills and discuss the challenges they are facing in their firms. It is sort of like SDL but for those just starting in their sustainability careers. This might be a good fit for them in general! Feel free to send my email their way or do an email intro - ksector@lakeflato.com

Hi Sara: I agree with those who advise your friend to find a better alignment of values at a different firm where she could be immersed in the hive mind and learn new approaches and tools, instead of spending time explaining why it's important. Agree also that it's energizing to join professional communities where there's knowledge sharing and motivation to advance climate smart design. Urban Green has a young professionals group in NYC. FWIW, for firms that work on projects in diverse areas of the country, pushing boulders uphill is still the norm. We're "in the arena." In some areas the codes, grid and construction industry are advancing towards zero emissions goals and raising all boats, in others there is no movement at all. Some clients support and budget for climate design, some don't. While the AIA Framework is a good guide, it's not enforceable. Things are trending in a positive direction to be sure, but not at the same pace universally.

Strongly agree with joining whatever local green building networks exist - that will lead this person to the new job with the firm that cares, keep her energized  and less isolated while she pushes the boulder at her current job, and expose her to cool projects/products/case studies that will help her make her case.    Is her current firm outsourcing a lot of building performance, certification, code compliance, etc., services to sustainability consultants? Does she have a case for saving cost and building staff skills by bringing those services in house?  Is there a marketing/communications professional at her firm who's under pressure to highlight sustainable design efforts, from clients, publications, etc.? That's a potential ally.  If recruitment/retention is an angle she wants to take, some of the stories / data about "climate quitting" (e.g. https://www.cnbc.com/2024/01/05/prioritize-the-environment-or-deal-with-climate-quitting-experts-say.html ) could help. I bet there's data on this somewhere but anecdotally, every intern or new grad I've talked to in the last few years is coming out of school with a sustainable design focus (whether they intentionally studied that or were just exposed to it because it's becoming standard in curricula) and they want to keep up those skills and live those values. They understand it's the reality for junior staff to get put wherever they're needed, but they get frustrated & don't see a career path if they're continually stuck on projects/clients where they can't bring up embodied carbon, run a daylight study, etc...I think that's tough to convey to old-school executives who resist understanding just how much their younger workforce has been living and breathing climate their whole lives (even as an older millennial I can't quite wrap my head around it!) but it's the reality for current & future designers.