Issuu

THRIVE

ARCHITECTS & DESIGN

ETHICAL. SUSTAINABLE. INNOVATIVE.

MOCK FIRM PROJECT REPORT INSTRUCTORS: MARYALICE TORRES-MACDONALD LESLEY NALL WASHINGTON GA: AUREA LOPEZ ARCH 5392, SPRING 2021 HANNAH RAE SOENKSEN

TABLE OF CONTENTS INTRODUCTION MOCK FIRM ASSIGNMENT MOCK FIRM ASSIGNMENT 01-

i ii

CURRENT TRENDS IN FIRMS FIRM DEVELOPMENT & BUSINESS MODEL FIRM ORGANIZATION+ ORGANIZATIONAL CHART

1-5 6-7 8-9

MOCK FIRM ASSIGNMENT 02-

iii

FIRM DEVELOPMENT & BUSINESS MODEL REVISED MISSION & VISION STATEMENT FIRM ORGANIZATION+ORGANIZATIONAL CHART MARKETING PLAN+TEAM MARKETING TOOLS

10-11 12 13-15 16-17 18-20

MOCK FIRM ASSIGNMENT 03-

FIRM ORGANIZATIONAL CHART REVISED FIRM DEFINED POSITIONS FIRM LEGAL STRUCTURE REQUEST FOR PROPOSAL-RFP RFP RESPONSE

21 22-23 24-25 26-28 29-36

COVER LETTER FIRM BACKGROUND NARRATIVE RELATIVE WORK EXPERIENCE PROPOSED SCHEDULE CONSULTANT LIST & FIRM CONTACT INFORMATION

RISK MITIGATION

MOCK FIRM ASSIGNMENT 04PROJECT DELIVERY METHODS

30 31 32 33 34-35 36

37-39

v 40-43

TRADITONAL CONSTRUCTION MANAGEMENT

40-41 41-42

DESIGN-BUILD

42-43

PROJECT DELIVERY METHOD JUSTIFICATION & COMPARISON INTERNAL TEAM EXTERNAL TEAM PROJECT PHASES & REDWOOD PARK PROJECT

SPEAKER RESPONSES FRANK MARQUEZ MIKE SIMECEK JANIS BRACKETT AMY MOEN CHRISTINE HENDERSON JOHN CLEGG PANEL DISCUSSION

10 YEAR FUTURE VISION WHAT IS IT? HOW IS IT OBTAINED? WHO WILL THE FIRM BECOME?

ETHICS & EQUITY COMPONENT READING ETHICS & PROFESSIONALISM DIVERSITY IN THE PROFESSION ARCHITECTURE & ETHICS WHAT I HAVE LEARNED REGARDING ETHICS IN ARCHITECTURE

CONCLUSION-REFLECTION MY CONCLUSION THIS SEMESTER

CITATIONS REFERENCES

44-46 47-48 49 50-53

vi 54 55 56-57 58-60 61-62 63-64 66

vii 67

viii 68-70 71-72 73-75

ix 77-79

x 80-83

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ARCHITECTS & DESIGN

INTRODUCTION The mock firm project is a project that is designed to research and gain the knowledge of what different components of the practice of architecture may entail. The project requires a wholistic thought process, extreme time-management, as well as the completion of the project with a certain level of graphical aesthetic that will be attractive to the firm’s potential clients or consultants, to make them interested in the architectural services offered. This project is extremely relevant as an architecture student because it puts into perspective the real-world steps that firms need to take to be more than just a designer, but to create a successful business and practicing architect. The project reads as an organized and cohesive outline of the many components of the architectural firm. Initially, the research includes analyzing the current trends in architecture firms. Here, different architecture firm values and characteristics are deciphered, and choices are made to determine what type of firm this project will be. What is their expertise, vision, client type? Are they sustainable? What is really being looked at here, and what you should be asking yourself here is: What kind of firm do I want? And how do I want to appear to the rest of the world? Following this, you will notice the firm establishes a name, purpose, and business model. In this component the firm will determine the philosophy and core values, size, project types, client types as well as the owner vision and attitude position towards the firm. Additionally, the project will outline the strengths, weaknesses, market opportunities as well as threats. The project moves forward in developing the firm further. The firm will further develop its identity and characteristics such as learning the difference between a vision and mission statement, and then developing one of its own. At this point, an organizational chart will be determined for the firm, establishing the firm’s leadership roles and hierarchy that the firm will have. A marketing plan will then be introduced in the project. Research is undertaken and factors such as external market conditions, competition, target market, brand image and a networking plan will all be developed and outlined for the firm. As the firm moral ideologies have now become solidified, a legal structure and business plan is now put into place. Now, it is time to be specific about what type of business the firm will be. Will it be an LLC, Sole-proprietorship, Corporation? Extensive research is done to make sure there is a thorough understanding of the firm’s potential options as well as the advantages and disadvantages of each potential legal structure. Next, a Request and Response for Proposals are created. RQP and RFP are common business practices in architecture practice and are vital to learn. These different proposals will highlight what types of projects the firm has been successful with and ultimately teaches how to really dive into the firm’s best accomplishments and to sell the firm to potential clients in a business format. In the RFP, the firm has three scenarios to choose from, where it will respond to: mitigate risk, transfer the risk, or to avoid the risk of the project. This is extremely valuable to learn from a firm owner because it is important to understand how to handle real life situations and how to handle them. Some projects may not be worth the risk and will not contribute to the firm’s success. Here, these examples will weigh the benefits and potential negative effects toward all parties involved.

THRIVE

ARCHITECTS & DESIGN

INTRODUCTION continued Additionally, the project will outline the positive and negative affects of project delivery methods. This consists of evaluating common practices across the United States and determining which practice fits the firm the best. Evaluation includes looking at traditional, construction management, and design-build methods. An external team is also developed for an understanding of who the architecture firm will be working with outside of the business. Who are the consultants? Who are the engineers? Why are they important? All these questions will be looked into, researched, and determined. Through this extensive and elaborated firm project, I have become aware of the business aspect of what owning a firm would be like. As we learned this semester, design is just a small component of what owning an architecture firm will entail. Much of the firm’s success relies on weighing options, looking at what is best for the firm when making business decisions, and ensuring that the firm’s brand is cohesive throughout all forms of representation. Additionally, the mock firm project is successful in teaching the moral implications that the firm as well as the role that architecture plays in doing business in the world. While researching nearly every component in this project, it is clear that everything is a choice. Having to do extensive research and having to evaluate so many resources, has made me think about what type of firms are currently practicing and how they are representing or missing opportunities to make a bigger impact on society as a whole. Having these tools made me look at other firms short-comings and then evaluate stronger firm ideologies to help me create a firm that I can be genuinely proud of, and that can have a greater impact on the world we live in. I have also learned the practical side of business practices that will give me a solid knowledge of understanding the firms that I will work in and potentially the firm that I will one day own. Throughout this project and my firm which I titled, THRIVE Architects & Design, outlines my goals and dreams for my future firm. Hopefully this will serve me one day as a reality, thanks to this project, I now have a starting point.

Hannah Soenksen

MOCK FIRM REPORT: ASSIGNMENT 01

CURRENT TRENDS IN FIRMS/FIRM DEVELOPMENT + PLANNING + FIRM PURPOSE + BUSINESS MODE

BREATHE ARCHITECTURE

COMMUNITY DRIVEN // BREATHE Architecture focuses on maximising impact. The firm actively works to understand the community, engaging and supporting the client as well as the broader neighborhood that is being served. The firm also participates in community service regularly. Examples of this include implementing community gardens, helping to rebuild cities after wild fires and incorporating pocket parks that activate the people of the city.

SUSTAINABILITY DRIVEN//

BREATHE Architecture focuses on building and fostering environments that are sustainable and 100% Carbon Neutral. The firm focuses on the reconciliation for our current ecological and economic climate. The firm targets a zero waste, offers facilities for composting and recycling. BREATHE focuses on dismantling barriers that prevent sustainable solutions, brokering relationships between energy retailers, power generators, and their embedded network operators.

“WE USE DESIGN AS A WEAPON FOR GOOD, AND A TOOL TO BUILD A BETTER FUTURE.” These values are important for the creation of my firm to help develop the main core values and reasonings for establishing a baseline on how the firm will complete its projects.

MULTI-RESIDENTIAL HOUSING MIXED USE COMMERCIAL

24 EMPLOYEES

MELBOURNE, AUSTRALIA HTTPS://WWW.BREATHE.COM/AU ACCESSED: 03/01/2021

VALUES:

WHAT THEY DO:

ETHICAL

ARCHITECTURE

Work with: Integrity, humility, transparency.

TENACIOUS

Works to understand the needs of the stakeholders

INNOVATIVE

Always questions the status quo.

STRATEGIC

Work smarter, not harder. Builds more, with less.

ACCOUNTABLE

Evaluates environmental, cultural and sustainability in every task.

PERFECTLY IMPERFECT

Use raw, natural and robust materials, celebrating their imperfections.

PRINCIPLES: CARBON NEUTRAL

100% carbon neutral. Reduces carbon through construction and materials.

FACING UP TO HISTORY Aims for a reconciled, equitable country.

Creates work that responds to communities in a robust, elegant and efficient way.

CREATIVE

Creates spaces that do not necessarily need to be architecture. EX: Temporary installations.

SUSTAINABILITY

Starts at a pecinct-andcity scale.

PROCESS: DEFINE Write a project brief and define its scope.

DESIGN

Iterative, design activities that lead to a desired result.

DELIVER Collaboration with construction and technical experts regularly.

O’BRIEN ARCHITECTS

43 EMPLOYEES

MULTI-RESIDENTIAL MASTER PLANNING MIXED USE COMMERCIAL

HOLISTIC EXPERIENCE//

Emphasizes integrity, respect and service that has directly impacted and shaped the culture of the firm. The firm holds great pride in their work and makes a big effort to make work fun.

O’BRIEN Architects is a firm that started in 1974. The firm is small to mid-sized but is a multi-faceted firm that works has many different types of projects (over 4,500) across the nation. Their strongest projects include multi-use facilities that have a master planning component that result in a holistic design that has the power and effect of bringing the community closer together.

MAKE GREAT MOMENTS:

COLLABORITIVE DESIGN PROCESS//

DALLAS, TEXAS HTTPS://WWW.OBRIENARCH.COM ACCESSED: 03/01/2021

PHILOSOPHY:

To O’BRIEN Architects, the human interaction between during and throughout the design process to building completion is what matters. They call this the “O’MG Moment” that is described as a powerful reminder to always create memorable stories with clients and to consistantly be intentional with client experiences from beginning to end.

CREATIVE. FRIENDLY. PROFESSIONAL. OPEN FAMILY ENVIRONMENT:

O’BRIEN Architects puts a lot of emphasis in how the environment between employees feels like family. The firm intentionally seeks out people who share the same company values to foster an environment that puts into balance a strong work/play life for the individuals who work for the company.

Home. O’Brien Architects. (2021, January 11). https://obrienarch.com/.

O’BRIEN Architecs is excellent at working alongside their clients, including designing directly in front of them which creates a sense of trust and openness between the client and the firm. The firm will sit down and in real time create and edit a 3d model to take suggestions from the client. The ability to do this is a great collaboritive way to design a project that is exactly what the client is requesting.

“EVERY ENCOUNTER IS AN OPPORTUNITY TO CREATE A MEMORABLE MOMENT.”

KERE ARCHITECTURE

LOCALLY PARTICIPATION // KERE Architecture places its users at the center of the design process, focuses on understanding the context on a local level. Looking at design on a local level, helps the firm create designs that embrace the culture of the community and provide it with a building that is fully embraced and successfully utilized. The firm informs themselves on traditional customs of a specified region, and then uses local knowledge to execute a design that embraces the community and also practices architecture that blends with the reality of today’s time.

SUSTAINABILITY DRIVEN//

13 EMPLOYEES

EDUCATION HOUSING INSTALLATION GOVERNMENT

BERLIN, GERMANY HTTPS://WWW.KEREARCHITECTURE.COM ACCESSED: 03/01/2021

BUILDING:

KERE Architects is determined to understand the context of a project and its particular needs. To ensure that this is adequately addressed, the firm uses the local vernacular’s knowledge and resources as the tools to design and execute their projects.

DESIGN:

KERE Architects uses and search such as technology the architectural realm. The ing and educating the ing installations as well as

promotes cross-disciplinary reand art to understand more firm also plays a role in sharcommunity by implementproduct and interior design.

Sustainable practices are a huge part of KERE DESIGN: Architects. Their way of doing this includes reKERE Architects commits to sharing and building knowledge. sponding to an older times methods such as The firm is seen as a laboratory that allows the firm to question creating thermal comfort through the use of their own work, and to constantly be in communication with clay. Learning and then transforming these the questions that directly and indirectly surround it. materials results in a modern twist that is cul- COMMUNITY COMMITMENT: turally rooted, yet innovative in its creation. KERE Architects consistantly works along side communities that

“SHEDDING DOMINANT NORMS TO CREATE OUR OWN PRECEDENTS.” Kéré. https://www.kerearchitecture.com/.

are underrepresented and underprivelaged and help bring design needs into fruition. Most of these designs are education focused.

DESIGN EXCELLENCE. SOCIAL COMMITMENT.

DUST

6 EMPLOYEES

HOUSING

TUCSON, ARIZONA HTTPS://DUSTDB.COM ACCESSED: 03/01/2021

THEIR STORY: DUST believes that architecture and its construction is the response to mankind and its culture, evolution and survival. With this belief, DUST can take what has been done in the past and evolve it into an innovative modern design.

CRAFTSMAN. MATERIALITY. EXPRESSION. TIME IS KEY:

DUST is patient with their projects and focuses on developing the in-between spaces that create a work of art in their eyes. Their hope is that through taking their time on projects, that there will be an element of discovery that the firm as well as the new owners will experience long after the project has been completed.

SUSTAINABLE:

DUST aims to touch the earth lightly, and makes an active effort to blur the lines between nature and building. This is reflected in using materials that are local to the site. D U S T®. https://www.dustdb.com/.

LISTENERS// DUST practices listening before responding. This includes paying extreme attention to the elements and to the “lessons left by those who lived before.” Through this practice, DUST is able to build more intimate connections with its environment, creating a communion between the natural and the built world.

CREATES UNIQUE ENVIRONMENTS// DUST actively focuses on the specific location of each individual project, giving purpose and place to each design. Each design opportunity promotes a unique experience, and through listening and watching the surrounding site and environment, a successful project is created.

“WE CHALLENGE NORMS, QUESTION VALUES, SEEK THE VIRTUOUS, AND LOOK TO ENGAGE OUR SENSES WITH THE WORLD AROUND US, STRETCHING OUR EYES PAST THE HORIZON.”

DESIGN INC.

MULTIPLE SECTORS // DesignInc. concentrates on a wide variety of sectors including high-tech training facilities, warehousing, hospitality, education and residential. The firm also focuses on master planning and urban design that serves as a bridge between infrastructure, public spaces and its community. The goal is to understand and resolve critical issues that present themselves in an urban environment such as security, transportation and community transparency.

“WE THINK ABOUT EVERY PROJECT IN TERMS OF ENVIRONMENTAL SUSTAINABILITY, AND SEEK DESIGN SOLUTIONS THAT ARE GOOD FOR PEOPLE, GOOD FOR THE PLANET.” SUSTAINABLE EFFORTS//

47 EMPLOYEES

MASTER PLANNING INTERIOR DESIGN URBAN DESIGN LANDSCAPE

MELBOURNE, AUSTRALIA HTTPS://WWW.DESIGNINC.COM/AU ACCESSED: 03/01/2021

INNOVATIVE. CULTURE EMBRACING. VISION:

DesignInc. strongly believes that architecture can change lives. Architecture has the power to build communities, change cities and elevates everyday experiences such as learning, working and living.

TEAMWORK:

Teamwork plays a huge role in the success of the architecture firm. The firm fosters an open and collaborative environment that crosses into projects that are both big and small. DesignInc. focuses on teamwork to create and complete strong and holistic designs across Australia.

EXPERTISE:

For DesignInc. people are the heart of everything that they do. This includes designing for healing and technical innovation. They first look at improving the quality of the user experience first, and question how they can improve it.

DesignInc. aims to provide a design that successfully incorporates concerns throughout OUTCOMES: the natural, economic and social realms in the Success is measured by the satisfaction of the client, and aims for those who will inhabit the space to feel community. A major goal of the firm is to crea sense of belonging. The projects are seen as culturate human habitats that reduce environmental al assets, designed for future adaptation and longevity. footprints as well as nurture the buildings users. DesignInc. https://www.designinc.com.au/.

THRIVE

ARCHITECTS & DESIGN

MOCK FIRM NAME THRIVE Architects & Design is a name that serves as a direct reflection of the phillosophy and core values that the firm holds. The name stems from the maximum potential that architecture can reach, which is to create spaces that allow the user to thrive. The name also serves as a consistant reminder to its stakeholders, employees as well as leadership of the firm’s intentions and values. FIRM DESCRIPTION THRIVE Architects & Design is an inter-disciplinary architectural and design firm that concentrates on designing and developing projects that serve the client as well as promote a positive impact toward the community and all of its members. As a project is initiated, mutual goals will be set between the designers and clients, that will then be executed by our team through research and collaboration that will ultimately result in a successful project. EMPLOYEE COUNT THRIVE Architects & Design will be a medium firm size sitting at 40 employees. 40 employees is small enough in size to create a family environment, but big enough to have multiple teams to work on multiple projects at any given time. As a partner of a firm, I want to know each of the employees, and to hold strong to the culture and the values of the firm. OWNER VISION STATEMENT & ATTITUDE POSITION As the owner of THRIVE Architects & Design, my primary focus is given to my employees. I believe that if I can make the workplace a space where everyone feels welcome and respected, then the work that is produced will be higher grade, leading to happy clients and an over all more holistically designed projects. My goal is to keep the team inspired, so that their passion for architecture and design shows through into the work produced. Included in this is treating everyone equitably, with kindness, and to foster an environment with mutual respect. My committment is to my team and our clients to produce architecture that has the power to impact and change lives and the communities we live in for the better. PHILOSOPHY & CORE VALUES THRIVE Architects & Design aims to create spaces that promote the user to have a better quality of life, stronger connections to the community and overall the dedication to create purposeful architecture that individuals can flourish in.

COMMUNITY

Maintains contact with the surrounding community, participating in community events that can make an impact to create a better quality of life.

SUSTAINABILITY

Through every project evaluation is done that considers the social, economical and environmental impacts. This includes implementing locally sourced materials and labor.

ETHICAL

Practices honesty, transparency and humility while actively maintaining awareness to contextual situations that could impact these qualities regarding clients, consultrants, or community.

INNOVATIVE We are not afraid to question what is considered to be the “usual.” In some cases what is normal is not what best fits the needs of our clients or community. We look beyond, and this is what makes our firm stand out.

THRIVE

ARCHITECTS & DESIGN

PARTNERSHIPS

THRIVE Architects & Design has the ability to establish and capitalize on relationships on a more intimate level. This is beneficial in keeping clients coming back, but also building our reputation in the community based on word of mouth. At this design firm, clients are not just a number, but are treated like friends or family. These partnerships are crucial to the growth and sustainability of the firm.

TEAMWORK

At THRIVE Architects & Design everyone plays an integral role in the success and completion of a project. For this reason, teamwork and collaboration are essential from beginning to end. Employees are encouraged to maintain a dialogue and work amongst each other to create an environment that is productive and motivating. CORE WEAKNESSES

MARKETING

THRIVE Architects & Design is a small to medium sized design firm, therefore will have place a more active effort to ensure that the THRIVE Architects & Design is constantly being promoted and marketed to the community for potential clients and consultants. A marketing manager is a good asset to consult to ensure this happens. An additional way of marketing the firm is to become active members of social media to expose ourselves to the community beyond just our city limits. MARKET OPPORTUNITIES For THRIVE Architects & Design to be successful, it is important to take into account multiple factors such as understanding our competition and honing in on a target market. The firm will also take into account things such as key differentiators, evaluate and understand current and predicted future market conditions. All of these will be researched extensively and a networking and marketing plan will be put into effect, along with a detailed business plan to understand and identify any potential risks or opportunities. MARKET THREATS

COMPETITION

THRIVE Architects & Design understands that there are thousands of firms to choose from to provide architectural and design services. Therefore, our direct threat consists of other firms who are marketing for the same building sectors. It is important that the firm is consistantly evaluating and re-evaluating to ensure that THRIVE Architects & Design is providing services that are competitive and fair to the clients and to the community. SWOT analysis will be done regularly to realign the strengths, weaknesses, opportunities and threats that will effect the business.

THRIVE

ARCHITECTS & DESIGN

40 EMPLOYEES

PROJECT TYPES

MULTI-USE MASTER PLANNING HOUSING INTERIOR DESIGN LANDSCAPE DESIGN

CITY PLANNERS DEVELOPERS CONTRACTORS CLIENT TYPES

40 EMPLOYEES

ARCHITECTS

URBAN DESIGNERS

LANDSCAPE ARCHITECTS

FIRM SIZE FIRM PARTNERS

HANNAH SOENKSEN

Hannah Soenksen is responsible for Proposal and Contract writing, marketing, budgeting, project planning, project management as well as building and maintaining positive client and consultant relationships. Oversees Project Managers.

Diana Luevano is responsible tor keeping the design process and team on track to ensure a project is projected to be completed on time and to company standard.

DIANA LUEVANO

02 02 01 01

Architects are involved in a project from start to finish and are responsible for adequate research during design development to create a project that coincides with the wishes of the client. The architect will collaborate alongside designers, consulants and stakeholders to bring a project into fruition. Urban designers assist the architect as a team throughout the initial phases of a project. Their position involves pointing out contextual observations to ensure that the project is addressing concerns such as quality of life and environmental concerns. Landscape Architects are an essential position within the firm, bringing into the project local plant life, as well as input that will greatly affect the curb appeal and also create spaces that serve as activation and invite the community into a project. The Landscape Architect will work alongside the Architects, Urban Designers, and consultants.

INTERIOR DESIGNERS

Interior Designers collaborate alongside the Architect and Urban Design teams to design the materiality and interior spaces that have a direct impact on the mood and energy that a space can maje a user feel and experience.

3D Modelers 3D Modelers assist the Architect and design teams by using the plans and drawings to bring a realized 3 dimensional building, either digital or physical that can then be studied and further modified until deisgn completion. 3D Modelers are also an asset to the firm by assisting to realize renderings as well as other drawings such as axonometris and isometrics.

INTERNS Interns will be brought in to experience and learn about different positions within an architecture firm. This can include: site visits, design collaboration, 3D modeling, as well as participation with producing construction documents. The intern will be placed with a mentor within the firm that the intern will be able to seek guidance from throughout their term.

RECEPTIONIST

The Receptionist is a vital part of the team, responsible in being the first face or voice that a client or consultant hears for the first time. They will be responsible for connecting a client or consultant to the correct individual of the firm.

HUMAN RESOURCE AGENT

The Human Resource Agent is responsible for the hiring process of new employees and ensuring they are the correct candidate for the firm in following the philosophy and core values. They will also be in charge of inter office conflict and resolution should it ever arise.

THRIVE

A A RR C CH H II TT EE C C TT SS & & D D EE SS II G GN N

FIRM ORGANIZATIONAL STRUCTURE

HANNAH SOENKSEN FOUNDER ARCHITECT

HUMAN RESOURCES

PRINCIPAL

BUSINESS PARTNER ARCHITECT

PRINCIPAL

RECEPTIONIST

KARA SOLSTICE

JAMIE LONESTAR

DIANA LUEVANO

OWNER

ALDO TREJO

CRYSTAL HOMER

ARCHITECT

HEAD OF CONSTRUCTION

HEAD OF DESIGN

PROJECT MANAGERS

ARCHITECT

ANDREW ROSALES

ARCHITECT

MADDIE JO

ARCHITECT

DAVID PEREZ

REGINA ESCALANTE

ALEENA SOTO

LANDSCAPE ARCHITECTS

MARCUS GOMEZ

ARCHITECT

ELISA RAIN

BECKY BLAKE

EMILY TOSE

ARCHITECTS

SPIDER MAN

INTERIOR DESIGNERS

DOLLIE TEAL

PROJECT ARCHITECTS

KEN SCHMIDT

ARCHITECT

ALDO TREJO

BAT MAN

HUDSON LI

URIEL TREJO

ARCHITECT

JESUS MONTEZ

NATALIE JONES

ALISHA MOORE

MARGOT MEYER

SAMSON ALISON

LANDSCAPE ARCHITECTS

URBAN DESIGNERS

CRIS PARK

MARK JANE

JANET SOE

ARCHITECTS

BRENDA PARKS

DORA EXPLORA

INTERIOR DESIGNERS

ANDY SUN

WALTER MIDDY

FOREST GUMP

URBAN DESIGNERS

3D MODELERS RAUL TERRAZAS

DIDI MARQUEZ

INTERNS ROMEO ROMEO

JULIE WHITE

MOCK FIRM REPORT: ASSIGNMENT 02 VISION/MISSION+ORGANIZATIONAL CHART+MARKETING

iii

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ARCHITECTS & DESIGN

COMMUNITY

Maintains contact with the surrounding community, participating in community events that can make an impact to create a better quality of life.

SUSTAINABILITY

Through every project evaluation is done that considers the social, economical and environmental impacts. This includes implementing locally sourced materials and labor.

ETHICAL

Practices honesty, transparency and humility while actively maintaining awareness to contextual situations that could impact these qualities regarding clients, consultrants, or community.

THRIVE

ARCHITECTS & DESIGN

CORE COMPETENCIES

PARTNERSHIPS

TEAMWORK

MARKETING

COMPETITION

THRIVE

ARCHITECTS & DESIGN

MISSION & VISION STATEMENT A mission statement involves a description of the general firm operations and can involve incorperating the firms core values in its description. A mission statement forces the firm to analyze why it does what it does, and can serve as a point of reflection to remember why the business was originally started in the first place. A vision statement describes the current and future objectives of an organization. The vision statement helps the firm make decisions that will align with its philosophy and declared goals. The vision statement informs the direction of the firm, the morale, and the spirit of the firm and should be used to inspire others. The vision statement should be clear and concise. Both the mission and the vision statement are different, a mission statement is gives the company a purpose, but a vision statement is gives the future plans and ensures that the firm brand stays on track. THRIVE ARCHITECTS & DESIGN MISSION STATEMENT THRIVE Architects & Design will provide architecture and design services, including high-quality service follow through for multiple building typologies. Heavy considerational emphasis will be placed on fostering strong relationships between the firm and its clients by providing superior customer service. Additionally the firm will practice sustainable development and ensure that all design outcomes are produced from an equitable and ethical position. Following through with these standards will help ensure that the community and planet as a whole will have a positive impact based on the spacesTHRIVE Archtects & Design develop.

CLIENT RELATIONSHIP

SUSTAINABILITY

EQUITABLE

QUALITY

THRIVE ARCHITECTS & DESIGN VISION STATEMENT THRIVE Architects & Design is not satisfied by only creating buildings. THRIVE Architects & Design exists to design buildings with environments that its users can thrive and flourish in.

THRIVE

CLIENT TYPES THRIVE Architects & Design will participate in the design and construction development processes for a wide array of clients. The majority of these clients wil be city planners, private developers and contractors. Our communication and target clients will develop larger projects, that will make a stronger and more influential impact on the overall communities. PROJECT TYPES THRIVE Architects & Design will design for different building typologies including multi-use projects, master planning and housing.

THRIVE

ARCHITECTS & DESIGN

40 EMPLOYEES

PROJECT TYPES

MULTI-USE MASTER PLANNING HOUSING INTERIOR DESIGN LANDSCAPE DESIGN

CITY PLANNERS DEVELOPERS CONTRACTORS

ARCHITECTS

URBAN DESIGNERS

LANDSCAPE ARCHITECTS

CLIENT TYPES

04 40 EMPLOYEES

FIRM SIZE

FIRM PARTNERS

HANNAH SOENKSEN

Diana Luevano is responsible tor keeping the design process and team on track to ensure a project is projected to be completed on time and to company standard.

DIANA LUEVANO

02 01 01

INTERIOR DESIGNERS

RECEPTIONIST

HUMAN RESOURCE AGENT

THRIVE

A A RR C CH H II TT EE C C TT SS & & D D EE SS II G GN N

FIRM ORGANIZATIONAL STRUCTURE HANNAH SOENKSEN FOUNDER ARCHITECT

HUMAN RESOURCES

PRINCIPAL

BUSINESS PARTNER ARCHITECT

PRINCIPAL

RECEPTIONIST

KARA SOLSTICE

JAMIE LONESTAR

DIANA LUEVANO

OWNER

CRYSTAL HOMER

ARCHITECT

ALDO TREJO

ARCHITECT

HEAD OF CONSTRUCTION

HEAD OF DESIGN

PROJECT MANAGERS ARCHITECT

ARCHITECT

ANDREW ROSALES

ARCHITECT

MADDIE JO

ARCHITECT

ALEENA SOTO

NATALIE JONES

BECKY BLAKE EMILY TOSE HUDSON LI

LANDSCAPE ARCHITECTS

MARCUS GOMEZ

SPIDER MAN

INTERIOR DESIGNERS

DOLLIE TEAL

PROJECT ARCHITECTS

JESUS MONTEZ

ELISA RAIN

ARCHITECTS

REGINA ESCALANTE

ARCHITECT

JUAN TREJO

PROJECT ARCHITECTS

DAVID PEREZ

KEN SCHMIDT

PROJECT MANAGERS

ARCHITECT CRIS PARK

MARK JANE

JANET SOE

ANDY SUN

ARCHITECTS

BAT MAN

URIEL TREJO

ALISHA MOORE

MARGOT MEYER

URBAN DESIGNERS

SAMSON ALISON

LANDSCAPE ARCHITECTS

BRENDA PARKS

DORA EXPLORA

WALTER MIDDY

INTERIOR DESIGNERS

FOREST GUMP

URBAN DESIGNERS

MARKETING TEAM MARKETING DIRECTOR AMANI SHAMMAA

DIDI MARQUEZ

ROMEO ROMEO

DATA SCIENTIST ANDREJ VELICKOVSKI

TECHNOLOGICAL EXPERT DANIEL AGUILERA

3D MODELERS

INTERNS

VISUAL CONTENT DESIGNER MONTSE MORENO

PUBLIC RELATIONS COURTNEY MEYER

RAUL TERRAZAS

JULIE WHITE

THRIVE

ARCHITECTS & DESIGN

ORGANIZATIONAL STRUCTURE THRIVE Architects & Design will be established as a Limited Liability Company (LLC) This business structure was chosen because an LLC offers personal liability protection and as long as there is no criminal behavior or fraud, the owners of an LLC not presonally responsible for An LLC allows for the management positions to be flexible within the firm and also allows for the firm to grow, permitting members to be added to the LLC when it is necessary. HOW DOES IT ALIGN WITH THRIVE ARCHITECS & DESIGN? PHILOSOPHY MISSION VISION The firm organizational structure aligns with the firms philosophy, mission and vision because it is a non-discriminatory and ethical workplace, actively including and promoting many different cultural backgrounds, creating an ethical and equitable workplace. The structure also allows for room for growth within the firm as their are many layers to move up into. The human resource position allows a system to be implemented that can adequately address employee concerns .Additionally, the firm designs spaces for the client to thrive and flourish, but it is just as important to create an environment that is equally as nourishing for the employees. THRIVE Architects & Design promotes communication between all levels of the firm organization.

THRIVE

ARCHITECTS & DESIGN

EXTERNAL MARKET CONDITIONS & COMPETITIONTHRIVE Architects & Design understands that there is a need to reach individuals that may be within an external market. Some of the compettion may include individuals with economical difficulty, unique demographic trends, social or political change and lack of technical knowledge to visit a website, etc. There are so many factors that determine and define the external market, however, with THRIVE Architects & Design, we are selling a design and architecture service that aims to amplify overall quality of life. People may not always need or be looking for a new building or development, but if we can convince the community that our goal is bigger than just a building, that it is a life enhancer, then our product becomes more of a necessity than another added expense. TARGET MARKET The target market for THRIVE Architects & Design is aimed toward large scaled projects that will consist of Master Planning, multi-use design and residential that contains a series programmatic functions within each project. Therefore, we will be targeting city planners and developers to do business with. One of the main goals of the firm is to be able to make an impact on a larger scale, and so working alongside government agencies to implement and modify building code is a major interest. Understanding our target market is essential for the successs of the architecture firm. KEY DIFFERENTIATORS THRIVE Architects & Design is set apart from other firms in multiple ways. For one, THRIVE Architects & Design cares about the product that it is being developed from a micro scale of the relationship with the client, through the community impact and neighborhood context, all the way to the macro impact that the earth will have. The firm places extreme care in treating the relationship with the client with the uptmost importance, to genuinely create a long-lasting partnership that feels like a famiy or friendship. THRIVE Architects & Design will follow through with a design that is not just good for the client, but is something enjoyable and sustainable for everyone, including our planet. This takes into consideration of using local business for local materials, as well as doing business with local consultants and contractors. IMAGE & BRAND THRIVE Architects & Design has a brand image that emphasizes the importance of relationships in the profession and in the community. Throughout the marketing features: Business cards, website, social media sites, etc. this will be extremely apparent. The soft green is parallel to representing sustainability. The image and brand willl be studied by the marketing team to see how it aligns with the clientale, and will adapt and change accordingly, but will always be representative to representing the users of the space, more so than the building itself. RELATIONSHIP BUILDING & NETWORKING PLAN The marketing team will work closely with understanding and getting to know our clients extremely well. When the firm wants to do business with a client, it is essential that we get to know our clients as well as they want to know us. This will help us move forward with coming up with the best solution for all parties involved. The networking plan will consist of participating in face to face conferences, trade-shows, competitions, but will also establish and maintain a constant online presence that will reach potential clients through a more modern platform. Social media will be used regularly to interact with the marketing team and THRIVE Architects & Design.

THRIVE

ARCHITECTS & DESIGN

MARKETING TEAM THRIVE Architects & Design has a marketing team that aids in attracting clients and consultants that will potentially do business with the firm. The marketing team creates the brand image for the firm or project and is a main driver for sales of the services provided. The team is responsible for public brand representation, portfolio upkeep and most importantly understanding our clients ideals to help understand how THRIVE Architects & Design can better serve them through services the firm provides. Through modern day technologies and the use of many platforms, the marketing team will be successful in reaching a wide array of client and consultant types. Below outlines the five positions of the marketing team that will aid in creating a successful firm brand. MARKETING DIRECTOR This position is responsible for working directly alongside the partners of the firm. The marketing director will be responsible for implementing the marketing plan, as well as creating content that aligns within the firm marketing budget. DATA SCIENTIST/ANALYST This position is an essential part of the marketing team. The position requires heavy data research and analysis and are responsible for providing insight on the current marketing strategy performance, providing a constant gauge on where the firm is standing in the current and ever changing market. TECHNOLOGICAL EXPERT The Technological expert is responsible for managing the website hosting, write code and overall manage website maintenance. This position works alongside the Visual Designer and Content Martketer as well as the Public Relations positions to assist in implementing the brand or project image. VISUAL/CONTENT DESIGNER A Visual Designer is an essential role in the success of THRIVE Architects & Design firms marketing team. This role involves creating media graphics, ad layouts and potential video design. This role also involves working across multiple platforms and is responsible for input for blogs, podcast, and any other written or visual content. PUBLIC RELATIONS The Public Relations postion involves keeping the brand cohesive across all areas of the firm or project representation. This role works closely with all members of the marketing team and is responsible for creating the firm/project image that a client or consultant will see when being introduced to THRIVE Architects & Design.

AMANI SHAMAA

MARKETING DIRECTOR Amani.Shamaa@THRIVEmarketing.com

ANDREJ VELICKOVSKI

DATA SCIENTIST/ANALYST Andrej.Velickovski@THRIVEmarketing.com

DANIEL AGUILERIA

TECHNOLOGICAL EXPERT Daniel.Aguilera@THRIVEmarketing.com

MONTSE MORENO

VISUAL/CONTENT DESIGNER Montse.Moreno@THRIVEmarketing.com

COURTNEY MEYER

PUBLIC RELATIONS Courtney.Meyer@THRIVEmarketing.com

THRIVE

ARCHITECTS & DESIGN

BUSINESS CARD: WHY IT WORKS ESTABLISHES A GENUINE CONNECTIONBusiness cards are essential for THRIVE Architects & Design because one of our major goals is to establish a genuine connection with our clients. In modern day there are a ton of ways that a person can meet someone over the phone or an email, but creating in person connectons through business cards helps establish more meaningful and significant relationship with a potential client or constultant. MOST EFFECTIVE WAY OF MARKETINGAlthough virtual connections via internet search engines, the firm website, or search engine optimization play a significant role in helping the firm gain clients, business cards are essential in gaining clients in person. THRIVE Architects & Design has the potential to come in contact with a potential client at any time, including when it is least expected. Some of these places include: Tradeshows, conferences, airport lounges, a restaurant or even a grocery store. It is essential that the firm can represent itself at any opportunity that arises. In addition, through word of mouth, a business card can be shared, continuing the marketing on the firms behalf. FIRST IMPRESSION OF THE THRIVE ARCHITECTURE & DESIGN BRANDHaving a business card on hand shows that the firm is prepared and excited about making connections with individuals. A business card is the first impression someone will get of the firm, and will create a positive first impression to whomever THRIVE Architecture & Design comes into contact with. CARD BACK:

CARD FRONT: The card front contains the THRIVE Architecture & Design logo as well as a sketch, that is intended to highlight the intamacy of the firm research and relationship to the community in which the firm designs for. The firm takes into account all factors and influences associated with the site vernacular for each individual project. ARCHITECTS & DESIGN

ARCHITECTS & DESIGN

HANNAH RAE SOENKSEN

THRIVE

The card back features a soft green that is to represent the sustainability and friendliness of the THRIVE Architecture & Design firm. The back features my name, phone number and email. Additonally there is a QR code to the website, as well as social media handles to help reach multiple client types.

Architect//Principal//AIA 210.430.7787 Hannah.Soenksen@THRIVEa&d.com

GET TO KNOW US

LinkedIn/THRIVEarchitecure&design Instagram/THRIVEarchitecure&design

THRIVE

ARCHITECTS & DESIGN

FIRM WEBSITE: WHY IT WORKS FIRST IMPRESSION OF WORKThe firm website is the first impression clients and consultants will recieve of THRIVE Architects & Design completed works. After a business card is distributed, word of mouth, or even other online exposure such as social media sites, the firm website will be the first stop for more serious inquiries. When the firm website is first visited, the front page will have a projects tab, as well as a gain an understanding of the firms different client types. This includes commercial, residential as well as multi-use building typologies. FIRST GLANCE AT COMPANY VALUESImmediately when the THRIVE Architects & Design website is visited, the individual will see one of the major values and initiatives of the firm, which is to create environments that are designed for the community. Additionally they will see the words “Ethical. Sustainable. Innovative.” These values are extremely important in making an impression to a client. At THRIVE Architects & Design, our goal is to reiterate the importance of these characteristics, and for them to be reassured that they are considered as an essential part of the practice. One consideration that the website took into account was instead of highlighting an image of a completed building , the images on the websites are active moments of families and friends using the designed spaces. At THRIVE Architects and Design, we want to highlight the importance of the people using the project, not just the building as a stand alone structure. To take a deeper dive into the firm, the users can click on tabs titled: “Approach, Purpose, About, and News.” These tabs will further expand on different areas of the firm, how the firm got started, community outreach, and will also contain any blog connections or interviews that the firm is connected to or participated in. The firm website will become a one-stop site where an individual can really get to know the THRIVE Architects & Design firm. MULTIPLE AREAS FOR CONTACTAlthough THRIVE Architects & Design aims to captivate the values of the firm, the firm is only as successful as the sales that it makes and develops. Along the top menu bar, there is a contact button, that will link to a portal where a client can put in their information to be contacted by the firm. Additionally, there were be an excerpt that says, “Tell us about your project.” This is a link that will prompt an information input page where the client can get started with additional information with a reply from the firm. At the very bottom of the website, there will be a place where the site visitor can leave an email to get occasional emails based on what THRIVE Architects & Design is participating in, whether it is recent projects, blogs, or community outreach events. Additionally there will be links to different social media platforms for the visitor to experience. All of these opportunities are ways that the firm will implement potential ways to get connected to new and existing clients and consultants.

THRIVE

ARCHITECTS & DESIGN

WEBSITE

THRIVE

ARCHITECTS & DESIGN

APPROACH

PURPOSE

PROJECTS

NEWS

ABOUT

CONTACT

DESIGNED FOR COMMUNITY Ethical. Sustainable. Innovative.

COMMERCIAL LAVACA JUNCTION

RESIDENTIAL URBAN OASIS

MULTI-USE LAVACA JUNCTION

Tell us about your project

Get occasional updates Your email address

MOCK FIRM REPORT: ASSIGNMENT 03 FIRM LEGAL STRUCTURE+BASIC BUSINESS PLAN

THRIVE

ARCHITECTS & DESIGN

FIRM ORGANIZATIONAL STRUCTURE HANNAH SOENKSEN FOUNDER ARCHITECT

HUMAN RESOURCES

PRINCIPAL

BUSINESS PARTNER ARCHITECT

PRINCIPAL

RECEPTIONIST

KARA SOLSTICE

JAMIE LONESTAR

DIANA LUEVANO

OWNER

CRYSTAL HOMER

ARCHITECT

ALDO TREJO

ARCHITECT

HEAD OF CONSTRUCTION

HEAD OF DESIGN

PROJECT MANAGERS ARCHITECT

ARCHITECT

ANDREW ROSALES

ARCHITECT

JUAN ROJAS

MADDIE JO

ARCHITECT

ALEENA SOTO

NATALIE JONES

BECKY BLAKE EMILY TOSE HUDSON LI

LANDSCAPE ARCHITECTS

MARCUS GOMEZ

SPIDER MAN

INTERIOR DESIGNERS

DOLLIE TEAL

PROJECT ARCHITECTS

JESUS MONTEZ

ELISA RAIN

ARCHITECTS

REGINA ESCALANTE

ARCHITECT

ALDO TREJO

PROJECT ARCHITECTS

DAVID PEREZ

KEN SCHMIDT

PROJECT MANAGERS

ARCHITECT CRIS PARK

MARK JANE

JANET SOE

ANDY SUN

ARCHITECTS

BAT MAN

URIEL TREJO

ALISHA MOORE

MARGOT MEYER

URBAN DESIGNERS

SAMSON ALISON

LANDSCAPE ARCHITECTS

BRENDA PARKS

DORA EXPLORA

WALTER MIDDY

FOREST GUMP

URBAN DESIGNERS

INTERIOR DESIGNERS

MARKETING TEAM MARKETING DIRECTOR AMANI SHAMMAA

DIDI MARQUEZ

ROMEO ROMEO

DATA SCIENTIST ANDREJ VELICKOVSKI

TECHNOLOGICAL EXPERT DANIEL AGUILERA

3D MODELERS

INTERNS

VISUAL CONTENT DESIGNER MONTSE MORENO

PUBLIC RELATIONS COURTNEY MEYER

RAUL TERRAZAS

JULIE WHITE

THRIVE

ARCHITECTS & DESIGN

DEFINED ROLES FOUNDER

HANNAH SOENKSEN ARCHITECT

BUSINESS PARTNER Diana Luevano is responsible tor keeping the design process and team on track to ensure a project is projected to be completed on time and to company standard. DIANA LUEVANO ARCHITECT

PRINCIPAL’S KARA SOLSTICE ALDO TREJO

Principal Architect’s are the leading architectural voice at the firm. They are responsible for guiding design projects for buildings, discuss necessities and requirements with clients, contract negotiation, incorporate building systems, oversee and mentor other members of the firm and manage client relationships. Their roles are extremely vital in the firm.

PROJECT MANAGERS ANDREW ROSALES JORGE RIZ MADDIE JO DOLLIE TEAL PROJECT ARCHITECTS DAVID PEREZ ELISA RAIN JESUS MONTEZ CRIS PARK ARCHITECTS KEN SCHMIDT BECKY BLAKE MILY TOSE HUDSON LI

MARK JANE NATALIE JONES JANET SOE ANDY SUN

LANDSCAPE ARCHITECTS REGINA ESCALANTE ALEENA SOTO MARGOT MEYER SAMSON ALISON INTERIOR DESIGNERS MARCUS GOMEZ SPIDER MAN BRENDA PARKS DORA EXPLORA URBAN DESIGNERS BAT MAN URIEL TREJO ALISHA MOORE WALTER MIDDY FOREST GUMP

the Project Manager has full responsibility or managing all components of projects from small to mid-size. They prepare strategic plans for the success of the project and are responsible for the coordination of all project efforts including technical, administrative, and most cost effective and efficient project outcomes. The Project Architect is competent in all conventional aspects of architecture. These individuals are able to independently make good architectural decision and jedgment to solve problems that should arise on a project. They are leaders and mentors to the architects who work below them on the project tier. Architects are involved in a project from start to finish and are responsible for adequate research during design development to create a project that coincides with the wishes of the client. The architect will collaborate alongside designers, consulants and stakeholders to bring a project into fruition. Landscape Architects are an essential position within the firm, bringing into the project local plant life, as well as input that will greatly affect the curb appeal and also create spaces that serve as activation and invite the community into a project. The Landscape Architect will work alongside the Architects, Urban Designers, and consultants. Interior Designers collaborate alongside the Architect and Urban Design teams to design the materiality and interior spaces that have a direct impact on the mood and energy that a space can maje a user feel and experience. Urban designers assist the architect as a team throughout the initial phases of a project. Their position involves pointing out contextual observations to ensure that the project is addressing concerns such as quality of life and environmental concerns.

THRIVE 3D MODELERS DIDI MARQUEZ RAUL TERRAZAS

INTERNS ROMEO ROMEO JULIE WHITE

HUMAN RESOURCES JAMIE LONESTAR

RECEPTIONIST CRYSTAL HOMER

ARCHITECTS & DESIGN

3D Modelers assist the Architect and design teams by using the plans and drawings to bring a realized 3 dimensional building, either digital or physical that can then be studied and further modified until deisgn completion. 3D Modelers are also an asset to the firm by assisting to realize renderings as well as other drawings such as axonometris and isometrics. Interns will be brought in to experience and learn about different positions within an architecture firm. This can include: site visits, design collaboration, 3D modeling, as well as participation with producing construction documents. The intern will be placed with a mentor within the firm that the intern will be able to seek guidance from throughout their term. The Human Resource Agent is responsible for the hiring process of new employees and ensuring they are the correct candidate for the firm in following the philosophy and core values. They will also be in charge of inter office conflict and resolution should it ever arise.

THRIVE

ARCHITECTS & DESIGN

LEGAL STRUCTURE CORPORATION A corporation also known as a C-corp is a legal structure that is separated from the owners of the business. Corporations are taxed, can make profit and may be held legally liable. Corporations offer the strongest protection to its owners from personal liability, however the cost to form a corporation is much more difficult than establishing a different legal structure. Corporations have an advantage over other legal structures in for the fact that the shareholders are completely separated from the corporation. When a shareholder sales their portion, the corporation can continue business as usual. CON

PRO • • • •

TAXES ARE NOT DIRECTLY CONNECTED TO OWNER GOOD FOR HIGH RISK BUSINESS THAT PLAN TO GO PUBLIC OR EVENTUALLY SOLD. STRONGEST LIABILITY PROTECTION FOR OWNER’S CAN RAISE FUNDS THROUGH THE SALE OF STOCK

• •

DIFFICULT AND EXPENSIVE TO ESTABLISH REQUIRE EXTENSIVE RECORD KEEPING, OPERATIONAL PROCESSES AND REPORTING.

LIMITED LIABILITY COMPANY A limited liability company is a business structure that frees the owners for personal liabilities or company debts. The business structure is a hybrid of characteristics between a corporation and partnership. In an LLC, the owners are also known as members and is filed through the state and allows for more flexibility and protection than a corporation. Additionally, an LLC’s taxes are passed directly through to the members and are not paid through the LLC directly. CON

PRO • • • •

TAKES ADVANTAGE OF CORPORATE AND PARTNERSHIP STRUCTURES PROTECT THE OWNER FROM PERSONAL LIABILITY. PROTECTS OWNER ASSETS SUCH AS VEHICLE OR HOME. GOOD CHOICE FOR MEDIUM TO HIGH-RISK BUSINESSES.

• •

HAVE TO PAY SELF-EMPLOYMENT TAX HAVE A LIMITED LIFE AND MAY HAVE TO BE DISSOLVED AND REFORMED WITH NEW MEMBERSHIP.

GENERAL PARTNERSHIP A General Partnership is an agreement between partners that will run the business together. The General Partnership is one of the most common business Legal Structures. A General Partnership holds are partners responsible for the business practices and are accountable for business debts. A General Partnership is beneficial for the fact that it is easy to establish and dissolve, but contains negatives for the fact that all partners a liable for each other’s actions. CON

PRO •

PRO

LLP PROTECTS EACH PARTNER FROM DEBTS AGAINST THE PARTNERSHIP.

CON

• • •

REQUIRES OWNERSHIP BE TWO OR MORE PEOPLE. NOT ALL PARTNERS HAVE EQUAL CONTROL. TAXES PROCESSED THROUGH PERSONAL TAX RETURNS.

THRIVE

ARCHITECTS & DESIGN

SOLE PROPRIETORSHIP To establish a sole proprietorship is rather easy and allows complete control over the firm. Sole proprietorships do not separate business assets and liabilities from personal assets and liabilities. This means that the owner is responsible for all of the liability and debt that the company takes on. Additionally, it is hard to raise funds as a sole proprietor because stock cannot be sold, and lenders are hesitant to provide loans. CON

PRO • • • •

EASY TO FORM COMPLETE CONTROL OVER BUSINESS DO NOT HAVE TO REGISTER YOUR BUSINESS GOOD FOR LOW RISK BUSINESS

• • • •

ONLY GOOD FOR TESTING BUSINESS IDEA CAN BE HELD PERSONALLY LIABLE FOR THE DEBTS AND OBLIGATIONS OF THE BUSINESS. HARD TO GET LOANS OR RAISE MONEY CAN’T SELL STOCK.

ADDITIONAL PRO’S AND CON’S BUSINESS STRUCTURE OWNERSHIP

CORPORATION 1 OR MORE PEOPLE

LIMITED LIABILITY COMPANY 1 OR MORE PEOPLE

LIABILITY

OWNERS ARE NOT PERSONALLY LIABLE

TAXES

CORPORATE TAX

-SELF-EMPLOYMENT TAX -PERSONAL TAX OR CORPORATE TAX

GENERAL PARTNERSHIP

SOLE PROPRIETORSHIP

2 OR MORE PEOPLE

1 PERSON

UNLIMITED PERSONAL LIABILITY UNLESS STRUCTURED AS A LIMITED PARTNERSHIP -SELF-EMPLOYMENT TAX (EXCEPT FOR LIMITED PARTNERS) -PERSONAL TAX

UNLIMITED PERSONAL LIBABILITY PERSONAL TAX

THRIVE ARCHITECT’S & DESIGN LEGAL STRUCTURE & JUSTIFICATION THRIVE Architect’s & Design has chosen a Limited Liability Company (LLC) which will offer personal liability protection fir the owners. Ths means that the firm can be owned by one or more individuals. Provided there is no fraud or criminal activity, the insurance policy will keep the owners assets separated from those of the business, leaving the owners not responsible for business debt or lawsuits. The LLC is a stronger choice than a general partnership or sole proprietorship in this regard. The “members” or owners of the LLC are not restricted to a certain number of owners and all owners have equal share within the company. Additionally, a Limited Liability Company is the best option for THRIVE Architects & Design because LLC’s are good for medium to high risk businesses which an architecture firm can be. However, these benefits can be obtained without the hard to establish Corporation rules and regulations. For THRIVE Architects & Design the LLC positive benefits outweigh the negatives and have more of what the firm will need to manage itself successfully.

THRIVE

ARCHITECTS & DESIGN

REQUEST FOR PROPOSAL-REDWOOD PARK PROJECT NAME: REDWOOD PARK Architectural design services for a mixed-use project that will include retail, office and residential spaces. The project will also include community areas. The building total square footage will be 200,000 square feet. PURPOSE The purpose for the request for proposal is a sent business document to firms from a developer or potential client letting the architectural firm to put a proposal together for the opportunity to bid on the project. The firm will respond accordingly letting the owner/client/developer know why their project is for them.

Redwood Park is a mixed-use development project that aims to serve as a revitalized urban space in a currently unactive Redwood Park neighborhood in Downtown Ellasville. The project aims to revitalize the neighborhood and serve as a connection point for the residents and users of the space, but also serve as a space that can ignite the neighborhood and its surroundings. I want a team of architects and designers that will be able to promote the culture of the neighborhood and has the intent to promote the growth and activity of the neighborhood. BACKGROUND The background portion of the RFP is a background of the project as well as the project status. This entails the vision of the project as well as includes who is involved in the project. The background will also provide detail behind the project vision. This project was initiated when we noticed a need for reactivation within the Redwood Park neighborhood. Currently, the project site sits on abandoned and empty lots, to what used to be a thriving area. Being that this neighborhood is in such close proximity to do the downtown area, there is an opportunity to provide a community location that will provide a space for downtown commuters, as well as a space for local residents in the area to get together and spend time with friends and family. Redwood Park’s current status is currently seeking architectural firms for development, and currently only consists of the vision that we have for the project. We are seeking a team that is equipped to bring this project into fruition. PROJECT TEAM In this section, information for the team that will be working on the project is requested. This allows the owner to see if the firm has the capacity to fullfill the project responsibilities. For this project we are seeking:

1 PROJECT MANAGER

2 ARCHITECTS

1 URBAN DESIGNER

1 INTERIOR DESIGNER

1 LANDSCAPE ARCHITECT

Having a team of this size will ensure that the the Redwood Park project will have a well-rounded team that will be able to handle the scope of work that the project will need. We are requesting a submittal for each team member that will be working on this object including a brief description, prior project experience and well as any expertise that will bring success to the Redwood Park project.

THRIVE

ARCHITECTS & DESIGN

SCOPE OF WORK The scope of work area of the request is to help ensure that the service will meet and establish the parameters of what will be included in a resulting contract. The scope of work should also include the timelline, outlining specific milestones, reports, end products and deliverables. Redwood Park has an established list of requirements and goals that will be achieved throughout the different project phases. As the client we will be heavily involved in the project and will make updates and adjustments accordingly. Because this project is intended to revitalize and activate a part of downtown that contains a lot of historical background, there are set goals that have been broken down to make reaching these goals more achievable. PHASE 01: Research and concept development PHASE 02: Schematic Design PHASE 03: Document and Details PHASE 04: Construction Additionally, scope of work for Redwood Park will require a heavy amount of research of the neighborhood to accomodate the neighborhoods culture and demographics. We will also require an estimated budget for the design. PROJECT DESCRIPTION The project description goes further into detail about what the purpose of the project entails. Additionally, the area will discuss problems that the design team will have to address and solve, as well as give an outline and better understanding to what the design team will need to achieve throughout the project. As mentioned previously in the Purpose and Background area for the project, the site sits on neglected lots in the Redwood Park neighborhood that are no longer activated. Because this site is so close to the downtown area the site will serve city commuters as well as residents throughout the community. The project should be a place that can serve the community in multiple ways. For one, it will provide housing, creating a home atmosphere that works in conjunction with the retail and community spaces that will also be on site. The entire project will revolve around this community, and create a place for it to thrive, and for the people to bring their families and essentially become a beacon of the neighborhood once again. PROJECT SCHEDULE The project description goes further into detail about what the purpose of the project entails. Additionally, the area will discuss problems that the design team will have to address and solve, as well as give an outline and better understanding to what the design team will need to achieve throughout the project.

THRIVE

ARCHITECTS & DESIGN

SELECTION PROCESS The Selection Process portion of the request will provide the firm with an anticipated timeline of the entire selection process, and will provide in detail how each candidate will be evaluated and reviewed based off of the firms returned criteria. Once all of the potential candidate responses are recieved by December, 2024, we will begin firm evaluations immediately. Your criteria will be evaluated based off of the 4 board members of our corporation and will also allow for community input and allow for feedback. We will decide on the firm that best fits the vision of the project, and we will choose the winning firm no later than January 1st, 2025. GROUNDS FOR REJECTION This portion of the RFQ allowsthe firms to be fully aware of potential causes of rejection for the proposed project. There will be specific details that should be extremely clear to the firm when they are going to submit their RFP. Grounds for rejection to the proposed project include late submittal. If you project was recieved in a timely matter, evaluated, and then rejected, then you will be notified via email as well as through a physical letter sent through the mail. Additional grounds for rejection include insufficient firm experience including no prior experience with mixed-use city projects. Also included in this is an inadequate amount of architectural team members that will be needed to complete the project successfully. We greatly appreciate the opportunity to get to know each and every firm, and thank them for their response to the Redwood Park project. TERMS AND CONDITIONS Terms and Conditions outlines a firm set of rules that will need to be consistantly followed througout the entire selection process, including up until and potentially even after a contract is created. In this portion, the frim will establish agreements with the client and provide proof of liability insurance. The firm will also need to establish that what is provided in the proposal is what will be able to be delivered physically as a building. Additionally, the terms and conditions alot for zoning codes, so the firm is required to comply with local codes and regulations. CONTRACTS The Contract portion will notify the chosen firm that they have won the project, and a contract will then be developed between the firm and the proposed project. As mentioned, the winning firm will be notified no later than January 1st, 2025 to begin moving the project forward. The contract will be signed some time in January, to ensure that the project start date can begin shortly after. The contract will be established to set clear guidelines for both the client as well as THRIVE Architects & Design to ensure there is an agreement to what is expected from both parties.

THRIVE

ARCHITECTS & DESIGN

RFP RESPONSE

210.430.7787 Connect@THRIVEa&d.com 1234 Thrive Avenue New York City, NY, 79415

THRIVE

ARCHITECTS & DESIGN

COVER LETTER ABOUT THE FIRM THRIVE Architects & Design is an inter-disciplinary architectural and design firm that concentrates on designing and developing projects that serve the client as well as promote a positive impact toward the community and all of its members. As a project is initiated, mutual goals are set between the designers and clients, that will then be executed by our team through research and collaboration that will ultimately result in a successful project. PHILOSOPHY & CORE VALUES THRIVE Architects & Design aims to create spaces that promote the user to have a better quality of life, stronger connections to the community and overall the dedication to create purposeful architecture that individuals can flourish in.

COMMUNITY

Maintains contact with the surrounding community, participating in community events that can make an impact to create a better quality of life.

SUSTAINABILITY

Through every project evaluation is done that considers the social, economical and environmental impacts. This includes implementing locally sourced materials and labor.

ETHICAL

Practices honesty, transparency and humility while actively maintaining awareness to contextual situations that could impact these qualities regarding clients, consultrants, or community.

INNOVATIVE

We are not afraid to question what is considered to be the “usual.” In some cases what is normal is not what best fits the needs of our clients or community. We look beyond, and this is what makes our firm stand out.

THRIVE ARCHITECTS & DESIGN MISSION STATEMENT THRIVE Architects & Design will provide architecture and design services, including high-quality service follow through for multiple building typologies. Heavy considerational emphasis will be placed on fostering strong relationships between the firm and its clients by providing superior customer service. Additionally the firm will practice sustainable development and ensure that all design outcomes are produced from an equitable and ethical position. Following through with these standards will help ensure that the community and planet as a whole will have a positive impact based on the spacesTHRIVE Archtects & Design develop.

CLIENT RELATIONSHIP

SUSTAINABILITY

EQUITABLE

QUALITY

THRIVE

SERVICES WE PROVIDE THRIVE Architects & Design participates in the design and construction development processes for a wide array of clients. The majority of our clients are city planners, private developers and contractors. Our communication and target clients develop larger projects, that make a stronger and more influential impact on the overall communities. THRIVE Architects & Design designs for different building typologies including multi-use projects, master planning and housing.

THRIVE

ARCHITECTS & DESIGN

THRIVE ARCHITECTS & DESIGN HISTORY

Our firm, established in 2021, began as a belief and idea that architecture holds the key to a better future for our world. This belief manifested itself into a reality when the founder Hannah Soenksen original graduate of Texas Tech University put together a team of like-minded individuals that consistantly aim toward creating spaces that create a better quality of life for individuals around the world. Hannah Soenksen has been involved with a wide array of firms before realizing that the only way to truly make the impact they desired, was to start up a firm of her own.

PROJECT TEAM MEMBERS The team members selected for the Redwood Park neighborhood hold a vast amount of experience that will ensure client satisfaction as well as a fruitful project that will meet the goals for the developer as well as create an environment that will positively impact the community the project serves.

HANNAH SOENKSEN FOUNDER

ANDREW ROSALES

Master of Architecture; Texas Tech University Hannah Soenksen is the original founder of THRIVE Architects & Design and has a passion for designing projects that establish strong community connection and has a belief that architecture can truly impact the world that we live in in a postive way. She holds a Bachelor’s and Master’s degree from Texas Tech University and a certificate in Urban and Community Design. She has been practicing for over 5 years and has worked in firms as far as Australia. She focuses heavily on getting to know each client, their personal and overall project goals, to ensure that each project can be researched and developed as successfully as possible.

Master of Architecture; Rice University Andrew Rosales is a vital part of THRIVE Architects & Design and comes to us with a Master of Architecture degree from Rice University. Through his many years of experience, he is excellent at client communication and has strong leadership and management skills that keeps our projects organized, on budget, and completed within a timely matter.

PROJECT MANAGER

BECKY BLAKE

Master of Architecture; SCIARC Becky Blake has been a part of THRIVE Architects & Design since the firm began and specializes in urban and community projects throughout our firm. Her concentration in mixed-use design consistently is an asset for our firm, as well as her strong ability to do extreme amounts of research to ensure that we are fully understanding our project site, history and context. Through her strong skillset, THRIVE Architects & Design is able to provide our clients with thorough, successful projects.

KEN SCHMIDT

Master of Architecture; UT Austin Ken Schmidt comes to us with over 25 years of architectural experience and is AIA and LEED certified He is excellent at understanding and meeting the goals of the client and is essential to our team as he specializes in sustainable architecture design. Through the usage of his skillset, we can ensure that our projects are considering the environmental impact that each one of our projects need to confront throughout the design and construction phases.

ARCHITECT

Bachelor of Architecture; University of Oregon Uriel Trejo holds a Bachelor of Architecture from the University of Oregon and specializes in bridging the connections between the urban neighborhoods and the surrounding communities. Uriel is a vital part of our team and consistantly is in communication with our Architects and Project Managers to deliver the best project possible.

URIEL TREJO

URBAN DESIGNER Bachelor of Architecture; University of Oregon

MARGOT MEYER LANDSCAPE ARCHITECT

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ARCHITECTS & DESIGN

NARRATIVE THRIVE Architects & Design will initiate the Redwood Park project by learning as much as possible about the physical features of the neighborhood as well as the cultural components of the community. Through our research, this will give us a thorough outline of not only the wants of the community and their habits, but also the needs of the community and will address amenities that are currently lacking. In addition to this, our research team and Urban Designer will focus on site activation as well as address environmental concerns that our site will face. Our Project Manager and Architects will focus closely on designing a space where residents have easy access to work and home and will focus heavily on creating community spaces where the neighborhood and its surrounding inhabitants can spend time with their family and friends. The project will aim to foster a healthy environment that will enhance the culture of the neighborhood, and promote communication between individuals through the creation and design of various public spaces. THRIVE Architects & Design will focus on designing a mixed-use development that will be cohesive throughout the different zones of the project. The project will be successful in revitalizing the Redwood Park neighborhood and will again become a major beacon for the area as well as the city of Ellasville alike. Our vigorous design sessions as well as collaboration with you, our client, will result into successfully built zones where the community can flourish in. Additionally, we will focus on the impact that this project will have toward sustainability, both in material usage as well as longevity of the project and the neighborhoods future.

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RELATIVE WORK EXPERIENCE THRIVE Architects & Design has a wide array of experience when it comes to mixed-use and urban community architectural projects. In fact, since the firm has opened, master planning for community and mixed-use development has been a firm specialty, as reaching the community and its surroundings plays a direct role in aligning with the firms philosophy and values. Our team has been trained to evaluate many different urban typologies and environments to have a strong understanding of what is needed when taking on a project of many different scales and for this reason has gained an expertise in mixed-use type projects. Additionally, various conferences and workshops are attended both physically and virtually, to gain an even deeper understanding of the role architecture can play on impacting these environments in positive ways. RELATIVE PROJECTS LAVACA JUNCTION At one of the oldest and first established neighborhoods in San Antonio, Texas, the project aims to revitalize and activate a community that was once a thriving part of the city. Lavaca Junction combines live, work and play promoting communication, integration and sustainability throughout the site. Intermingling artisenal work spaces and micro-breweries stay local and provide unique and fun experience for nearby neighborhood residents as well as various visitors to the community. The site also hosts a public transportation hub to welcome all San Antonian’s and to promote a green initiative within the city. URBAN OASIS The project serves as an urban oasis contrasting density with open space, designed to activate and integrate the residents on site as well as serve an open invitation to its surrounding suburban neighborhood. The project hosts a main avenue which serves as the primary public space with an array of active and passive areas to all for versatility within the site. The unites rotated at 12 degree angles, have shared walls, and face north to south to address the environment and thermal comfort for the users. Each residence is allotted exterior and interior patios, looking inward o the site to promote maximum sun exposure, as well as to provide views to both the playa lake and the various community spaces that are integrated throughout the site. THE AVIARY The Aviary , located in Lubbock , Texas faces a population of over 1 million. The city faces rapid urbanization, with a great need for spaces developed for humans and an even greater necesity for biophysical reintegration. As the city has densified, the infrastructure plays a vital role serving as a haven for Lubbock’s bird population. the five tower program consists of a hotel, a nature center, residential housing as well as activated park spaces to welcome and further activate the city of Lubbock’s downtown. The project is a blend of how modern building and human activity can live alongside harmoniously with the natural world.

QUALIFICATIONS THE PERFECT TEAM FOR REDWOOD PARK Overall, there will be a total of 7 members who will be working on the project. We will have the Project Manager and 2 Architects all licensed, an Urban Designer who specializes in urban communities as well as a registered interior designer and Licensed Landscape Architect. The result is a team with over 50 years of experience to bring to the Redwood Park project. Through their specilizations in mixed-use and master planning, the project will apply the skills and knowledge they have gained to maximize the projects potential reach. Ultimately through their formal education and years of experience, our team is prepared to take on a project size of this magnitude. CONTRACTORS & SUB-CONTRACTORS Through our experiences designing and creating urban mixed-use and master planning projects, THRIVE Architects & Design has developed strong relationships with trusted contractors and subcontractors that can be recommended for use for the Redwood Park project. These contractors have helped deliver the manifested project and bring these dreams into realization for our clients.

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ARCHITECTS & DESIGN

PROPOSED SCHEDULE

THRIVE Architects & Design will move through seven different phases to get the project from just an idea to a built reality. These different consecutive phases are essential to organize and streamline our architectural process.

0 1 INTERVIEW

& INITIAL DISCUSSIONS

THRIVE Architects & Design will begin the initial processs by ensuring that the clients goals align with the firm and ultimately, ensure that there would be a great match that will end up in a strong partnership and an even stronger project. This step defines the firm values and philosophy and can be determined and completed rather quickly depending on the client.

0 2 INFORMATION

GATHERING & DOCUMENTATION

After establishing a strong client-firm match, gatherining information is crucial to defining a driving concept for the design. In this phase, the site is deeply studied, as well as cultural, environmental and vernacular demographics are researched. For THRIVE Architects & Design this phase is extremely important to ensure a project is being developed that will meet and exceed the current community and client needs.

0 3 SCHEMATIC

DESIGN & FEASIBILITY

By this time in the project, the team has put together major important driving factors from phase two that will be incorporated into 2-3 schemes that will be available to the client. This phase give general approaches to the buildings, circulation, the main idea as well as any other major factors that will be determined within the design. Simple plans and elevations will be developed and the client will be able to get an overall idea of what the project will deliver.

0 4 DESIGN

DEVELOPMENT & PERMIT DOCUMENTS

In this phase, shematic design is now turned into drawings that are more refined and detailed. Materiality is decided on, apertures are established and heavy coordination with an engineer takes place make sure that structurally the building is possible. The firm will work closely with the client to establish details about the project such as fixtures, appliances, etc.

0 5 CONSTRUCTION

DOCUMENTS & PERMIT ACQUISITION

Now, a set of permit drawings are established as a simplified construction document set. These documents are then submitted to the city to get a building permit from the city or county. This is crucial so that the city can understand that the project is meeting state, city and local codes. Here, the drawings will be detailed completely.

0 6 SELECTION

OF A GENERAL CONTRACTOR

In this phase, a general contractor is interviewed and established to ensure that the project will have a contractor that is best matched for the project. The client can bring in a external contractor, or one can be recommended based on prior project experience.

0 7 CONSTRUCTION

ADMINISTRATION

At this phase in the project, the construction documents are 100% complete and construction will now begin. THRIVE Architects & Design will ensure that an architect is in clear communication with the contractor to clarify and provide revisions if necessary. The architect will review the invoices, provide costs and complete scheduling.

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ARCHITECTS & DESIGN

INITIAL IDEA PHASE 01: INITIAL INTERVIEW & DISCUSSIONS

PHASE 02: INFORMATION GATHERING & DOCUMENTATION

2-4 WEEKS

MEET WITH CLIENT January 05, 2025 January 12, 2025 January 18, 2025

2-4 WEEKS SITE VISIT: January 22,2025

SITE AND CONTEXTUAL RESEARCH: January 20-February 17, 2025

PHASE 03: SCHEMATIC DESIGN & FEASIBILITY

4-8 WEEKS SCHEMATIC DESIGN 01: March 03,2025 SCHEMATIC DESIGN 02: March 17, 2025 SCHEMATIC DESIGN 03: March 31, 2025

PRESENT SCHEMATIC DESIGNS TO CLIENT: April 02, 2025

PHASE 04: DESIGN DEVELOPMENT & PERMIT DOCUMENTS

8-12 WEEKS CLIENT MEET TO DISCUSS FINISHES April 10, 2025

50% DESIGN DEVELOPMENT AND PERMIT DOCUMENTS: May 07, 2021

100% DESIGN DEVELOPMENT AND PERMIT DOCUMENTS: May 07, 2021

FINAL PRESENTATION TO CLIENT May 08, 2021

100% DESIGN DEVELOPMENT AND PERMIT DOCUMENTS: May 07, 2021

SUBMIT FOR CITY PERMITS May 09, 2021

PHASE 05: CONSTRUCTION DOCUMENT & PERMIT ACQUISITION

8-12 WEEKS FOR CONSTRUCTION DOCUMENTS 12-24 WEEKS FOR PERMITTING 50% CONSTRUCTION DOCUMENT COMPLETION June 04, 2025

100% CONSTRUCTION DOCUMENT COMPLETION July 02, 2025

SUBMIT FOR FINAL PERMITS July 03, 2025

RECIEVE INITIAL PERMITS July 09-September 02, 2025

PHASE 06: SELECTION OF A GENERAL CONTRACTOR

3-6 WEEKS

RECIEVE FINAL PERMITS September 10-Novermber 02, 2025 CONTRACTOR SELECTED: September 20, 2025

PHASE 07: CONSTRUCTION ADMINISTRATION

CONSTRUCTION BEGINS: December 15, 2025

CONSTRUCTION COMPLETION: June 20, 2026

PROJECT OPENING

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ARCHITECTS & DESIGN

CONSULTANT LIST As a purely Architecture and Design firm THRIVE Architects & Design will need additional professional input to fully complete an architectural design. With this input, the building will be able to come into fruition, be safe and become fully functional. STRUCTURAL ENGINEER A structural Engineer will be needed to certify and document a structural system for the building project. This includes every part of the structure including, columns, beams, building footing, walls and roof. CIVIL ENGINEER A Civil Engineer is necessary to document and approve the drainage from water and stormwater for a project. The Civil Engineer will also manage all infrastructural components of a project, such as any bridges or tunnels throughout a project, if necessary. MECHANICAL ENGINEER The Mechanical Engineer will be hired to complete the essential MEP or Mechanical, Electrical and plumbing of an architectural project. This includes HVAC systems as well as managing any gas that will function inside of the building. CODE SPECIALIST The code specialist will assist the project architects in ensuring that all parts of the planned building will meet city, state, and any other code that is mandated. This specialist will also be knowledgeable in assisting with obtaining building permits. LAND SURVEYOR The land surveyor will be responsible for obtaining and providing accurate topography, site features such as trees, shrubs, etc. as well as soil types that are on site. QUANTITY SURVEYOR This type of surveyor will be responsible for completing cost estimations based off of the architecture drawings that will then compare current market conditions in regards to labor, materiality, and any other professional service cost. CONTACT INFORMATION

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ARCHITECTS & DESIGN

HANNAH RAE SOENKSEN Architect//Principal//AIA 210.430.7787 Hannah.Soenksen@THRIVEa&d.com

GET TO KNOW US

LinkedIn/THRIVEarchitecure&design Instagram/THRIVEarchitecure&design

OFFICE AND MAILING ADDRESS: 1234 Thrive Avenue New York City, NY, 79415

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RETAIN & MITIGATE RISK SCENARIO #1 THRIVE Architects and Design has been consulted to undertake a master planning project that is around 300,000 square feet and actively aims to promote community activity as well as provide spaces that range from residential to retail as well as some small business offices. This project is a great opportunity for the firm, and would help the firm further establish its name as the project is extremely vital for the city. However, the project completion date is set 50 % sooner than the design team and firm can commit to. WHY THIS APPROACH? In this scenario, THRIVE Architects & Design has chosen to retain and mitigate the risk this project entails. Almost every project includes a risk. In order to make the best decision for the firm multiple factors need to be present. The risk of the project needs to be less than the reward of the project. This includes compensation and other liabilities. For THRIVE Architects & Design, this issue can be resolved with a schedule adjustment that be decided alongside the client and made accordingly to ensure that the client and firm will maintain a positive relationship. The benefit of taking on this project is to expose the firms talents and capabilities through a major city project that will potentially lead to more networking and clients and ultimately bring more compensation to the the firm. The benefits that the firm can bring to the project will be mentioned to the client as well as an honest and accurate time frame that can be agreed on, to maintain the integrity and full vision of the IF I TRANSFERRED THE RISK PARTIALLY OR WHOLLY TO ANOTHER PARTY:

To transfer the risk partially or wholly to another party would be a mistake on the firms side. When risk is transferred to another party, there is potential contract abuse which allocates or designates lability to different parties. This can result in a loss of control over the firms risk in the project.. In the case for this project, the best case scenario would be to accept the risk and move the project forward.

IF I AVOIDED THE RISK COMPLETELY:

To avoid the risk completely would be a mistake on the firms side. The firm would lose it’s exposure to the city, potential new clients and a potential repeat client with the developer of this proposed project. Additionally, the risk in this particular situation is an easy fix and is just a matter of communication and setting up an action plan.

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ARCHITECTS & DESIGN

TRANSFER THE RISK SCENARIO #2 THRIVE Architects & Design accepted a request for a 500,000 square foot mixed-use development that has a few mid-rise buildings throughout the project to accomodate the various program that includes residential, retail, office and a boutique hotel. THRIVE Architects & Design consulted an engineering firm that has an established relationship, however this time the engineering company is changing the structural design to the building in order to cut building costs. This is an issue for the architects as the structural system that has been implemented to these various buildings are a vital component to the design. Although this is a dream project for the firm, the firm will transfer the risk to another party. WHY THIS APPROACH? To transfer a risk is a strategy that involves moving a contract of risk from one party to another. This can include the purchase of an insurance policy with the loss or risk is passed from the party at risk (policy holder) to the insurer. Then, risk transfer allocates risk equitability, which then puts the responsibililty of the risk on another party that is able to control and insure against any potential risks. The party that has the most control of the source of the potential liability, will take on the risk. JUSTIFICATION In this case, it makes sense to transfer the risk because if the engineers to not oblige in changing the structure back to the way it was originally intened, the obligations of the contract would then be transferred from THRIVE Architects & Design to the engineers. This is the best case scenario for the firm because the firm is preventing any potential issues before they arise, should they arise due to structural negligence. INSURANCE Liability will be the type of insurance policy that will be used when transferring the contract. This keeps the firm safe by protecting them from negligence, omissions, errors that will potentially take place due to the engineers performance. This transferred liability will then prevent THRIVE Architects & Design from taking the blame for the engineers actionsThis policy mandates that all participants under the engineers liability policy will be labled as “Additional insureds.” IF I RETAINED AND MITIGATED THE RISK:

To maintain and mitigate the risk would have been an error for THRIVE Architects & Design to make. If the firm would have retained the risk, then the firm would also have to hold the liability for the error that the engineers would not correct.

IF I AVOIDED THE RISK COMPLETELY:

To avoid the risk would have been equally as bad for the firm. Financially the firm would lose money and potential clients. Additionally, because this project began when the issue arose, avoiding it would have been nearly impossible.

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ARCHITECTS & DESIGN

AVOID THE RISK COMPLETELY SCENARIO #3 THRIVE Architects & Design has been chosen by a prior client for a high rise hotel project in Houston, Texas. This project, is 400,000 square feet with a total of 20 floors, ample outdoor area and community amenity space. THRIVE Architects & Design has been asked by the client to fully complete the project in half of the alotted time that would be sufficient for the firm to finish a project of this magnitude. The client has also asked for a larger sized team to work on the project than what the firm can spare, as other people are working on different projects already. Additionally, this is not the type of project that the firm typically does, and so meeting these standards would be extremely difficult. For the firm, there is not a benefit to pursue this project. WHY THIS APPROACH? Avoiding the risk is defined as entirely avoiding any possible exposure to the risk. This would mean for THRIVE Architects & Design telling the client no, even though they are a repeat situation. Avoiding completely means not participating in any activity to completely minimize vulnerabilities that the firm may have. When the firm decides to turn down the offer, there will be a formal meeting to discuss the decision, provide a justification as to why. Keeping an open and honest communication with the client will keep the firm in a positive standing with the customer, even though at this particular time, business cannot be done. In this way, the firm keeps a positive image, can stay committed to existing clients and maintain the current quality standards. In the future as the firm grows, then this type of project may be considered. JUSTIFICATION The right choice for THRIVE Architects & Design is to avoid this risk completely. The major reason is that the firm does not specialize in high-rise buildings. There would be no way that the project would be done in half of the time, in fact it might take longer because more would need to go into researching what exactly a high-rise building would entail. Secondly, even if the firm was to negotiate a time extension and set fair parameters, THRIVE Architects & Design does not have a team of sufficient size to take on a project of this magnitude at the moment in the firms current size. IF I RETAINED AND MITIGATED THE RISK:

To maintain and mitigate the risk would have been extremely difficult for THRIVE Architects & Design to do while completing a successful project. The firm would have taken on more work than what we could handle. This would interrupt current project progress, cause high demands for current employees as well as potentially tarnish a the good reputation that the firm currently holds.

IF TRANSFERRED THE RISK TO ANOTHER PARTY:

Transferring the risk in this scenario would not be beneficial to the firm because the firm would still be accountable for the risks that fall within the risk tolerance. The firm would have to create contracts taht would allow for coverage for these risjs. Insurance may cover financial losses that the project entails, however it will not save the damaged reputation that we will potentially have with our repeat client.

MOCK FIRM REPORT: ASSIGNMENT 04

PROJECT MANAGEMENT+CONSULTANT TEAMS+WORK PLANS+SCHEDULES & DELIVERABLES

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ARCHITECTS & DESIGN

PROJECT DELIVERY METHOD TRADITIONAL APPROACH DESIGN-BID-BUILD This method is known as the most traditional approach, using a sequential design process that leads to a set of construction documents that results in contractors submitting fixed price bids. When using this approach, the contractor that submits the most affordable bid, that also meets the qualifications of the documents will win the bid and is chosen as the contractor for the project. This is the most popular method that is used in The United States. DESIGN-BID-BUILD PROS

• • • •

The client has more control over the pricing of the project because the designer and contractor are hired independently. This method is most familiar to clients throughout The United States. The firm will act on behalf of the client’s interests and does not have conflicting interests with the general contractor. Cost is the main driving factor.

DESIGN-BID-BULD CONS

• • • •

There is a potential that the architect and the contractor will have disputes regarding the project. There is a big opportunity for miscommunication between the different consultants that are part of the project. The award goes to the lowest bidder that deems themselves capable to complete the project. Multiple contracts are involved.

NEGOTIATED SELECT TEAM This approach is like the Design-Bid-Build approach because the contractor is selected very early on in the project. I this scenario, contract terms are discussed and decided on before the construction documents are completed. Additionally, this approach will determine the amount for building construction after the final documents are completed. Areas of the building that pose issues for construction will be expedited through this approach. NEGOTIATED SELECT TEAM PROS

• • • • •

Quality is the main driving factor for the project. Cost is the secondary driving factor for the project. Common approach for private sector projects and promotes the use and re-use of preferred consultants and general contractors. Cooperative team approach The availability of construction expertise between the design and contractors.

NEGOTIATED SELECT TEAM CONS

•

Without competitive bidding from the contractor, the client may question if they are getting the best economical price for the project construction.

COST PLUS FIXED FEE This approach is also similar to the traditional Design-Bid-Build approach. In this scenario, a contractor is chosen when the construction documents are finalized, however, the construction scope is not yet identified, In the “Cost plus fixed fee” approach, the contractor is paid through the cost of materiality as well as labor costs and will include any overhead costs that construction will cost. This also will include a set amount of profit that will not be affected by the final cost of the project. Additionally, this method may include any incentives on top of the fee if the project is completed under the original budget, or if the project is completed ahead of the projected time frame.

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TRADITIONAL APPROACH CONTINUED COST PLUS FIXED FEE PROS

• • • •

The final cost of the project may be lower than the initial contract quoted. Contractors will not inflate prices due to risks. The contractor has less incentive to control the overall cost of the project. The contractor can many times ensure higher quality projects than a normal contract can.

COST PLUS FIXED FEE CONS

• •

The final construction price of the project is difficult to determine at the beginning of the construction process. The contractor may have less incentive to complete the project as efficient as they could.

CONSTRUCTION MANAGEMENT APPROACH The Construction Manager can be active in three different roles during a project. This is a result of clients and owners requiring extremely detailed technical and construction consultation very early in the design process. These roles will include the Advisor, the Agent and finally the Constructor. The Construction Management area is presumed essential to the client because the Construction Manager addresses portions of the project that represent the schedule, complexity, budget, and other critical project areas that nearly every architectural project will encounter. This area can alternatively be addressed by an experienced architect. CONSTRUCTION MANAGEMENT-ADVISOR The Construction Manager-Advisor position is responsible for managing the cost and constructability to the client throughout the design and construction portions of the project. However, as the advisor, the Construction Manager will not be responsible for the construction of the building. They are potentially active in all three of the tradition project delivery method approaches. CM-ADVISOR PROS

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Has low-risk Are heavily involved in the project every day. Can potentially speed up the project depending on expertise. The project will have reduced error and cost because the advisor will review the construction documents. There are clearly defined responsibilities that will reduce conflict.

CM-ADVISOR CONS

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Can have potentially higher fees. Potential overlapping of authority that can be confusing. Confusion in the decision-making process that can lead to construction delays. Dispute can increase because there are multiple contracts involved.

CONSTRUCTION MANAGEMENT-AGENT The Construction Manager as an agent will service the client by providing consulting that will make decisions on the client’s behalf. Their considerations will involve the assemblage and coordination of what is happening involving the construction before and throughout the construction process. The Construction Manager as an agent will require a fixed fee and will not be responsible for any costs that construction may incur.

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ARCHITECTS & DESIGN

CONSTRUCTION MANAGEMENT APPROACH CONTINUED CM-AGENT PROS

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Low risk Will take into account the client’s best interests. Will have a fixed fee. Can save the client money.

CM-AGENT CONS

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CONSTRUCTION MANAGEMENT-CONSTRUCTOR The Construction Manager as a constructor will be the moment where the advising portion stops, and building construction begins. The contractor position will be responsible for building the project and will usually involve the “guaranteed maximum price” also known as a GMP. This GMP is a hard bid and is a guarantee on the contractor’s side to build the project at a specific and specified price that results from the earlier design documents. Although the Construction Manager advisor can become the contractor, clients should be cautious of the Construction Manager cost and their profitability on a project. CM-CONSTRUCTOR PROS

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Benefit to the owner to have selection for thE contractor. Owner can get the perspective of the architect and contractor during the design phase. Accurate cost prediction Project can be completed quickly. Competitive project cost. Client will assume the risk for most project problems.

CM-CONSTRUCTOR CONS

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May provide incorrect project cost quotes. Contractor may be making money off of sub-contractors.

DESIGN-BUILD APPROACH STANDARD The Design-Build approach will administer the client a single contact for the projects design as well as project construction. This method originated due to the resulted conflicts that architects and contractors faced while completing architectural projects. The client will then be charged a fixed rate for the proposed projects design and construction services. In this approach, the roles of the design-build team need to be clearly defined. The client will establish and outline the quality and performance criteria for the project. In this case, an architect role will be separated by the contractor role, even though the project will remain in house. This is established by “bridging” two architects. The first architect is responsible for the design, and the second will be responsible for the production and construction documents portion of the project. The first architect will initiate the preliminary design and will ultimately outline the entire design portion of the project. The design team will then pass of the concept to the more technical architect that will then bid for the project.

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ARCHITECTS & DESIGN

DESIGN-BUILD APPROACH CONTINUED

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DESIGN-BUILD STANDARD PROS

Risk is reduced because the design and construction of a project is completed by one cohesive firm. The firm will be able to address concerns from the design process through the built project. There is no delay between the design and construction phases which will decrease the project timeline. The architectural project budget is more predictable.

• • •

DESIGN-BUILD STANDARD CONS

Design-build project approaches can be considerably higher in price than other projects. The project owner will be less involved with a design-build than a traditional project. Potential conflicting interests.

BRIDGING During the phase of the project where the project moves from design to production is the “bridge” of the project. In this approach, the design architect will remain an advisor for the client that will constantly critique the design and ensure that it is representative to the client. Here, the production and more technical architect will provide construction documents that will build the final project. This method maximizes the traditional architect and client relationship because the architectural process is streamlined through one firm contact. This approach is not well suited for projects that require heavy client/firm contact throughout the design and construction phases of the project because part of the design team is contractually connected to the building contractor.

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DESIGN-BUILD STANDARD PROS

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DESIGN-BUILD STANDARD CONS

THRIVE

ARCHITECTS & DESIGN

OUR CHOSEN PROJECT DELIVERY METHOD & DRIVING FACTORS THRIVE Architects & Design will use one of the more traditional methods for their typical project delivery method. This method is the Negotiated select team, where the main driving factor is quality. Quality is extremely important to THRIVE Architects & Design with cost a secondary driver to the proposed architectural project. The firm focuses heavily on sustainability and the quality of the project and the design is representative of the firm’s culture and values. To meet and guarantee the maximum success of the project to our clients, we will approach the project with the intent of keeping the intended quality of the project. This will include in many cases, construction processes, materiality, and finalized building construction. By placing quality at such a high value, the firm can ensure that they will have a building that they desired, with a contractor that will not take shortcuts and that will last well into the future. COMPARING PROJECT DELIVERY APPROACHES WHY NEGOTIATED SELECT TEAM IS BETTER THAN TRADITIONAL PROJECT DELIVERY METHODS: D E S I G N - B I D - B U I L D : This method may promote cost efficiency to the client but discourages the built and valued existing relationships between THRIVE Architects & Design and quality and affordable contractors. Through this method, we would receive the lowest bid from contractors that are supposedly capable of meeting the projects vision and construction. Because we do not have an established relationship with these contractors, there is a high potential that the architect and the contractor will have disagreements. Through our chosen approach, this conflict is minimized because there is already an established relationship.

COST PLUS FIXED FEE:

Again, the benefit of this approach is that the final cost of the project can potentially be lower than the initial contract was quoting, however, with this approach, the contractors have no incentive to complete the project as efficiently as they could because their cost is fixed. For our client, the cost is the second driving factor. With the established contractors that THRIVE Architects & Design has built relationships with; we can ensure that the project is priced fairly and will be completed in an efficient time frame. We understand that for our clients, time is also an important factor in getting a project completed. In this method the benefit lies primarily with the contractor and less with the client. We want to have a contractor that will look out for the client and deliver the best results possible. Because our contractors know that if they are providing top quality and fair priced projects, we will continue to consult them. The more projects we get, means more projects for them. This gives the contractor an additional incentive to keep our clients happy by constructing a building as efficient and timely as possible.

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ARCHITECTS & DESIGN

COMPARING PROJECT DELIVERY APPROACHES WHY NEGOTIATED SELECT TEAM IS BETTER THAN CONSTRUCTION MANAGER PROJECT DELIVERY METHODS: CONSTRUCTION MANAGEMENTADVISOR:

The role of a Construction Manager has the benefit of being involved every day throughout the design and construction phases of the architectural project, however, may not always be looking out for the client’s best interest economically. Construction Manager fees can be extremely high, and this may not be valued by the client causing the client to not return.

CONSTRUCTION MANAGEMENTAGENT:

Similarly, to the Construction Manager-Advisor position, the Construction Manager as an agent is not the best project delivery approach for THRIVE Architects & Design. Although the agent position is convenient for the client, the roles of authority may be confusing between the architect and the contractor. There are already two contracts between the client and the firm and the client and the contractor. Because THRIVE Architects & Design already has the client’s best interest, there is no need for an additional middle position to potentially complicate the project. Additionally, speaking directly to the client without the use of a Construction Manager will minimize any uncertainty that the client may have. Our firm is interested in building a relationship directly with the client and communicating with them without the use of a Construction Manager is the best way to ensure that we are understanding the client’s wants and needs for the project one hundred percent.

CONSTRUCTION MANAGEMENTCONSTRUCTOR:

This method is beneficial to the client because here the client is responsible for the selection of the general contractor. Although THRIVE Architects & Design wants to keep the client happy, the contractor may provide inaccurate project quotes to the owner which will deliver a false expectation to the client. The result of this can be damaging to the quality of the project that the firm is aiming to provide for the client. Additionally, it can be damaging to the firms reputation because it will potentially look like the firm is seeking more financial profit from the project and skew the project intentions. The final project may result in lower quality material and construction execution will ultimately reflect the firm image. Keeping the negotiated select team approach will ensure that we are providing the client with accurate construction costs because there is an existing familiarity and trust between our firm and our usual contractors.

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COMPARING PROJECT DELIVERY APPROACHES CONTINUED WHY NEGOTIATED SELECT TEAM IS BETTER THAN DESIGN-BUILD PROJECT DELIVERY METHODS: STANDARD:

This approach serves as a single point of contact for the client which is convenient for them however can be complicated for the architecture firm. In design-build a major negative aspect is that there is minimal client involvement throughout the entire design and construction process. To accurately represent the client’s vision for the project, the firm needs to be working with the client consistently to maximize the projects potential. Using the Negotiated select team promotes a strong relationship with the client that will ultimately help us produce the projects best outcome. This is good for THRIVE Architects & Design because this will increase the likelihood of the client to recommend our firm, or even to come back and use our architectural services again.

BRIDGING:

As mentioned above, Design-Build discourages client involvement throughout the project. Although “bridging” allows for a project to be completed at a faster rate, the two architects that focus on the design and construction of the project need to be consistently communicating with the client. Additionally, because the more technical architect is not specifically trained in contracting, the architect may not contain the inside knowledge that a contracting company obtains by constructing many different building typologies from their many different bid types. Having the knowledge on constructing buildings designed in-house is only beneficial to a point, however, the in-house contractor may be limited to common practices that the firm uses, and less apt to continually be innovative, which is a major firm value of THRIVE Architects & Design.

FURTHER JUSTIFICATION As mentioned before, THRIVE Architects & Design seeks to meet the highest quality for a proposed project. Additionally, the firm has a strong relationship with contractors that the firm considers for nearly every project. These contractors are consistent with providing top tier quality, are local, and the most affordable contractors the firm has found to complete construction on the firm’s projects. Through the “Negotiated select team” method, the firm can continue to foster the existing relationships that ultimately end in a happier client. Additionally, the contractors are familiar with the work that THRIVE Architects & Design completes and understands that our client can benefit from their expertise in the production of their project, as well as understands specific niches or project styles the firm typically represents

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INTERNAL & EXTERNAL TEAM INTERNAL TEAM

PRINCIPAL HANNAH SOENKSEN

PROJECT MANAGER ANDREW ROSALES

PROJECT ARCHITECT BECKY BLAKE

ARCHITECT KEN SCHMIDT

Kara Solstice is the Principle in charge of the project team. Kara Solstice holds a Bachelor of Science in Architecture from Texas Tech University and a Master of Architecture from California Polytechnical school Pamona. With over 15 years of experience, she has excellent organizational, management skills, and is able to manage multiple projects at one time. Kara is chosen to be the point of contact for the architectural project and works directly with the Project Manager. She is responsible for working with team members to create architectural tactics that outlines for the project completion. Additionally she is responsible for improving and streamlining the technology and recommending improvements to the owners to help the firm improve and maintain high quality and competitive standards. In a project, she assists in the design process, development, and is able to troubleshoot problems that may arise. She provides guidance to the rest of the project team throughout all phases of the project. Andrew Rosales is chosen as the Project Manager for the project. She has a Master of Architecture Degree from Rice University and is a licensed architect. This position requires involvement in multiple projects at any given time, excellent leadership skills. He is great at managing high stress situations, has a keen eye for detail, and great conflict resolution skills. In addition to his architecture education, Andrew has a Masters of Business Aministration that has prepared him for the organization and administrative skills that the job requires such as managing project costs, client meetings, leading project planning sessions, coordinating staff, monitoring project pocesss, designing the project risk mitigation plan as well as designing and signing on project contracts. Becky Blake has been a part of THRIVE Architects & Design since the firm began and specializes in urban and community projects throughout our firm. Her concentration in mixed-use design consistently is an asset for our firm, as well as her strong ability to do extreme amounts of research to ensure that we are fully understanding our project site, history and context. Through her strong skillset, THRIVE Architects & Design is able to provide our clients with thorough, successful projects. For the Redwood Park project, she will meet with the client with the Project Manager to better understand the clients needs. She will also be assisting the Project Manager as the mediator between the different external team members and the clients , and will be involved in major design descisions and technical production. The Project Architect is a valuable project leader that works directly over the rest of the architectural team. Ken Schmidt comes to us with over 25 years of architectural experience and is AIA and LEED certified He is excellent at understanding and meeting the goals of the client and is essential to our team as he specializes in sustainable architecture design. Through the usage of his skillset, we can ensure that our projects are considering the environmental impact that each one of our projects need to confront throughout the design and construction phases. For the Redwood Park project, he will be working under the Project Manager and the Project Architect directly. He will be taking the client vision for the project and will participate in the Schematic Design phase through the Construction Document phase.

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ARCHITECTS & DESIGN

INTERNAL & EXTERNAL TEAM INTERNAL TEAM CONTINUED

URBAN DESIGNER URIEL TREJO

LANDSCAPE ARCHITECT MARGOT MEYER

Uriel Trejo holds a Bachelor of Architecture from the University of Oregon and specializes in bridging the connections between the urban neighborhoods and the surrounding communities. Uriel is a vital part of our team and consistantly is in communication with our Architects and Project Managers to deliver the best project possible. For the Redwood Park project, Uriel will be essential in the research portion of the Preliminary Design phase. He will work directly alongside the Architect and Project Architect to help design the projected spaces and buildings throughout the project complex. Our Landscape Architect, Margot Meyer is a licensed Landscape Architect with a Landscape Architecture degree from Rhode Island School of Design. She has twelve years of experience and is heavily involved in the Preliminary Design phases, throughout the Construction Document phase. She is excellent at communicating with the Urban Designer and Architect to create landscapes that are fluid and interactive for the occupants that will be using the site. She has been involved in many major projects that THRIVE Architects & Design has completed, including Lavaca Junction and The Aviary which all were similar in project design to the Redwood Park project.

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INTERNAL & EXTERNAL TEAM EXTERNAL TEAM KOE ENGINEERING CIVIL ENGINEER & LAND SURVEYOR

SCOVILLE CONSULT CODE SPECIALIST

CONNECT STRUCTURE, LLC. STRUCTURAL ENGINEER FIRM

TREJO & ROJAS ENGINEERING MECHANICAL ENGINEER FIRM

MAX FINANCIAL MECHANICAL ENGINEER FIRM

S.T CONSTRUCTION GENERAL CONTRACTOR

KOE Engineering has an established relationship with THRIVE Architects & Design and has worked on over 30 projects for the firm including the three projects mentioned in the RFP: Urban Oasis, The Aviary, and Lavaca Junction, which were all extremely successful projects for THRIVE Architects & Design, and are similar in nature to the Redwood Park project. KOE is listed on the external project team because the firm is reliable, provides quallity work, and is extremely efficient. The firm will be hired to do the civil engineering tasks which include approving the drainage plans for the project, as well as any other infrastructural duties. KOE Engineering also takes care of the land surveying for the project that involves providing accurate topography, soil types and mapping all important site features such as trees, poles, etc. Scoville Consult is hired as on the Redwood Park project external team as an essential hire that is involved in the project planning and preliminary design phases of the project. The code specialist will meet with the project architets and project manager to provide the zoning for the project. Throughout the design phases, the coding specialist wil be used to ensure that the building code is being implemented and follows the city, state, and any other local building zode requirements. This specialist also will assist in acquiring any permits needed. Scoville Consult has worked with THRIVE Architects & Design on many projects. The firm has a set fee for the project and is efficient and timely when completing their portion of the project that keeps the projects on schedule. CONNECT Structure, LLC. is the Structural Engineering firm that has been chosen for the Redwood Park project. Similar to KOE Engineering, THRIVE Architects & Design has prior experience with working with this firm. The firm is competitive in pricing and provides quality work. CONNECT Structure, LLC is a great fit for the Redwood Park project because they are innovative and creative in solving structural issues. When consulting with the firm they have excellent communication skills and are active throughout the design process with the architects on the internal team. The structural engineer is needed to certify and document the structural aspects of the building such as the columns, beamss, footing, walls and the buildings roof. Trejo & Rojas Engineering has been in business for over 40 years and is known for major commercial projects such as Hope Tower and Bolson Station. They have also been a firm that is recommended to clients because of their wide array of project experience and has an excellent team of engineers that handle all mechanical, electrical and plumping components to the project. The engineering firm is great at working alongside the THRIVE Architects & Design to safely and effectively implement the building systems without sacrificing the design components that the architecture team has designed. MAX Fianancial is a financial consulting firm that specializes in architecture consulting. The firm is responsible for completing the cost estimates of the project based off the the architecture drawings of the project. The firm works directly with the project manager that will then create the estimations to provide to the client. These costs include labor, materiality, and other external team conulting costs. S..T Construction will be the General Contractor for the Redwood Park project. This contractor has consistantly provided top quality work for THRIVE Architects & Design projects. The contractor is familiar with how our firm completes work, material choices and particular and preferred construction methods. The General Contractor is always on schedule and communicates efficiently with our architects on the project. The General Contractor is responsible for reading and assembling the provided construction documents.

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PROJECT PHASES

PHASE 01: PROJECT PLANNING In this first phase of the project, the project manager is responsible for outlining the project for the rest of the team. Some of these aspects include coming up with a project plan, the scope of the project, the project schedule, constraints, delegated work breakdown structure as well as analyzing the risk analysis of the project. This outline will act as a control throughout the entirety of the project. Questions that the project planning phase will ask are: What are the services the firm will deliver? What will the cost of the project be? What can the firm do to meet the needs of the stakeholders? And finally, how will the project process be measured? The project plan determines the deliverables, schedules, and delegates team roles and responsibilities. This phase will also include a meeting with all of the stakeholders that the firm will then have the project plan explained clearly to ensure the vision of the project is being met, and to help determine the team dynamic and decision-making allocations. HOW PROJECT PLANNING RELATES TO THE REDWOOD PARK PROJECT: Hannah Soenksen, the Founder of THRIVE Architects & Design is evaluating a new potential project for the firm located in the Redwood Park neighborhood in Ellasville. One of the firms Project Managers, Andrew Rosales has been asked to take a look at the project. To begin the project, Andrew needs to evaluate multiple components to help determine the success of the project. She looks at the scope of the project, deliverables and the check points for the plan. After completing this task and determining that the risk analysis benefits outweigh the detriments, Andrew puts together the Work Breakdown Structure in an Excel document that will determine the details of the project. This will include the project name, phase abbreviation, project start and finish dates, planned and job-to date for the hours as well as the cost for the project and compensation for the project, phase, and task. He is preparing this before the meeting that THRIVE Architects & Design has next week with the project stakeholders. This will be a presentation to the stakeholders of the details of the project that everyone will need to know and agree to. This will then be updated regularly to keep the project details on task and will serve as an outline to be followed throughout the entire project. PHASE 02: PRELIMINARY DESIGN In the phase two: preliminary design process will include developing the early design of each of the systems components. This includes addressing the outline of the building systems such as mechanical and water systems, the building requirements, and the design features. Because of this Additionally, this phase addresses the physical site that will address soil and topography analysis. In this phase, a preliminary design report is generated, and a series of design concepts will be initiated. The preliminary design phase relies heavily on our external team, utilizing the expertise our land surveyor, quantity surveyor, code specialist for zoning requirements as well as our civil engineer. These positions will all be completely in contact with the Project Manager to help layout the initial guidelines the project will need to follow.

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HOW PROJECT PLANNING RELATES TO THE REDWOOD PARK PROJECT: In order to take further steps for the Redwood Park project, THRIVE Architects & Design has hired the external team that will take care of some early aspects of the project. Today, KOE Engineering is getting started on surveying the project site and putting together drawings so that the architects can account for the topography and physical features of the site. Once these drawings are completed by the Engineering team, they wil be given to Andrew Rosales, the Project Manager so that he can delegate and distribute tasks to the Project Architect and the Design team. PHASE 03: SCHEMATIC DESIGN Schematic design begins where the preliminary design ends. In this stage of the project, the architectural design team is responsible for the conceptual design of the proposed project. The architectural team will design multiple concepts and iterations that will then be presented to the client. In this stage of the project, major ideas will be determined that will become major drivers for the rest of the project. Here, the design team will report to the project manager. HOW SCHEMATIC DESIGN RELATES TO THE REDWOOD PARK PROJECT: For the past 4 weeks, the design team has been evaluating and researching the site and requirements to help initiate a design for the project. Today Andrew Rosales, the Project Manager and Becky Blake, the Project Architect had the first major progress meeting with the Redwood Park project clients. In the meeting, he presented three different conceptual ideas to the client that the design team has put together. All three conceptual ideas contained research and input from our urban designer and other architects. The major diffferences of ideas that we proposed involved overall shape and layout of major buildings. In these different concepts, decisions were made to discuss circulation through the site as well as connectivity. The clients were most happy with the 2nd proposal, that involved a major pedestrian avenue as the primary circulation to the site with building layout that makes the most sense with the neighborhood and focuses more on reigniting and blending the current neighborhood culture. Now that THRIVE Architects & Design has the green light for the major concept, the firm can continue to further design with this idea. PHASE 04: DESIGN DEVELOPMENT The Design Development phase is used to further refine the design. Here the plans and sections are drawn and the spatial arrangements of the buildings are further developed. In this part of the design, there are meetings with the client to discuss materiality and finishes, as well as utilizing the code consultant to make sure that the project is adhering to building codes and to begin obtaining the building permits from the city. Heavy collaboration with the mechanical and structural engineers is used to help design the building structure and mechanical systems.

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HOW DESIGN DEVELOPMENT RELATES TO THE REDWOOD PARK PROJECT: The client was thrilled to see the different design schemes that were created and shown to them. They were most satisfied with the choice that involved a major pedestrian avenue that serves as a connection point for the community. Becky Blake has relayed this information to Ken Schmidt, the Architect, and the rest of the design team. The design team will now collaborate with the engineers to further develop the design. The clients also have chosen brick, concrete, and steel as their primary materialities. Because this neighborhood is in a historical area, this will fit great contextually into the community. Over the next 8 weeks, the design team will get the design to a point where they can then transition into the production phase to actually have the project built. PHASE 05: CONSTRUCTION DOCUMENTS In the Construction Document phase, drawings are finalized and prepared to be submitted to be built. The series of drawings describe in detail all of the major components of the design. Additionally, the code consultant will submit these drawings to the city to obtain the building permits. These contruction documents will be the physical documents that will give step by step instruction and clarity to building the project. Once approved, the General Contractor will be able to solidify the project bid, and accept or deny the project offer. HOW CONSTRUCTION DOCUMENTS RELATES TO REDWOOD PARK: The Redwood Park design team has switched roles from designing to producing finaized technical details and has become the production team. The Project Manager is still responsible for delegating tasks to the architecture team, and works between the lead architect to communicate these finalized drawings to the client. Currently, THRIVE Architects & Design is in communication with the code specialist to find out the expected time frame for the permits to be approved. Once we have the building permits, we will be able to contact and solidify the General Contractor. PHASE 06: BIDDING/NEGOTIATIONS In the Bidding/Negotiations portion of the project results in 5% of the firms fee to the client. Here, the contractor for the job is selected for the construction phase of the design. The architect’s role is to assist the client, and to be a mediator between the client and the contractor. Because the architect knows the project fully, the contractor that is chosen for the project will be interviewed and determined to be fully capable to handle the scope and execution of the projects design. The contractor will also finalize the projected cost of the construction. HOW BIDDING/NEGOTIATIONS RELATES TO REDWOOD PARK: Because THRIVE Architects & Design has chosen the Negotiated Select Team project delivery method, we have already been in contact with our chosen general contractor, S.T Construction throughout the prior phases of design, where they were able to provide construction input as well as an accurate predicted cost for the project. For this portion of the process, the client has decided to move forward with this contractor for the construction portion of the project. The building permits have finally been recieved and the project is set to break ground December 09, 2025, which is almost a week ahead of schedule.

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PHASE 07: CONTRACT ADMINISTRATION In the Contract Administration phase of the architecture project, the contracts are administered to all parties that will be involved in the construction portion of the design. This will include the client, the General Contractor, as well as the architecture firm. Here, the termss of the contracts are completely solidified. Additions to this contract are made such as the amount of required site visits, required communication with the client, and contractor requirements. Included in these contracts are the amount of material needed, any cost incentives, and proposed equiptment that will be needed to complete the project. These contracts are legal documents that tie the relationships of the stakeholders together until building construction is completed. HOW CONSTRUCTION DOCUMENTS RELATES TO REDWOOD PARK: The Redwood Park design team has switched roles from designing to producing finaized technical details and has become the production team. The Project Manager is still responsible for delegating tasks to the architecture team, and works between the lead architect to communicate these finalized drawings to the client. Currently, THRIVE Architects & Design is in communication with the code specialist to find out the expected time frame for the permits to be approved. Once we have the building permits, we will be able to contact and solidify the General Contractor. PHASE 08: POST-CONSTRUCTION when construction is completely finished building the project, the building will need to undergo a series of inspections before the Contractor and Architect are relinquished from their contracts. The architect will then put together an RFI that will basically outline everything about the building that the client will need to know. Additionally, the architect and contractor, depending on the contract will be responsible for any breaks or damages to the building that may occur shortly after the building is completed, sometimes up to one year after construction completion. The architecture firm will also sit down with the client shortly after the property has been occupied, to follow up with the client and take notes that can be used to reflect the successes and failures of the project. HOW POST CONSTRUCTION RELATES TO REDWOOD PARK: The Redwood Park Project has been open now for 7 months and is successful and thriving. Andrew Rosales, the Project Manager and the Principal, Hannah Soenksen decided to have lunch with the restaurant that was designed on the new site. The purpose of the lunch was to see the site and how it is being used for ourselves, but also to accept any constructive criticism from the owner that will help the firm be more successful in the future. The client was overall very pleased with the project, however did have one concern. The windows that are on the east side of one of the buildings make some of the spaces warmer than they would prefer. To satisfy the client concern, we have contacted the contractor to place additional window film on the window to keep the building at a more appropriate comfort level. This adjustment has been agreed to in the Contract Administration phase. Overall, the project has been a great success.

GUEST SPEAKER RESPONSES

GUEST SPEAKER 01: FRANK MARQUEZ DISCUSS THREE (3) ASPECTS OF FRANK MARQUEZ’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION OR FUTURE IN THE PROFESSION. IN DETAIL, EXPLAIN WHY? Listening to Frank Marquez was a great and insightful experience in relating to my education and future in the profession in multiple ways. First, I really enjoyed the conversation regarding the fact that Architecture is a service industry. I believe this is a critical ideology that needs to be understood my architects and designers. If we are not there to serve the public, then we will not be able to sustain our business. These effects my education in the sense that I am asked by my professors to complete a task, then I am expected to do it, preferably with a positive attitude, timely, and accepting criticism along the way. In this case my hard work is repaid with a grade. In a pr fessional world, how my attitude or timeliness, reactions to criticism, good or bad can change the relationship that I have with a potential client. The truth is that we are hired by them, they are choosing us, and we need to do whatever we can to keep their business. Secondly, I found the real numbers of what it takes to open a firm. For example, he talked about the plotters, Revit and other software’s as well as additional costs like an office rent and furniture. The cost of the employee salary was a lot to consider. When a job is offered to me, I do not think about the cost that is being spent on myself as an employee. However, when you are the firm owner, that is amajor consideration and a huge chunk of money to think about. For my education, I feel like this does not directly impact me. As an employee, it makes me more grateful for the risk that they are taking on me, and someday when I open my own firm, I now understand the overhead costs. Finally, I appreciate the candidness and the motivation to “Bet on yourself because no one else will.” I feel like this is something we all know, but do not always remind ourselves of it. In architecture school this is important because in the end my peers will not be receiving my degree, I will. In the professional world, I think it is important to be able to take risks on myself, apply for the position I want, be competitive, or even take the risk of starting my own business. This is my life, and I think it was a good reminder that I am responsible for my success or failures. ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? When listening to Frank Marquez, a question that I asked him was, “How do you turn down a client?” I thought this question was important to figure out how to navigate sticky situations without damaging the reputation of your firm. I also asked a couple other questions, I just cannot recall them.

GUEST SPEAKER 02: MIKE SIMECEK DISCUSS THREE (3) ASPECTS OF MICAH SIMECEK’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION OR FUTURE IN THE PROFESSION. IN DETAIL, EXPLAIN WHY? Listening to Micah Simecek from Studio Red Architects was helpful in a few different ways. The first most insightful comment was regarding the amount of work distribution that a firm has versus as a student in design school. I thought it was really interesting to find out that in a practice, only a small piece of work is in designing, while in school it is what we as students revolve our time around. This makes me want to gain the ability to think in other dimensions, and to understand that a successful firm does not solely rely on the design. Second, I enjoyed when he explained to us the different roles that different partners play in making a firm successful. I thought it was important to note how strategic business-wise the firm was in choosing who manages what in a firm (such as client communication or managing funds) I also enjoyed that he mentioned sometimes their jobs overlap, especially when one of the partners has too much of a workload. This actually made his firm sound like a true partnership that works as a team. Finally, I found it helpful that he brought up key tools to advance your career. This is super helpful because it came from a person who did it. I like that he mentioned that it is ok to admit when you do not know something, and to take on more responsibility when you can. He also talked about seeking a mentor, which I think would be super helpful to have. I think the idea is great to have someone that you can call up and talk to about concerns or insecurities without judgement or pressure. ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? The question that I asked Micah Simecek was “How can someone with minimal or no experience compete with someone that has years of experience for a job?” The question was helpful for me because it made me realize that young professionals have a lot to offer the firms even if skills may be different than individuals with higher levels of experience. I think it gave us all a little bit of hope in finding a job once we all graduate.

GUEST SPEAKER 03: JANIS BRACKETT DISCUSS THREE (3) ASPECTS OF JANIS BRACKETT’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION OR FUTURE IN THE PROFESSION. IN DETAIL, EXPLAIN WHY? Janis Brackett from Kirksey Architecture was a great and insightful experience to my education and future profession in multiple ways. First, I really enjoyed learning specifically what a Project Manager does as a position in an architecture firm. I found it interesting to see how much the Project Manager played a role to the business side of architecture, putting together teams, dealing with clients, as well as meeting with consultants. When she was describing her career title, it felt more like she would need a business degree, not so much of an architecture degree. As an architecture student, it puts an idea of the possible career paths my degree can take me. It really made me question exactly what area of architecture will fit me as I start my career journey. Secondly, I found it very insightful to hear about the different percentages that help build the architect fee while putting an architectural project together. Although I knew that there are multiple steps to a project including Schematic Design, Construction Documents, etc. I did not think about the different fees and how much and what percentage each portion of the process costs the client. I found it interesting to see that combined schematic design (15% of fee) and Design Development (20% of fee) is 5% less than the Construction Document phase which accounts for 40% of the architect fee. This is helpful because it makes me think about the value of the beginning processes of design. IF a client decided to not go through with processing Construction Documents to actually build the project, then I should still be compensated for work that has been completed. This was a crucial point for me to realize as a young professional. Lastly, I found it very insightful when Janis Brackett talked about how Kirksey Architecture uses different methods to decide on marketing for a new project. In their method, they use a go/no go approach based on factors such as current client relationships, committee relationships, how the opportunity was heard about, and other factors such as travel expenses. It was very helpful for me to see a list of concerns that a firm has when approaching a potential project. In the future, this could impact very important business decisions if I were to decide one day to open a firm of my own. This made me think about the idea that just because a project is available, may not mean that it is the best financial decision for the firm. Smart financial decisions should first and foremost be the highlight of the firm. Janis Brackett said, “We went in business to stay in business” and I fully agree with her.

JANIS BRACKETT CONTINUED ON NEXT PAGE:

JANIS BRACKETT CONTINUED: ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? For the guest speaker Janis Brackett, I asked the question if there are more than one Project Manager to help address the heavy workload that her position entails. The reason I asked this question is because her workload seemed almost overbearing. From what I discovered is that if she drops the ball on a project, that ultimately the project will not function as smoothly. She alone is responsible for ensuring everything is taken care of and put in order so that a project, in her case multiple projects runs smoothly. This made me realize that the Project Manager role is extremely important in not only the success of projects but is a key factor in the success of the firm itself. This made me think about the path that I want to take as I move through my professional career. She mentioned that she has 25 years of experience and that early on in her career, she knew that it was a facet of architecture that she wanted to explore. For me, I am not really sure what area I want to explore, but at least I learned that there are plenty of options in the industry of architecture to look into.

GUEST SPEAKER 04: AMY MOEN REVIEW THE SEGMENT OF THE SLIDE DECK OF AMY’S LECTURE THAT INCLUDES THE IN-CLASS ACTIVITY AND COMPLETE THIS. TAKE YOUR TIME TO TRULY REFLECT ON THIS AS IT WILL ALSO HELP YOU IN SHAPING YOUR MOCK FIRM. YOU WILL FIND THIS AS FOLLOWS: COURSE HOME PAGE, RESOURCES, GUEST SPEAKER #4 AMY MOEN RESOURCES.* NOTE IN PARTICULAR “SLIDE DECK PORTION FOR ASSIGNMENT” Amy Moen from HOK was extremely insightful and a helpful resource to help expand and evaluate my purpose in the architecture world, both in school and in my future career. The “in class assignment” that she walked us through, was an extremely valuable step by step process to help build our personal brand, and more importantly taught me techniques to how I will be able to market myself to an architecture firm, my clients, or any other consultants that I may come across throughout my career. The first step to building my own brand consists of making two lists. The first is the “Flatter Yourself List,” where I am to list the highlights and attributes about myself that I can already pat myself on the back for. The second list is the “Be Real with Yourself List.” This list I think is especially important because to really be successful, I need to be able to point out my weak spots to target them and make them stronger. Below I will evaluate my characteristics and place them within the two lists: FLATTER YOURSELF

• • • •

I am extremely dependable I am a natural leader I love problem solving. I am a team player

BE REAL WITH YOURSELF

• • • •

I take on too much work sometimes I can be impatient I need to realize that not everything has a solution I want everything to be “perfect.”

Now that I have my two lists, I need to identify my personal vision. This quick and easy statement is helpful because it makes my question my passions, my core values, and the principles to which I want to live my life by. MY PERSONAL VISION “I am a dependable and enthusiastic architecture professional who is an excellent collaborator, focused on finding the best architectural solution possible.” Next, establishing my emotional appeal makes me analyze and address how the people around me feel in my presence? What is my energy like? How do others describe me? This is super interesting because although I want to be myself, architecture is a service industry, and how other people see you does matter. MY EMOTIONAL APPEAL: People see me as a cheerful, empathetic individual. I can be seen as extremely friendly and easy to have a good relationship with. People can benefit from working with me because I am a great listener as well as honest and constructive with my peers. Then, Amy Moen moved onto establishing my description. This consists of words that describe my work. This description should highlight my strengths, and makes me ask myself, “What do I do better than anyone else?”

MY DESCRIPTION: Words to describe my work: 1. Clear and Organized. 2. Thought Provoking. 3. Community Impacting. What do I do well? Maybe, even better than anyone else? I am extremely strong in understanding the need for the people I am designing for. I am excellent in doing research that leads to strong proposals through design development, that can have an impact on the community where a project is being proposed. Finally, Amy Moen discussed the last step to creating my own personal brand which consists of my function. My function is to consist of the unique ways in which I am able to achieve results, what do I do that is different and makes me stand out from anyone else? MY FUNCTION As a young professional, I am a very innovative thinker. I am not afraid to look at innovative ideas or approaches for design solutions. I am not afraid to challenge the status quo of what is currently going on in the design community. It is extremely important to question everything, and to look at and research solutions that fit each individual design problem. For me, every problem and solution are different in many ways and require different analyzations to implement for the success of a project. There is no “One size fits all” answer. DISCUSS ONE PRIMARY ASPECT OF AMY MOEN’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION AND/OR FUTURE IN THE PROFESSION. CONSIDER WITH REFLECTION AND IN DETAIL, AND EXPLAIN WHY? In addition to the “In class design exercise, I found it interesting and insightful that Amy Moen mentioned the evolution of the marketing ABC’s from “Always Be Closing” to Attunement, Buoyancy and Clarity by Daniel H. Pink Attunement means that as a person working in the service industry, I need to be able “get out of my head” and to learn to see things from the perspective of my client. Buoyancy addresses the importance to be able to accept rejection and even more important to be able to bounce back from it quickly. Clarity involves being able to identify the problem that the client is needing to resolve, and then proposing the resolution that I will be able to provide to them. The change in the ABC’s is drastic in the approach. The old way simply means to force a deal on somebody, but the new way focuses on how a deal can be closed, the come back from rejection, and seems more like a partnership with a potential client rather than just a commission check. In the future, I will take these tactics into account when approaching a client. The change in approach to the client will help establish a better relationship and will also strengthen my skills as a sales representative on behalf of my firm, regardless of what my official career title is.

ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? The question that I asked Amy Moen consisted of two parts. The question was: Have you ever been in a position where you oversold your idea to a point where it made you sabotage your deal? How do you know when to stop? And how do you combat pushback from someone when you try to “up-serve” them? Because although up serving comes from what you can do for them, I am assuming it comes with a price tag for the client? Her answer to the question was surprising. She advised me that to not oversell, and to combat push back, that a great deal of preparation comes into play before the meeting with the client. She even went into detail about how the firm will have practice conversations with multiple scenario outcomes in order to be prepared for any reaction. I realized then how important it is to get to know your client, to the point where you can predict their reactions. This is extremely tedious and requires a lot of work beforehand. We then had a conversation about pushback from the client, and she let me know that “Up-serve” does not always come with a price tag and can include things to elevate service to make the client have a better experience with the company. This is especially important to me going into my career because I realize now how essential it is to make the client experience the absolute best that it can be, because their experience means the potential business deal, and the future success of the firm that I will be working with. Overall, I really enjoyed having Amy Moen come as a guest speaker. I learned life skills that are extremely valuable in a wide array of situations and am eager to implement them as I continue to learn and grow as a student and a young professional.

GUEST SPEAKER 05: CHRISTINE HENDERSON DISCUSS IN DETAIL THREE IMPORTANT ASPECTS OF CRISTINE’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION AND/OR FUTURE IN THE PROFESSION. CONSIDER WITH REFLECTION AND IN DETAIL, AND EXPLAIN WHY? Listening to Christine Henderson from Hoefer Welker was insightful and helpful in a few different ways that will help me both in my education and in my future career in the architecture field.First, I found it helpful to know what a project is expected to look like before it is submitted for a potential build. She said, “The level of design during a proposal is what they expect to be built.” I found this informational because their “proposal” looks almost like what I spend an entire semester putting together. The detail within the drawings is completely thought out. In addition to this, she mentioned that while they are designing a project that is only a proposal ex: if they are competing with other firms for the project, that they are not getting paid. I have been under the assumption that as architects should always be paid, even if it is in just the beginning phases of design. Now, I realize that sometimes an architecture firm chases projects that they want, and the VA facility was one of them for Hoefer Welker. I can imagine myself and my future firm, and I realize that my firm must have the financial capability to hire enough people that can work on obtained projects and be able to afford for my employees to work on potential projects, getting them detailed enough that a developer looks at it and says, “sold.” Next, I found it helpful to learn about what software her firm uses and how they can cross collaborate using these different software’s. For example, Christine Henderson talked about how drawings and a model is made cohesively, using separate programs. She mentioned that the model is done within Sketchup, while another team works on the floor plan within Revit. I thought this was interesting, but also odd because Revit has the capabilities to 3d model, so it made me wonder why they use two instead of just one? She also talked about designing through the usage of energy modeling, which is also a different software called BIM 360. This is helpful both as a student as well as a future architect because I realize the value in learning different software to market myself and my skillset, but also as tools for collaboration with my peers in the workplace. The final thing that she talked about was when she mentioned to find “Who is your why.” I think this is insightful, and generally good advice when going into the project. I found it to have more of a depth in meaning than some of the other topics Christine Henderson discussed. I sometimes even in my studio projects must ask and re-ask myself why I am designing the project that I am designing, who am I really designing for? I think finding the “Who” is a question that even makes the fire, or the passion of a career reignite. For me this is important because I know there will be times in my student life and in my career that I will need to re-evaluate and research and re-research this. She used the example of someone close to her that was relatable to a project (her grandpa and the VA) however, it might not always be someone super close. I do believe it is possible though to find an excitement in a project through the realization that architecture can directly impact people’s lives on a personal level and improve their life qualities. This was great because it could be one of the keys to maintaining career happiness long term.

ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? The question that I asked the speaker Christine Henderson was “Where do you go to find the permits that are needed for development without hiring a code consultant?” To me, this is very important information as a young individual starting out my career. It is one of those questions that it feels like everyone should know, or should be common sense, but I feel that not a lot of people know. For example, it could be the code consultant knows exactly what to do, because he is a specialist, but the people of the office, say an intern or maybe even an architect does not actually know the ins and outs of how to obtain the permits. This is important as I think about one day owning a firm because the reality is, I probably can’t afford a code specialist right away. Additionally, as an owner, I want to know as much as possible. Having Christine Henderson answer this question, saying to go to City Hall was also good timing in for something going on right now outside of school. On a personal note, my fiancé’s parents are developers and are asking me to use my knowledge to help them obtain some permits to have their architectural drawings built. To be honest this required some research on my end, and her response was able to guide me to the correct location. So, for me, already this knowledge is extremely valuable, whether I am a student, or a licensed architect.

GUEST SPEAKER 06: JOHN CLEGG DISCUSS IN DETAIL THREE IMPORTANT ASPECTS OF JOHN’S LECTURE THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR EDUCATION AND/OR FUTURE IN THE PROFESSION. CONSIDER WITH REFLECTION AND IN DETAIL, AND EXPLAIN WHY? Listening to John Clegg from Page in Houston was extremely helpful and insightful in many ways that will help me continue as a student and also as I move into my future career. First, it was extremely helpful after seeing the many successful projects that the firm has done, to realize that the success of the projects began with the idea of communication, and to realize what each different program can learn from each other. In his part one: Design, he talked about how his firm does not have a specific specialty in one type of building, but the firm thrives on when two different programs that are entirely different come together. To me, this is really interesting because in architecture school we are taught to think about the in-between spaces, but here it is more the “in-between program” or the “overlap” of program that can really make a building a wholesome project. Throughout the rest of my Master’s Degree and throughout my career I would love to constantly practice design in this way. When he mentioned where parents pick up their children, a cafeteria can become a very valuable connection point, even though it seems unconventional. It does not need to be a lobby, it can be something else, and having an eye for those opportunities will make me a stronger designer. Secondly, I found it really exciting and refreshing to know that the firm practices community work and in the case of Page, even pro bono work. On the very basic level, I thought it was extremely great that the firm is involved and active in the community, asking questions and probing the locals to find out if they are ok with what is happening in their community, to find out what their wants and needs are. To go above that with the pro-bono work, it was exciting to see that instead of catering to anti-homeless architecture, the firm was able to take on a project that would address and combat the issue at hand. I particularly enjoyed that they approached the project with a “build on” concept, where, as the person lives there and grows, they can grow and personalize their residence as well. For me as a future architect, I loved this approach. The firm was thinking about the individuals on an immediate, and also future scale. It was a reminder that architecture is not just for the wealthy, or for the big developers, but that it can reach every single person and is for every single person on the planet. As I search for the firm that is the right fit for me, community outreach will be an important quality for the firm to have. Finally, I really found it helpful to learn about the opportunities that exist for sustainable and science driven design. I enjoyed learning about Jill Kurtz and how she laid the ground work for the firm to participate more heavily in sustainable architecture and design. I agree with the firm when John Clegg stated that addressing environmental architecture is the issue of our generation. The science initiatives include energy modeling, materiality analysis, conferences, and even include strategies that will help sell the client to a more sustainable direction. Moving forward into my career, I will consider firms that are actively looking to apply science to the architecture that is being produced on a consistent basis

ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? While listening to John Clegg, I was extremely interested in the way he said that Page attends, hosts and connects with other major firms that lead major buildings in the country such SOM, Gensler etc. As well maintains constant communication with politicians. Tagging on to the sustainable design, I asked the question, “Do you share the research and the data that is learned with these large firms, and do you share them with the politicians and government agecies?” To me this is a super relevant question because when you study science, they teach you that science is an open book, and research is shared throughout the entire practice whether the scientist using the information completed the work or not. So, for me it was a way of gauging how true the “Science-based” architecture was to being open and sharing their research with other firms. The answer I got surprised me a little bit because the response was that they do not share everything. While I understand that there are firm secrets and tricks that Page has up their sleeve to give the firm their advantages, but I feel like with the planet in such dire need for this new science and strategies, architecture can provide a niche to the sustainable spectrum that can be applied across the entire practice of architecture. I do not believe that such important things should be hidden from the world for the hopes of more clients or monetary gain. This plays into the morals of architecture that we have been learning about. What is really better for the whole of society and the world we live in? Page has an extreme potential to work with the politicians, government agencies and other global firms to move the impact that architecture has on our planet, to a better place and they should take full advantage of that

GUEST SPEAKER 07: PANEL DISCUSSION DISCUSS TWO (2) ASPECTS FROM THE PANEL THAT YOU FOUND INSIGHTFUL, HELPFUL, OR INTERESTING AS IT RELATES TO YOUR TRANSITION INTO THE PROFESSION, PROFESSIONAL ADVICE AND/OR THE ARE. Listening to the panel discussion from prior students was extremely insightful for my future career in architecture. I enjoyed that all of the visitors in the discussion had some what of a different path into architecture. This was really great for me to see, because it reminds me that everyone has different walks of life and opportunities to choose their own paths in the profession. As a non-traditional student, I enjoyed this aspect. One of the greatest insights that took place in the conversation was when the panel talked about showing an interest in the interview process for a certain area of the firm. For example, if the firm has an area that specializes in sustainability or rendering…that it is ok to mention that I may be interested in one of these areas. It is one of those situations where in my head I think that it is ok, but then when I go through an interview, I am so desperate to get a job, that I find myself catering to be the person that the firm wants me to be, and I forget to talk about the interests that I may have in the firm. This conversation was just a reminder that it is ok to be a little bit choosy when selecting the firm that I want to work for. Ultimately, it is my future. The second most important aspect that I found insightful from the panel discussion was addressing the most valuable skill that is learned outside of architecture school, with the answer being people skills. I think that architecture does do a fair amount of addressing different ways of dealing with people. In studio, we deal with demanding work environments and 90% of the time we are receivin criticism. Although there is not a technical class that prepares us how to compose ourselves, we have all learned that overtime, the way we speak and conduct ourselves does play a role in the grade received. Earlier in the conversation there was a question regarding conflict in the workplace. I think it is important that we all recognize that we are professionals, and it is important to maintain that mindset throughout the workplace while addressing coworkers as well as clients. I really enjoyed that it was reiterated that learning how to deal with people and paying attention to how you conduct yourself among other professionals is a big part of firm practice. This can play a major role in potentially moving up in the firm, or managing a firm of my own one day. ALL STUDENTS ARE REQUIRED TO ASK A QUESTION OF THE SPEAKER AND ENGAGE IN CLASSROOM DISCUSSION. WHAT WAS THE QUESTION YOU PRESENTED TO THE SPEAKER IN CLASS? The question that I asked the panel was “Have you ever been completely burned out in a specific position, and when you got there, did you feel comfortable telling management about it, or did you just deal with it?” Alberto was extremely helpful in replying to my question and was honest when he talked about the “burn out” being a realistic expectation to have. Additionally, they all let me know that if something is making me unhappy, no one will know unless I tell them how I am feeling. I consider open communication a valuable asset in all aspects of life, I guess it was just refreshing to hear that it is equally valued in the workplace. I currently have a friend that recently graduated from Texas Tech that is currently in her position in the work world and is extremely burned out in her position and she does not want to mention it in fear of losing her job or causing tension in the work place between herself and management. I have not experienced this yet, but it was really helpful to hear an outsider perspective on the topic, before this situation does happen to me.

10 YEAR FUTURE VISION

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THRIVE

ARCHITECTS & DESIGN

1O YEAR FUTURE VISION WHAT IS A FUTURE VISION & HOW IS IT OBTAINED? A future vision the determination of what a business will evolve into and has outlined steps as to how the vision can be achieved. A future vision is created by following a systematic plan that has series of factors that need to be considered and addressed for the business goal to be met. The vision is started by describing the firm’s core values, mission and vision. The firm will then evaluate target threats and opportunities within the firm’s market. Additionally, an understanding of the firm’s strengths and weaknesses need to be evaluated and will need to take note of any alternative strategies available. A business model will need to be made, highlighting the differentiations from other market competitors and clear objectives will be identified. To maintain, performance will need to be monitored, as well as decision and training processes that will streamline company initiatives and keep all employees on a standard understanding of firm goals and values. WHO & WHAT WILL THRIVE ARCHITECTS & DESIGN BECOME? THRIVE Architects & Design has a Mission Statement to provide high-quality architecture and design services that will foster strong relationships between the firm and its clients by providing superior customer service. The firm will practice sustainable development and ensure that all design outcomes are produced from an equitable and ethical position. The idea is to follow through with these standards and to ensure that the community and the planet as a whole will have a positive impact. This will result in THRIVE Architects & Design to fulfill its vision to create more than just a building, but an environment where its users can truly flourish in. In order to maintain these high-quality standards, it is important for THRIIVE Architects & Design to implement systems that consistently evaluate firm performance. One of these metrics include SWOT analysis, where the firm will consistently evaluate the firms’ strengths, as well as look for opportunities that are open to the firm. In addition to this, it is equally important to evaluate the threats that could harm the firm, and to analyze what weaknesses may be exposed and could harm the firm’s success and image. An important component of achieving this, is attributed to the training that will take place periodically across the firm. The firm will have small training sessions once a month to instill and refresh on the firms ideologies and goals. Additionally, the firm will pick one value a month, that will be further taught, including having different activities that will take place around a specific value. An example of how THRIVE Architects will ensure vision attainment will be: Sustainability. For the month of January, sustainability will be the value of choice, where luncheons will be held demonstrating different ways that the firm can implement sustainability. This can involve materiality, prior successful precedents as well as leading scientific research. On another note, a luncheon may be held demonstrating the firm’s weak spots in sustainability and will be a teaching moment for the firm. Through these small reminders, the firm is initiating responsibility and a strong vision for the future of the firm.

ETHICS AND EQUITY COMPONENT

viii

RESPONSE 01-READING ETHICS & PROFESSIONALISM BASED ON THE READING, DEFINE PROFESSIONALISM AND DISCUSS THE PLACE OF PROFESSIONALISM IN TODAY’S WORLD. THEN EXPLAIN WHETHER YOU THINK THE AIA 2020 CODE OF CONDUCT RULES HAVE EVOLVED TO ADEQUATELY ADDRESS THE CONCERNS IN THIS ARTICLE? PLEASE REVIEW THE 2007 AND THE 2020 AIA CODE OF ETHICS AND PROFESSIONAL CONDUCT. What is professionalism and where is professionalism in today’s world? Reading “Professional Ethics in Architecture and Responsibilities of Architects towards Humanity” by Hossein Sadri, gave a good insight to what professionalism in today’s world. The reading states, Professionalism is “the social agreement between society and the members of the profession” (Page 88) and “has been an identified and established fact in social structures.” (Page 86) Therefore, professionalism has the opportunity to play a big role in the functioning of society and humanity across a universal spectrum. In order to ensure that each profession is keeping this higher responsibility to humanity, codes of ethics are put in place to “Prove that the profession is committed to higher forms of behavior and strive to sustain the market of the profession.”(Page 88) How a profession sets and follows these ethics keep in alignment the many aspects that society holds, such as the economic and political systems while promoting a set of values that coincides with democracy and equality. Additionally, the reading states, “Professional ethics should support the change of the system and the movements in the direction of new power relationships.” (Page 89) Basically, in an ideal world, the modern usage of professionalism should be a positive ideology for professions in society to push the world into a better place. Analyzing the AIA 2007 and 2020 code of Ethics and Professional Conduct while addressing the AIA 2007 and 2020 Code of Ethics and Professional Conduct, there is a series of six Canons that are more “Broad principles of conduct.” (AIA 2020). Within each Canon there is a series of Ethical Standards that consist of goals that are specific to members and what they should aspire regarding their behavior and professional performance. Then, there are the Rules of Conduct, which if violated results in disciplinary action by the Institute. The AIA 2007 Code of Ethics and Professional Conduct originally had some questionable ethical practices for the profession of architecture. The main issue that the six Canons have, is that there is an emphasis to on protecting the image of the profession, its market share, seek public approval and to gain capitol. Instead, “Professional Ethics should focus on the interests of humanity, rather than professional interests, and the ethics of architecture as well should be developed with a focus on universal values.” (Page 94) Next, when evaluating how the 2007 AIA Code of Ethics and Professional Conduct varies from the new 2020 version. In the first Canon titled, “General Obligations” which primarily includes obligations for the individual of architects and the protection of the market and image of the profession, has an additional rule elaboration on Rule 1.401 which now includes additional persons to which members cannot discriminate against. Additions include the persons caregiver status, and gender identity. There is a new commentary on the 2020 version including what harassment entails. An additional rule is also added, Rule 1.402 that states, “Members shall not engage in conduct involving wanton disregard of the rights of others.” (AIA 2020). In the 2020 update, there is also a new standard, E.S.15, that involves the design for, “Human dignity, and the Health, Safety, and Welfare of the public.” (AIA 2020).

This new ethical standard is an improvement to the code that should be followed because there is the idea of this ethic to hold accountable the profession to design universally for society, not solely for the image of the profession. In 2007, the second Canon, “Obligations to the Public”, the main idea seeks the professions public approval and holds the individual architects accountable, not the profession as a whole. The 2020 Code implemented a new Ethical Standard E.S. 2.4 that mentions Environmental Equity and Justice, further explains the environmental obligations such as: “Access to clean air, water, sunlight and energy for all.” (AIA 2020). The Ethical Standard then me tions, “A built environment that equitably supports human health and well-being and is resitant to climate change; and restoring degraded or depleted natural resources.” (AIA 2020). Additionally added, is Rule 2.401 that discusses the efforts an architect has toward their clients to inform their clients of the environmental impacts and potential environmental consequences their work may cause. Again, the implementation of this Ethical Standard and Rule are for the betterment of society overall. With these additions, the architect is informing the public and ensuring that they are following best practices to enhance the quality of living for both humans, the environment as well as the planet. Looking at Canon lll and lV, there were no changes between the two versions of the document. Canon lll, “Obligations to the Client” motives include, “Competence, avoiding conflict of interest, candor, truthfulness, and confidentiality.” (AIA 2020). This Canon also emphasizes the improvement of the image of the profession. Canon lV, “Obligations to the Profession” mentions the professional obligation that architects should aspire to keep intact the dignity and integrity of the profession. In Canon V, “Obligation to Colleagues” there is an additional rule added, Rule 5.101 that explains that members of the AIA are required to treat their colleagues with mutual respect while also providing an equitable environment. This is also an improvement to this Canon, where previously there was no mention of providing an equitable environment, nor the mutual respect towards other colleagues. Although it is something that should be expected, having it written as an official Rule, sets the standard and the opportunity to have the maximum comfortability in a working environment. When evaluating Canon Vl, right away there is a change in “Obligations to the Environment.” Instead of in 2007 where a member is to simply promote sustainable design, the member as of 2020 is responsible not only to promote, but to implement “Energy and resource conscious design.” (AIA 2020) In addition, there are many changes to the Ethical Standards in Canon Vl. In 2007, there were general titles such as: E.S. 6.1 Sustainable Design, E.S. 6.2 Sustainable Development and E.S. 6.3 Sustainable practices. In 2020 there are now more specific Ethical Standards such as E.S 6.1 Energy Conservation which targets greenhouse gas emissions, E.S. 6.2 Water Use and E.S 6.3 Building materials which focuses on minimizing materials exposed to pollutants and toxins while promoting the health of the environment as well as humans. E.S. 6.2 also mentions the importance to reduce pollution and waste. There are also two added Ethical Standards, E.S. 6.4 Ecosystems which discusses the consideration alongside clients of the impact on the ecosystem and natural habitat, and E.S. 6.5 Climate Change, where the incorporation and “Adaptation strategies with ...

...their clients to anticipate extreme weather events and minimize adverse effects on the environment, economy and public health.” (AIA 2020). Also added is Rule 6.501, which mandates that members need to consider the environmental effects of their project decisions with their clients. These newly added Ethical Standards show a significant increase in the contribution to humanity. The major change that they made in Canon Vl was the added specificity to areas of sustainability that need a higher focus and attention. With the implementation of these standards, it will force the member to take accountability into the areas that need this higher attention. Conclusion Overall, the new 2020 AIA Code of Ethics and Professional Conduct has responded to the criticism it received by incorporating new Ethical Standards and Rules that will help address the professionalism that Architects hold not only to their clients, but to society and humanity in general, proving that Architects are “Sensitive to the ethical responsibilities of all actors and feel responsible for others works as well as their own.”(Page 95) Architecture as a profession seems to still hold ideals to protect its own image, and its market values, but a least the conduct is taking steps to address issues that are deeper in significance and that can make a lasting impact on the world we live in.

Bibliography: Houssein, S. (n.d.). Professional Ethics in Architecture and Responsibilities of Architects towards Humanity. Professional Ethics in Architecture and Responsibilities of Architects towards Humanity, 86-96

RESPONSE 02-DIVERSITY IN THE PROFESSION READ AND CONSIDER EACH OF THE 3 RESOURCES ON INCREASING DIVERSITY IN ARCHITECTURE. IDENTIFY A MAIN CONCERN, A POSITION, OR POINT ABOUT THE READING THAT YOU BELIEVE IS IMPORTANT TO INCREASING DIVERSITY FROM THE THREE CONSIDERATIONS: BARRIERS TO ENTRY, DESIGN-LED SOLUTIONS, FIRM INITIATIVES. IN DETAIL, EXPLAIN THE ASPECT, THE CONTEXT THAT SURROUNDED THE DISCUSSION AND WHY YOU FOUND THIS TO BE INSIGHTFUL, HELPFUL OR INTERESTING? After reading Increasing Diversity in Architecture: Barriers to Entry, Designer Led Solutions, Firm Initiatives, by Alice Liao as well as Future Forward by the AIA, we can begin to understand the cultural and minority struggle in equity throughout the architecture and design industry. The reading, Increasing Diversity and Inclusion in Architecture: Barriers to Entry compares the entire US population by race to the number of minorities by race in the architecture field. It states that AIA members make up “67% white, 2% African American, 5% Hispanic or Latinx, 6% Asian and less than 1% Native American.”i The numbers are low for minority representation within the architecture community, with diversity lacking in all areas of the design industry. To address the root of this, we need to address the main concern with the educational barriers toward getting into architecture school that have led to shallow numbers of minorities entering and being successful in the architecture career field. Some of the educational barriers can include the lack of exposure to the design field at an earlier age. This is important because architecture school is career intensive from Freshman year of college, meaning that a student needs to be aware that they want to be in the design industry the first year of University. Additionally, minority students are combatting the financial costs of an archite ture degree tuition, as well as minimal to low pay internships, which is difficult when a family does not have the means to support a student’s education or internship opportunities. Andrew Phillips of Charter High School for Architecture and Design states, “Students coming from families of affluence that can support unpaid [or low-paying] work have more opportunity.”ii Although Phillips does not mention that the wages of minority families are less, he alludes to this. After doing some additional research, an article titled, Examining the Black-White Wealth Gap from Brookings, a study was done to show the racial disparity between wealth of the two races. The reading states, “At $171,000, the net worth of a typical white family is nearly 10 times greater than that of a black family ($17,150) in 2016.”iii This conclusion further emphasizes the financial concerns that minority families face when thinking about sending their child off to study at a university, or even considering an internship opportunity that could potentially be located in another city. To take a position on this, we must first address the American school system. Looking at the United States Census Bureau, the article Black High School Attainment Nearly on Par with National Average compares that national average of high school attainment in general is at “90.1% with the Black national average reaching 87.9% in 2019.”iv Looking at these numbers, shows great improvement with the race gap closing for educational attainment. In 1940, the national attainment was at 25%, while the Black attainment was at around 5%. Currently, the Black high school attainment gap is closing, giving the minority communities a fair chance in getting equally educated, therefore placed on a more equal playing field when getting accepted to colleges and continued education.

This can be helpful in addition to the current programs such as “Project Pipeline” as well as CHAD (Charter High School for Architecture and Design) that currently is used to prepare under-represented students for college life and beyond, especially in helping students discover their passion for design at an earlier age. Because education achievement through high school is being attained, the major obstacle lies within the opportunity for university funding. Phillips states from CHAD in Increasing Diversity in Architecture: Design-led Solutions, “Most students come from families receiving some sort of welfare, while others are homeless or live in a group home. But they are all wonderful human beings struggling through circumstances that they shouldn’t have to struggle through.”v Additionally, throughout the articles, there is an active effort being made to increase diversity and combat minority exclusion on multiple tiers, including addressing educational concerns as well as incorporating professional programs and groups to formally promote minority groups in the architecture community. Most of these firms and organizational groups (mentioned in the Increasing Diversity in Architecture: Firm Initiatives), such as NOMA (National Organization of Minority Architects) as well as major firms such as Perkins + Will, have taken insider initiatives to account and promote diversity throughout their programs, mostly considering situations of minority individuals who are already in the design industry. However, fewer organizations and firms are focusing on the financial hardship that the individual is facing to overcome and get to college in the first place. Deryl McKissack states, “Financial support and scholarships explicitly aiming to increase diversity are available from several sources, including major firms such as Gensler and Smith Group, and nonprofit organizations, such as ACE Mentor Program of America and AIA/Architects foundation-but they come nowhere close to meeting the need.”vi A major improvement in addressing diversity is giving the minority communities more financial and scholarship opportunities to have a fighting chance at completing a degree in the design and architecture field. Throughout the three articles, the underlying factor is that more funding should be made available for minority demographics to further initiate educational success for students. Overall, architecture and the design industry are heading in the right direction, making active efforts of inclusivity of minority groups, and recognizing the value of combining cultures, races, genders, and ultimately different walks of life to make stronger designs. With active efforts made within the architecture community to increase the diversity, it is only a matter of time before equity is reached within the architecture community as well as other professions in the United States. The article Diversity in Architecture, Designer-Led Solutions states, “Time after time, research has shown us that a diverse workforce increases creativity, productivity, debate and problem solving among companies.”vii The fact that this is a wide realization is progressive and it is only a matter of time before the race gap closes, and we work in a better and improved design environment, where everyone is considered equal. Bibliography: ii Ibid. iii “The Racial Gap in Four-Year High School Graduation Rates.” The Journal of Blacks in Higher Education, March 10, 2020. https://www.jbhe.com/2020/03/the-racial-gap-infour-year-high-school-graduation-rates/. iv Bureau, U.S. Census. “Black High School Attainment Nearly on Par With National Average.” The United States Census Bureau, August 18, 2020. https://www.census.gov/library/stories/2020/06/black-high-school-attainment-nearlyon-par-with-national-average.html. v Liao, Alice. “Increasing Diversity in Architecture: Design-Led Solutions.” Architect, 13 May 2019.

RESPONSE 03-ARCHITECTURE & ETHICS A) HOW DOES THIS RELATE TO YOUR VIEW ABOUT ARCHITECTURE’S ROLE IN SOCIETY? EXPLAIN IN DETAIL. B) WHICH DO YOU BELIEVE IS/ARE CRITICAL TO YOUR MOCK FIRM CORE VALUES? EXPLAIN IN DETAIL. AND, HAS THIS CHANGED YOUR VIEWS ABOUT HOW YOU HAVE STRUCTURED YOUR MOCK FIRM? EXPLAIN IN DETAIL. C) WHAT CONSIDERATIONS, THOUGHTS, CONCERNS, DO YOU HAVE ABOUT THE FUTURE OF OUR PROFESSION AS IT RELATES TO THIS READING TOPIC? EXPLAIN IN DETAIL. After reading Architecture’s Ethical Moment by Thomas Fischer, some of the most integral issues of contemporary architectural practices are brought to light. The three major topics of his book: Licensure, money laundering and the moral foundations of architecture all addressed different, but extremely important subjects that could and should change how architects are conducting their business, as well as the ethical role that architect’s play in our modern society. For the first topic that Fischer discussed, Licensure, it questioned whether Interior Designers should be licensed, and directly pointed at architects stating, “The architectural community as a whole has argued that interior designers should not become a licensed profession.” Interior designers are feeling like there is a turf war against them and this is the reason why the Interior Design profession should be licensed. Even further, the argument expands on the hypocrisy architects are having because interior designers might become a direct competition, because architects do not hesitate to acknowledge the licensure of an eng neer or landscape architect, who work with, rather than potentially against an architect. Morally and ethically, this conversation is completely relevant to have addressing architecture’s role in society. It forces a person to question, what are the actual motives of these architect’s who do not believe that interior designers should not be licensed? Is it really for the competition aspect? Personally, I do believe with licensure there is a heavy amount of risk that an architect or engineer hold that possibly an interior design does not. When the article states, “Interior designers would have to make a case that it would endanger public health, safety, and welfare” I do agree with that. There is a borderline between being certified and being licensed, and liability has a lot to do with it. Secondly, the Money Laundering portion of the reading, Thomas Fischer discusses the ethical obligation that architects should have toward the prevention of dirty money as project development and real estate are known for being some of the easiest ways to launder money. This topic was interesting to read because I can see how architects can actively contribute to money laundering, and how some architects may be contributing without knowing. For one, I do think that it is ethically incorrect to turn away while anything illegal is taking place, money laundering or anything else. However, I am not entirely sure it is the obligation of the architect to ask where the money is coming from. For example, when the article mentions the newly implemented criminal punishment the U.K has placed on architects it states, “The proceeds of Crime Act of 2002 criminalize concealing, failing to disclose, tipping off, or just being involved with a money launderer.” I 100% agree that if you are aware, there should be punishment. For me, the line crosses at “Just being involved with a money launderer.” What if the architect truly does not know? What does “Just being involved” mean?

That is a slippery slope for the position of the architect, who does not need to approve the cash flow of the client in the first place, nor should they have to. It is the job of the bank to approve or not approve loans, and to monitor account patterns that may look suspicious. One way to prevent money laundering today is to only accept form of payment through a medium that is traceable, i.e. no cash payments. In this way, transactions that may be contributing to money laundering would be preventable. Ethically, architects should not be promoting this, and for the architects that are, should be criminalized. The third topic that Thomas Fischer discussed was Moral Foundations, that addressed the necessity to be attentive to the values and prioritizations of other cultures that are integrated into a western society. This includes stepping away from the “formula” that currently almost all homes in The United States are molded after. The reading states, “The reduction of architecture allowed some modernists to make the mistake of assuming that because all people have similar physical and biological needs as human beings, they also all share the same values, goals, and views of the world.” This point really resonated with me in thinking about how I can relate my view of architecture in today’s role in society. In this third point, I completely agree with Fischer. I believe that architects and firms get so wrapped up in the monetary benefits of quick production that there is an assumption that everyone wants the same thing, and that everything can be presented in the same way. If an architect really takes time to listen to the values of their client, they will be able to study and learn about their culture and the very most important aspects of it. This can include the design of a very intimate space which is the home, or even architecture such as an office building. This addresses architecture and globalization, which can be harmful to individual cultures if not addressed purposefully and actively. The article says, “We need to listen carefully, especially when working in cultures different from our own, to what people value and prioritize in their lives and not just about what they need functionally or what the codes allow legally.” Next, learning about all three of the concerns that Thomas Fischer brought up to address the ethics of architecture: Licensure, money laundering as well as moral foundations were extremely valuable to listen to, and will all play a role in structuring my mock firm assignment. However, the two most critical are Licensure and Moral Foundation. Licensure made me realize that other professions are fighting for the right to even have a licensure process. To me, this means that they are potentially feeling undervalued, and maybe even undeserving in the eyes of architects. The statement in the reading proves this when it says, “Architects have claimed that since they already have legal responsibility for the entire building, inside and out, licensing interior designers becomes unnecessary and redundant.” When I create my firm, I want it to be a place that truly values all areas and positions that are included within it. To me, the question is not whether interior designers should have their license or not, but are all positions really being treated equally? In my firm, interior designers are essential parts of the team, and can bring something to the table that architects cannot. An example of this is knowledge of materials, textures, colors, etc. In architecture school, there is only learning about certain materiality, not anything about the interior feelings or ambiance of the details that an interior designer can bring to the table. All team members are needed and have an input in the design to create the best project possible. In my firm, it is not about who has the biggest ego. We are all in this together. Moral Foundation also will be heavily influential to my mock firm assignment. Currently, we live in a world where work, travel, living, etc. can bring a person or family from one side of the world to another.

This includes the merging and exposure to cultures other than my own to the world that I am familiar with. However, as an architect it is extremely important for my firm to implement an ethical standard that closely pays attention to my client and their values in designing an architectural space. The major takeaway from this is to really pay active attention, to go into a first meeting with a client just listening. Getting to know the client, their patterns, their daily practices, study them and then do research. Just because I am the designer, does not mean that I need to jump in right away with a solution. Licensure and Moral Foundations has changed some views that I have about how I have structured my mock firm. For example, when looking at Licensure, and how I want everyone to feel that they are extremely valuable to the team, I can make an improvement to the Owner Vision Statement and Attitude Position. Currently it states: “As the owner of THRIVE Architects & Design, my primary focus is given to my employees. I believe that if I can make the workplace a space where everyone feels welcome and respected, then the work that is produced will be higher grade, leading to happy clients and an over all more holistically designed projects. My goal is to keep the team inspired, so that their passion for architecture and design shows through into the work produced. Included in this is treating everyone equitably, with kindness, and to foster an environment with mutual respect.” What I could add into the statement is something more specific. Instead of saying everyone, I can say everyone within each position. The idea to make all persons of my firm feel valuable and important because they are. Second, when addressing the firm’s philosophy and core values, I mention the importance of “Creating purposeful architecture that individuals can flourish in.” When reanalyzing this, again I can be more specific and refined. The statement can possibly change to “With an emphasis on listening to the clients needs and values, THRIVE Architects and Design will work diligently to create a purposeful architecture that individuals can flourish in.” These examples are a start to further emphasizing the inclusiveness and willingness to work andunderstand a wide array of clients that my firm may come across. Finally, as the future of the architecture profession moves forward, it is refreshing to know that these topics are being discussed and considered as areas for improvement. For example, for a long time, architecture has been designed a certain way, for a certain type of family. When Fischer mentions that architecture needs to “Address what the codes allow legally” shows that it is possible architects are not necessarily ok with what legality may entail and that it is time to incorporate some change. Additionally, Licensure tackles the fact that business has been done in such a way that makes it feel normal to have to pay money laundering fees, without ever having to face additional penalties or even admission of guilt. This makes me question how normal is it that money laundering happens? If architects are no longer turning a blind eye, then who still is? If architects are ethically moving into a new realm of responsibility for the greater good of humanity, I believe that is amazing and I hope to be a part of a world where architects can solve or contribute to solving some of the world’s major problems. I enjoy that architects are analyzing important world ideas, and that the profession is taking time to self-reflect and to realize that it has its faults, including the topics that Fischer mentioned, Licensure, Money Laundering, and Moral Foundation. I do not believe that architects hold the ability to solve all of the world’s problems, but I do believe that it is a major signifier of growth to be able to self-improve as a profession. Bibliography: Fischer, Thomas. “Architecture’s Ethical Moment.” Architect, September 13, 2019. https://www.architectmagazine.com/practice/architectures-ethical-moment_o

WHAT I HAVE LEARNED ABOUT ETHICS IN ARCHITECTURE From the very beginning of the semester, ethics in the architecture profession. Learning about ethics in the profession was something that I was really excited to approach because throughout the prior studies of my education, I have never taken a class that served as a guide and differentiation between what is right and wrong. Most of my life, I have recieved all of my ethical knowledge from my inside my family home and through work experience outside of architecture. Even still, it was general on “How to be a decent person” and not related to how ethics and moral values can be directly reflected in my future career. The Professional Practice course has helped me establish some of the major concerns that architecture faces. Some of these questions include addressing diversity and equity within the work place. After the first assignment regarding the 2007 AIA Code of Conduct vs. the new 2020 Code, it is clear that architecture as a profession is taking a moment of reflection, realizing there areas to improve and is making a statement by updating the code. For the AIA, it seems easy to update, establishing new rules and ethics that need to be followed to be a part of the “club.” For me, this was refreshing to know that changes were being made, but the more concerning issues that arised in my head was regarding the individuals that practice architecture, who are not necessarily involved in the AIA, the professional group that literally provides guidelines to how practice should be conducted. Therefore, what I really took away from the ethics in architecture, involved learning about areas of architecture that I didn’t necessarily know existed, such as money laundering, or the effects of globalization. Some of the situations are not black and white scenarios, but require evaluation to whether a repercussion of my actions of an architect will have a positive or negative affect on the different communities throughout the world. To know that you are involved in money laundering seems like a black and white decision, and when you are involved, you can make a decision that it is wrong. Hence, continuing to be involved means that you are making an ethically wrong decision. However, when it comes to globalization, it takes real evaluation and can be more difficult to come to a conclusion to whether the ramifications of this architecture will hold positive or negative lasting effects to the local people. Learning about ethics in architecture helped me differentiate different scenarios that could arise, and helped me process how they can be handled. Overall, I realized that architecture is a really powerful profession and that it can have lasting effects on the people, as well as on our planet. Just because someone else is doing something does not make it right. Consequences need to be considered through every decision that is made in the profession of architecture, because architecture shapes the physical world that we live in every day. For the profession, I hope that it continues to reflect on itself for areas of improvement, and to maintain a profession that is looked up to and respected by the people in and outside of the architecture career field. For me, I am going to make an effort to be more involved with my community on a local level. Change always starts small, and I am interested to learn more about how I can help and participate in creating this positive change.

CONCLUSION & REFLECTION

CONCLUSION & REFLECTION MY THOUGHTS ON THIS SEMESTER...

Throughout this semester, I have acquired so much knowledge on how a firm runs from a business aspect. From the eyes of an owner starting my own firm, I have learned what it means to organize an architecture firm based off of studying many architecture firm precedents that have similar characteristics to those that I want my firm to portray. I have learned how to develop an organizational structure, creating a hierarchy of work within my firm. I have developed a business model that established my firm philosophy and core va ue, firm size, client types, project types, and my vision and attitude position as an owner. I have evaluated my strengths and weaknesses, market opportunities and threats as well as my position towards them in the architecture industry. I have developed and thoroughly analyzed my firms’ mission and vision statement and further developed my firm’s identity. I have researched and developed a marketing plan and strategy evaluating things such as the external market, the target market, my brand image, as well as how I will network and reach potential clients. Additionally, I have created a marketing team, specifically designed to reach different people, including a business card and a developed website proposal. I have researched and decided on a firm legal structure based on what works best for my firm, learned how to mitigate project risks, as well as write and respond to Requests and Responses for Proposal for a proposed project. I have also researched and am more aware of the multiple firm consultants that play a key role in the architecture projects success, including engineers and contractors, as well as the multiple building and contracting methods. Through this Mock Firm Project, I have evaluated many different possibilities for potential firm ownership opportunities, the negatives, and positives of owning a firm, the importance of brand image, and the legal ramifications and requirements to develop a firm in the modern 21st century, with all of this information extremely valuable as I carry myself forward into my architecture career. HOW HAS THIS SEMESTER PROJECT ENABLED YOU TO UNDERSTAND THE PRACTICE OF ARCHITECTURE? AND HOW DOES THIS BENEFIT YOU AS YOU WORK TOWARDS ENTERING YOUR PROFESSIONAL CAREER?

This semester project has helped me understand the practice of architecture in many ways. Before this project, I had a general idea that somehow architecture firms get clients, and then somehow there is a process that is followed to get a project started, funds are paid, and the building is completed. Having to do this project has answered and filled in the missing gaps with actual business processes that firms follow, step by step to get projects built. The four mock firm projects taught me more about things I have been familiar with, such as the importance to maintain a cohesive brand image. However, I also learned about firm processes that I have never crossed my mind such as the Request and Responses for Proposals. For me, this really put into perspective all of the many aspects that architecture firms need to address to be successful in business. In my professional career, I believe this class is extremely beneficial, because I may not be completely involved in making business decisions for the firm, I will have a foot in the door and another tool in my pocket to understanding what is happening, and why certain decisions are made. This is inclusive in moving throughout the design processes, such as moving from the design development phase to the construction document phase, to realizing why my firm may chose not to take on a certain project. For me, I do not want to be stuck in a certain position with no opportunity for advancement. I believe having some of this knowledge will give me a foot in the door into additional positions in the workplace.

WHAT ASPECTS OF PROFESSIONAL PRACTICE WERE YOU MOST SURPRISED TO LEARN ABOUT AND WHY IS THIS RELEVANT TO YOU?

Professional Practice surprised me in many ways. For me, I was not necessarily surprised by the multi-tasking or time management aspect of the course. However, I was surprised at the time that it takes to develop a cohesive and well thought out business outline, such as what the mock firm projects do. I consider this mock firm project to be a well thought out idea of what I want my firm to be like, and how I want to conduct business. I enjoyed reading about all the different options available, such as researching the firm’s precedents, learning about different marketing strengths and weaknesses, learning the differences between the mission and vision statements etc. However, what was the most difficult part was evaluating what these strengths and differences are for my firm, what was my values, my mission, what did I really want to shape my firm into? Developing my firm’s identity is what took the most time, and that was what was surprising for me. I expected to just pick an idea and to let it manifest itself into my firm, but I spent a lot more time thinking about everything than the time spent conducting the research. Another thing that surprised me about Professional Practice was the amount of guest speakers that were involved in visiting the class. Throughout all of the visitors, I have learned so much in listening to them present their firm and their roles within their firms, but even more in the sort of open dialogue that took place between my peers and the guests. It was extremely helpful to feel that the class was more of a “safe-space” to get all of these “I have always wondered, but do not know anything about” questions out of our system. I feel like when we are in an office setting, there is more of a professionalism that is expected, and less of these individual mentoring sessions that the class provided. So, having the guest speakers for me, was a pleasant surprise that taught me way more than I was expecting to learn. HOW DID THE MOCK FIRM APPROACH HELP YOU TO CONSIDER THE PROFESSION OF ARCHITECTURE AS A PRACTICE – BOTH IN PROJECT MANAGEMENT AND FIRM MANAGEMENT?

The Mock Firm approach helped me consider the profession of architecture as a practice in project management and firm management in a couple different aspects. For one, it made me question if project management/firm management is something that I am even interested in at all as a professional career. I think it fair as an emerging professional to really evaluate what is for me and what career path I want to explore. Do I just want to be in a certain niche such as façade design or sustainability? Do I want to become Principal of a firm someday? Do I really want to own my own firm, which is something I always thought I would do? Do I just want to be in design? Learning about the Project Management roles in architecture, sounds like it does not have much to do with architecture, but rather meeting with clients and handling the business components such as budgets, and spreadsheets, and project schedules and I am not sure I would be interested in taking on that role. Secondly, looking at the project management and firm management side of architecture practice has made me open to more than just one career option in architecture. When evaluating some of my strengths as an individual, I am really strong in a lot of the areas of project and firm management such as, multi-tasking, organization, critical thinking and problem solving that are needed to fulfill these roles in an architecture firm. So for me, learning about project management and firm management has actually made me ask myself more questions than I have been able to find answers for thus far.

WHICH ASPECTS OF PRACTICE ARE OF PARTICULAR INTEREST TO YOU AND HOW MIGHT YOU SEE YOURSELF UNDERSTANDING THESE BETTER IN THE FUTURE?

As mentioned above, I am in an area of my learning that I am exploring what really interests me in architecture. Although I have learned so much in Professional Practice regarding project and firm management, I feel that the only way that I can really find what I want to do is by moving through different positions and roles in the architecture career field. Right now, I am in a mindset where I want to be a “sponge” in learning everything that I can in architecture, and I do not want to have tunnel vision and limit myself down a certain career path. I do know I have always enjoyed being involved in multi-use and master-planned projects as well as urban development projects, but I am completely open to learning more about these specific areas through experience. HOW HAS THIS PROJECT IMPACTED YOUR DESIRE TO OPEN YOUR OWN FIRM ONE DAY (EITHER POSITIVELY OR NEGATIVELY)?

The Mock Firm Project has made me question if opening a firm one day is something that I still want to do. As an older non-traditional student, I must realize that this is my life and opening a firm is a lot of work, that requires a lot of effort and is extremely demanding. I must think about how many hours I want to work and balancing my work life with all the other aspects of my life that also will demand and deserve my attention. However, I have a dream of opening a firm that can have real impact for the community, and a lot of my mock firm assignment is genuine in thought and accurate in how I would want my firm to function as a business entity. I would love to make this dream a reality, especially because I know I have the drive and determination to make my firm successful. One thing that I have realized in creating my Mock Firm is how many people play a role in making these architectural projects meaningful. It is not just about the designers, but the production team and the engineers and the constructors who build the project. After thinking about this, I do think I am still leaning towards opening a firm of my own. I would love to be the owner of a firm where people love to work at, where designs can be created for the community, and for people to truly thrive in. I do not know if I would truly get to live out my dream as an employee in a firm somewhere that does not check all the values and the goals that I have for my firm, that you have seen outlined in the Mock Firm Project. REFLECTING FURTHER

Overall, I believe the Mock Firm Project was a healthy and necessary look into the practice of architecture and more specifically project and firm management. As an emerging professional I have gained a huge amount of knowledge as to how a firm works and am positive many components of what I learned will be applied into my professional career. I am thankful to have gained this experience prior to the workplace, where I can take the time to evaluate my career options and potential areas of interest as I move forward. Additionally, I feel that Professional Practice lives up to its name, in that I have learned a wealth of knowledge regarding what takes place in the work world of architecture. Between the amount of guest speakers and the wide array of architecture positions, the different business components required to be researched and then personalized towards my own firm, has given me an advantage in my career. I feel that as a Master of Architecture student, I want to learn more of this in my education. I feel like this class made me question my morals and goals as a future architect, and made me realize how influential architecture can be in the world that we live in. If anything, it made me more excited about architecture and taking my next steps as a young professional.

CITATIONS

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ARCHITECTS & DESIGN

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ARCHITECTS & DESIGN

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