Guides For Equitable Practice - AIA Professional
Guidesfor EquitablePracticeGuides for understanding and building equityin the architecture professionFIRST EDITIONPART I – RELEASED NOVEMBER, 2018The University of Minnesota for the AmericanInstitute of Architects Equity and the Future ofArchitecture Committee
ColophonPublisherUniversity of MinnesotaCopyright2018, American Institute of Architects (AIA)AuthorsPrimary Author and Researcher · Andrea J. Johnson, AIA,NCARB, LEED AP, NOMAProject Manager · Renée Cheng, FAIA, NCARB, NOMAResearch Manager and Facilitator · Nancy Alexander,MBA, MA, CMF, AIA National Allied MemberResearch Assistant · Cozy HannulaGraphicsGraphic Design · Vadim GershmanDiagrams · Vadim Gershman & Andrea J. JohnsonCopy EditorLinda LeeAIA Equity and the Future of Architecture (EQFA)Steering GroupEmily Grandstaff-Rice, FAIAAnnelise Pitts, AIAKaren Williams, AIAAIA EQFA Committee2018Keshika De Saram, Assoc. AIAKimberly Dowdell, AIA, NOMAEmily Grandstaff-Rice, FAIA, ChairDan Hart, FAIAJana S. Itzen, AIADonna Kacmar, FAIABryan Lee Jr., Assoc. AIABetsy del Monte, FAIAAnnelise Pitts, AIARosa Sheng, FAIAKaren Williams, AIA2017Gabrielle Bullock, FAIAGreg Burke, FAIABryan Hudson, AIA, NOMAChere LeClair, AIATania Salgado, AIASteven White, AIAAdvisors/Focus GroupAnonymous (2)Tamarah Begay, AIA, AICAEMeg BrownCarrie E. Byles, FAIA, LEED BD CFilo Castore, AIAAlejandra Cervantes, Assoc. AIAAngella DariahKeshika De Saram, AIAS, Assoc. AIAHelene Combs Dreiling, FAIA, 2014 AIA PresidentJames Garrett Jr. AIA, NOMABethany Lundell Garver, AIA, NCARBYen Ha, AIA, LEED APNajeeb Hameen, Assoc. AIA, NOMADiane Reicher Jacobs, AIAKimber Leblicq, Managing Director, AIA SeattleEvelyn M. Lee, AIAMark R. LePage, AIAMichael Malone, FAIAAlec MulgraveVini Nathan, PhDRashida Ng, RATrina Olson, Team Dynamics LLCLarry Paschall, AIASuzanne Pennasilico, SPHRBen Ptacek, AIA, LEED APNatividad Soto, FAIA, LEED AP BD CJason Takeuchi, AIA, NCARBCarole Wedge, FAIA, LEED APAnne WeisbergJennie Cannon West, AIA, LEED AP BD CJoan WilliamsAcknowledgmentsThe Guides for Equitable Practice are funded andsupported by the AIA as a sponsored research projectthrough the University of Minnesota and Universityof Washington. In addition to these institutions, theresearch team would like to acknowledge several groupsand individuals who contributed to the project. Theproject is deeply indebted to the work and leadership ofthe AIA Equity and Future of Architecture Committee,Damon Leverett, AIA, Managing Director of WorkforceDevelopment and Strategy for the AIA, the AIA ProjectManagement Team, AIA Equity Commission, and AIAleadership. The project was further informed by therelated work of the Parlour Guides to Equitable Practiceteam of Australia and Equity by Design. We are thankfulfor the expertise of our advisors, the time and candor offocus group interviewees, and the excellent questionsand insights of our many reviewers.
GuidesPART I0 Introduction1 Intercultural Competence2 Workplace Culture3 CompensationPART II4 Recruitment & Retention5 Negotiation6 Building RelationshipsPART III7 Managing a Career8 Engaging Communities9 Assessing & MeasuringThe Guides for Equitable Practice(the Guides) are nine independentguides and an introduction. The 2018–19first edition of the Guides is releasedin three parts.
ForewordIncreasingly, architects will be called to lead efforts in finding solutions to many of oursociety’s most pressing issues. To successfully meet these challenges, as well as theunknown challenges ahead, we must have the talent, passion, and creativity of a diversecohort of students, professionals, and leaders.I am pleased to present the Guides for Equitable Practice, done in partnership withthe University of Minnesota and the American Institute of Architects’ Equity and theFuture of Architecture Committee (EQFA). The Guides are a vital part of AIA’s long-termcommitment to leading efforts to ensure that the profession of architecture is as diverseas the nation we serve. These Guides are an essential step toward that end. Eachincludes real-world-derived best practices, relevant research, and other tools to help youaddress a variety of employment and personnel issues about equity, diversity,and inclusion.Broadly, these Guides will help you make the business and professional case for ensuringthat your organization meets the career development, professional environment, andcultural awareness expectations of current and future employees and clients. Ultimately,we hope that these Guides will shape our shared goal of a more diverse, inclusive, andequitable profession for all without regard to race, gender, sexual orientation or identity,or socioeconomic background. It is EQFA’s intent to encourage an ongoing, meaningful,and productive dialogue among all members about how best to realize the mostinclusive, equitable, and diverse future for the profession of architecture.— Emily Grandstaff Rice, FAIAChair, Equity and Future of Architecture Committee
0GUIDE 0IntroductionKEY ypracticeprofessionresearchsocioeconomicsThe need for achieving equitable practices in the architectureprofession is increasingly clear. Yet knowing the issues at handand how people are affected by them, how to define positiveoutcomes, and how to turn intent into action can be challenging.The guides provide individuals, firms, and groups a way tosupport informed discussion and concrete next steps.This introduction outlines the goals, context, methodology, content, framework, and coreconcepts of the guides as well as key ideas on how to start.The University of Minnesota for the AmericanInstitute of Architects Equity and the Future ofArchitecture Committee
0.02GUIDE 0 * INTRODUCTIONWHAT IS IT?What are the Guidesfor Equitable Practice?The Guides for Equitable Practice areone component of a broad commitmentby the American Institute of Architects(AIA) to overcome inequities and advancethe profession, the careers of individualarchitects, and the quality of the builtenvironment by creating more diverse,inclusive, and equitable workplaces andinteractions.The individual guides meet needs identified by theAIA and its constituents in the context of increasednational attention to issues of diversity, inclusion, andequity. Some aspects of American culture have radicallyevolved in the past decade: for instance, legalizationof single-sex marriage and recognition of nonbinarygenders. In architecture, specifically, universal designmandates inclusionary principles reinforced by codesand regulations. However, persistent gender pay gaps aswell as racial disparities evident in school achievementand in health outcomes, for example, make it clear thatmany aspects of culture have not changed. Increasingly,corporations have connected their own diversity andinclusion efforts to ethical reputation and increasedmarket share. Even more importantly, research showingimproved decision-making and creativity by diverse teamshas increased attention on how people’s differences canbe leveraged to increase performance.The AIA has long anchored the profession with policiesand resources on ethics and practices, and it was logicalthat the Institute would sponsor the development ofurgently needed guidance at this time. Many recentresources on diversity, inclusion, and equity, while not allarchitecture specific, are extremely valuable to anyoneworking in or leading the architectural profession. Theseguides augment those resources, translating relevantresearch to actionable practices that can be used inthe profession.CONTEXTThe Guides for Equitable Practice emerged from a seriesof AIA resolutions responding to growing awarenessof equity issues in the architecture profession and theneed for greater understanding of ways to improve thearchitecture community.In 2015, the AIA board ratified Resolution 15-1: Equity inArchitecture, which was passed by member delegatesat the National Convention, calling for “women andmen to realize the goal of equitable practice in orderto retain talent, advance the architecture profession,and communicate the value of design in society.”1 Theresolution called for the establishment of a Commissionon Equity in Architecture, which in 2017 released fiveareas of focus with eleven priority recommendationsfor “expanding and strengthening the profession’scommitment to equity, diversity, and inclusion inevery practice,” to be implemented by the AIA overthe following three years.2 The Equity and Future ofArchitecture Committee (EQFA) launched in 2017to implement the recommendations and supportrelated initiatives. To begin addressing the fourthrecommendation, “Create guides for equitable, diverse,and inclusive practice,” the EQFA developed the list oftopics for the guides. In 2018, the AIA issued a requestfor proposals to develop the guides and selected theresearch team based at the University of Minnesota.APPROACHThe AIA selected our research team to create theseguides for the AIA EQFA committee, which establishedthe basic structure of topics after looking at theAustralian Parlour Guides to Equitable Practice as amodel. Working with AIA leadership, EQFA members,expert consultants, and other interested parties, theresearch team led the research, design, and writing ofthese guides. The views expressed, while reflective of thewide range of perspectives, are our own.We believe architects seek to practice equitably whilealso harnessing the power of inclusive decision-makingin their work. Translating these goals into reality can bedifficult. Therefore, the guides intend to share knowledge,generate discussion, deepen self-awareness, andsupport organizational discovery and change arounddiscernible and nameable concepts—thereby advancingthe architectural profession to become more equitable
0.03GUIDE 0 * INTRODUCTIONand inclusive, more effectively serving our communitiesand clients. We understand that many of the topics arecomplex and sometimes discussed in politically chargedterms. While not ignoring public discourse, the premiseof these guides is that there is nothing radical about fullyvaluing the contributions of people who have identitiesdifferent from yours.It was important to include in the guides both theindividual level and the system level, since addressing onewithout awareness of the other is ineffective in the longrun. To fully utilize the guides, we offer the reader fourdifferent frames through which to understand the topicsand issues: internalized (for the individual), interpersonal(working with others), institutional (within institutions andsystems of power), and structural (between institutionsand across society).3 While readers may believe theiragency is limited to what they can do for themselves ortheir firms, in reading these guides, additional pathwaysfor influencing change may become apparent.AUDIENCEThe guides are intended for individuals, firms, and otherorganizations within the architectural community.Though the antecedents to these guides (particularly,AIA, Parlour Guides and Equity by Design’s research)were primarily gender focused, as is much of currentresearch, the AIA’s intent was that the guides shoulddefine differences broadly. Therefore, the guides includethe range of identities in the profession and address theimportance of acknowledging, valuing, and benefittingfrom the differences between them. We emphasize dataabout people of color and women since the research ondiscrimination against these groups in the workplace issubstantial. At the same time, there is growing awarenessand research on issues around other identities, such asgender identity and expression, sexual orientation, socialclass, age, and disability. For clarity, we specify whereresearch findings are gender-specific or otherwise, andin order to start recognizing and naming differences, weuse the contributors’ preferred pronouns and identities inquotes and stories.Each guide opens with an introduction that defines coretopics and helps develop readers’ shared understandingof them. It then presents information through severallenses to connect to readers at different stages of theircareers and levels of development around these topics.Recognizing that people and groups can share similargoals but prefer different means to achieve them, wehope that the guides provide readers a resource tobetter learn and practice what moves you and yourorganizational culture forward in ways that support yourvalues-, mission-, and vision-driven efforts.WHAT IS IT?METHODOLOGYIn regular dialogue with an EQFA project managementteam, the researchers developed the outlines and draftsvia a thorough review of industry-wide surveys, academicresearch, and qualitative perspectives from a diversegroup of architects and others. The team consultedseveral experts on the professional workplace, includingJoan Williams, founder of the Women’s Leadership Edge,who produced some of the resources cited in the guides.To gain a broader view of experiences and needs relatedto equity in the profession, and for related quotes andstories, the research team interviewed twenty-four peoplein-depth—half invited by AIA and half by the researchteam. Men and women, representing a range of race/ethnicities, ages, geographic locations, practice types,and career experiences, were asked about their ownexperiences with equity in the profession, changes theythink are needed, and how the guides could be mostuseful. The team also held a workshop at the AIA 2018Conference on Architecture during which draft content ofthe guides provided the basis for discussion and feedback.Drafts were reviewed by the AIA staff, legal counsel,members of the EQFA committee, interviewees, focusgroups from a component chapter (AIA Minnesota) andUniversity of Minnesota School of Architecture students,and experts in diversity, equity, and inclusion researchand training. Feedback from reviewers helped to shapethe tenor, level of detail, content, and graphic style andformat of the guides.
0.040GUIDE 0 * INTRODUCTIONWHAT IS IT?GUIDE COVERWHAT IS IT?WHY IS ITIMPORTANT?WHAT DOES IT LOOKLIKE?establishes the subject,key topics, and scopediscusses the purpose,context, concepts,diagrams, and goalspresents the majorimpacts on individuals,firms, and the professionoutlines what appearswhen a group workstoward the guidespecific equity goalsCOMPLIANCEASSESSACTCONSIDERintroduces legal andregulatory informationoffers questions tostructure dialogueat different stages ofdevelopmentdetails recommendationsfor action for individuals,firms, and the professionshares perspectives oncommon issues withquestions to frame andprompt discussion0.00RESOURCESNOTEScollects selected books,articles,websites,books,andcollects selectedtools relatedto topicarticles,websites,andareas related to topictoolsareasprovides comments andcitations for researchsourcesHOW TO USE THE GUIDESThe Guides for Equitable Practiceinclude this introduction plusnine independent guides, which arestructured consistently.Within each guide, the sections canbe read in sequence or discretelyand can be extracted or rearrangedas needed.ChapterSectionGendae sus moluptaerepersper ferero omnisdolorei cienisinimeatquibusam, omnimus,commollent vit dolorrum hilipsandae odi omnis et autvid que pererae con remquam fugianisNAVIGATIONshows guide subject,section, and pagenumberQUOTEShighlight individualexperiences andencourage reflection onrelated content01 2345 6 7 8 reCompensationRecruitment& RetentionNegotiationBuildingRelationshipsManaginga CareerEngagingCommunitiesAssessing& Measuring
0.05GUIDE 0 * INTRODUCTIONWHAT IS IT?What is equitable practice?Our profession can help create a levelplaying field for all by setting goals andtaking actions that undo the structures andsystems that place higher value on somepeople than others and that currentlymake the field inaccessible, uneven, andbarrier filled. Diversity, inclusion, andequity are the three primary drivers that,together, can improve the field for all.Since people use the terms differently andsometimes interchangeably, we describethem here to establish shared meaningsand interrelationships as you read and usethe guides.DIVERSITYIn the context of the workplace, diversity is neitherinherently positive nor negative; it means that there isa mix of kinds of people present. It often implies thatdifferences are categorized through identity markers,such as gender, gender identity, sexual orientation,race, color, religion, national origin, age, and disability,which have been a factor in a group’s marginalization,and have thus placed them in legally protected classes.People, of course, are much more than mere categories,and there are many types of characteristics that couldmake a difference in the workplace. Yet it is likely thata group of people with the same identity markers willbe limited in the perspectives they can bring to findingcreative solutions and how well they can work with andserve others outside their group. On the other hand, ifa diverse group of employees has not learned how touse their differences and mutually adapt their thinkingand behavior to reach shared goals, then the “value” orbenefits of their diversity will be difficult to attain.INCLUSIONInclusion in the workplace means creating anenvironment in which everyone is welcomed, respected,supported, and valued. These guides stress that inclusionis more than simply being at the table—it means thatthose present at the table are able to equally contributeto discussions and decision-making and have the abilityto help change systems. And importantly, no one hasmore or less power because of a difference in identity.Yet inclusion can be tricky. People who are differentfrom the workplace norm may minimize or downplaytheir differences in order to get along within the group,putting stress on those individuals and limiting the valuetheir differences could bring to the work. Conversely, ifpeople bring forward their differences and the group hasnot learned how to work effectively across differences,there will also be increased stress possibly leading todiminished outcomes. Inclusion cannot happen if aperson must assimilate into the workplace culture, sincethe potential value of their differences is lost. Therefore,inclusion relies on mutual adaptation through whichdifferences are embraced and negotiated. It is at thispoint that diversity can begin to drive superior outcomes.“The profession is limited by the people whoare seeking to become engaged in it, the peoplewho are getting architecture degrees. It’s moreimportant than ever that we work together inbroadening that spectrum.”Director, Business Owner,Sole Practitioner, and Educator,White, Female, 38
0.06GUIDE 0 * INTRODUCTIONEQUITYEquity means a condition is level and impartial. Buildingequity in the workplace involves acknowledging thatmany aspects of our society are built on an unevenplaying field and in recognizing the inherent powerdifferentials that have resulted in disparate treatmentbased on identity. A variety of solutions help identify anddismantle barriers to inclusion for people with differentidentities—there is no one-size-fits-all approach. Workingto guarantee equitable treatment, access, opportunity,and advancement means identifying and eliminatingbarriers that have disadvantaged some groups.Addressing the question of whether to focus on achievingequity or equality for people in the profession, the guidessupport the view that equity is necessary to replaceour current imperfect frameworks, and equality is anideal condition, not yet achieved, that drives our goalsand efforts.“We want to make architecture an equitableplace of study and practice because of thediversity of the world and cities, and we wantthe same voices of our clients to be withinour firms.”Professor, Administrator, and Architect,Black, Female, 40sWHAT IS IT?
0.07GUIDE 0 * INTRODUCTIONWHY IS IT IMPORTANT?Why is equitable practiceimportant?The cases to be made for equitablepractice—moral, business, ethical,professional, and societal—all rely onbolstering practices that are inclusive ofdifferences and equitable in approach,process, and effect. Each case may becompelling to different people and usefulfor motivating change within differentaudiences and situations. Consequently,understanding all of the cases can helpbuild consensus in groups where manyviewpoints are present.Moral Case · Diversity, equity, and inclusion are oftenembraced as “doing the right thing.” This frame can bepowerful in communicating the sincerity of a person’sor firm’s motives for equity work and also for spurringan individual or group toward gaining more insightinto issues and learning how best to act. But the moralcase on its own is not enough, and if not used withinan equitable framework can lead to biased decisions.How do we decide what is “right”? What do we do if wehave to choose between two mutually exclusive thingsthat both seem “right”? Moral reasoning is difficult toextricate from social norms, and therefore, sometimeseven well-intentioned actions could lead to aninequitable practice.Business Case · The business case for diversity is apowerful driver for firm leaders. First, because diversityis becoming more prevalent both within and outsideof the workplace, managing diversity poorly can becostly. Second, businesses with personnel who reflectthe diversity of their market will have a competitiveadvantage in both marketing and quality of clientservice. Third, harnessing the value of diversity is aclear strategy for improving the economic growth of abusiness by increasing organizational outcomes relatedto effectiveness, performance, and innovation, such aslowered costs, increased revenue, and greater creativity.Framing a firm’s commitment to diversity solely ineconomic terms can open the door to behavior thatfavors profit over people and may signal to employeesthat diversity efforts are disingenuous.4 Therefore, thebusiness case for diversity depends on a well-roundedand well-managed inclusive and equitable practice.Employees, managers, and leaders need the awareness,abilities, and support to achieve it, underpinned by anagreement among senior leaders that the benefits areworth the investment.“When you employ or manage people,you have an inherent power over those people.When people are looking to youfor their livelihood and what certain activitiesmean to them, you as an employer and aprofessional have a real responsibility to knowwhat your role is and act appropriately. Youhave the welfare of people at the root of yourprofessional practice.”Firm Founder and Principal,White, Male, 60Ethical Case · The ethical case for diversity is built onthe premise that most people value fairness and justice:Everyone should have the opportunity to enter and workwithin the profession. Those practicing in architectureshould have access to the same opportunities and bevalued for the quality of their work. The professionshould serve society fairly. Employees who value fairnesscare about the commitment of their organization toemployees, the greater community, and the environment,and when people perceive unfairness or discrimination,their loyalty to an organization diminishes. On the other
0.08GUIDE 0 * INTRODUCTIONhand, when individuals perceive that their organization’svalues are congruent with their own values and that itsupports their well-being, they are more likely to want tobe part of that organization and contribute to achievingdiversity, equity, and inclusion goals.5Professional Case · The professional case rests on thebelief that we should and can make our profession betterthrough diversity, equity, and inclusion. If we do, we canexpect a larger and more diverse pool of talent and cansupport more creativity within our work and therebyimprove the quality of the built environment for morepeople, clarify the perception and value of the profession,spur economic growth, and increase the ability of theprofession to address and adapt to new challenges.Societal Case · The impacts of inequitable practiceswithin society are vast, and the contributing factorsnumerous, making those practices feel difficult to tackleas individuals or even as a profession. Even so, we dohave the knowledge and power to take steps towarddiversity, equity, and inclusion that bring immediatebenefit for individuals and groups and which will lead togreater positive institutional and structural change withinand beyond our profession.WHY IS IT IMPORTANT?
GUIDE 0 * INTRODUCTION0.09ActHere are some key ideas to help you get started buildingequity in architecture, for use as a reference to makeconnections between the more detailed information andrecommendations outlined in each guide. Individuals,managers, firms, organizations—we are all in thistogether! Understand what best motivates you to improveequitable practices in architecture. Focus on self-awareness of your own culturalpatterns and biases. Increase your capacity to acknowledge, value,and work effectively with people who are differentfrom you. Try shifting your perspective or frame to test outthinking about issues in new ways. Develop goals for your career, and work with othersto plan steps to reach them. Pay attention to common barriers in the professionthat might apply to you, and learn how to avoid,navigate, or reduce them. Learn what it takes to contribute to a positiveworkplace culture. Be an advocate for yourself and for others. Commit to the prevention of harassment anddiscrimination in the workplace. Know your rights and responsibilities as an individualand employer. Define and share your organization’s core missionand values. Understand the dominant cultural patterns of yourfirm and whether they are hurting or helping yourdiversity, equity, and inclusion goals. Develop and communicate equitable policies,protocols, and practices. Invest in and train managers to develop knowledgeand skills to support diverse employees. Question, audit, and correct unfair practices. Make development opportunities available to allemployees. Avoid making assumptions about what others arethinking, what they want, or what their motivationsare—ask and listen! Seek mentorship and sponsorship and providethem for everyone within, entering, and interested inthe profession. Actively reach out to other practitioners and groupsto discuss diversity, equity, and inclusion goals. Share stories, resources, and knowledge.ACT
0.10GUIDE 0 * INTRODUCTIONRESOURCESResourcesARCHITECTURAL PROFESSIONDIVERSITYDesigning for Diversity: Gender, Race, and Ethnicityin the Architectural Profession – Kathryn H. Anthony(2001)Surveys and interviews of four hundred architectslooking at factors that lead to discriminationand how lack of diversity hurts the professions.Recommendations for ways to change. This is a keyfoundational text that remains relevant today.American Association of People with nt/The work of this advocacy organization includesinformation and resources on employment.Diversity in the Profession of Architecture – AIA re.pdfSummary of a survey that examined diversity inarchitecture, including perceptions of representation,factors impacting representation, reasons people leavethe field, and job satisfaction.Equity by Design Metrics: Key Findings from the 2016Equity in Architecture Survey – Equity by Design ure-surveySummary of findings from the most recent Equityby Design’s Equity in Architecture Survey, focusingon career dynamics (factors that affect perceptionsthroughout a career in architecture) and career pinchpoints (personal and professional milestones that affectcareer progression).Parlour Guides to Equitable Practice – Parlour ds/2014/05/Guide0-Introduction2.pdfA set of eleven guides to equitable practice focusingon gender equality in architecture in Australia: 1) PayEquity, 2) Long Hours, 3) Part-Time Work, 4) Flexibility,5) Recruitment, 6) Career Progression, 7) Negotiation,8) Career Break, 9) Leadership, 10) Mentoring,11) Registration.Structural Inequality: Black Architects in the UnitedStates – Victoria Kaplan (2006)Voices of twenty Black architects describing lifelongdiscrimination, marginalization, and pervasive racismin the profession, as well as their ways of navigating.Book addresses larger structural issues in architecturethat currently make disadvantage inevitable.Diversity Matters – Vivian Hunt, Dennis Layton, andSara Prince – McKinsey (2015)https://www.mckinsey.com/ %20matters.ashxBusiness case draws connection between diversity,performance, and increased profitability.How to Get Men Involved with Gender Parity Initiatives– Elad N. Sherf and Subra Tangirala – HBR ved-withgender-parity-initiativesAsserts that men avoid involvement in gender-parityefforts, although they have relevant experience and canbenefit directly; encourages positive, supportiveaction. Broadly applicable to the creation of equityinitiatives that include stakeholders beyond those mostdirectly affected.Only Skin Deep: Re-Examining the Business Case forDiversity – Deloitte Point of View (2011)https://www.ced.org/pdf/Deloitte - Only Skin Deep.pdfAimed at organizations interested in the business casefor diversity. Expands the demographic definition ofdiversity to include the diversity of ideas that comesfrom multiple backgrounds and experiences.Out and Equal Workplace Advocateshttp://www.outandequal.orgNonprofit dedicated to LGBTQ workplace equality.Fact sheet · http://outandequal.org/2017-workpla
Graphic Design · Vadim Gershman Diagrams · Vadim Gershman & Andrea J. Johnson Copy Editor Linda Lee AIA Equity and the Future of Architecture (EQFA) Steering Group Emily Grandstaff-Rice, FAIA Annelise Pitts, AIA Karen Williams, AIA AIA EQFA Committee 2018 Keshika De Saram, Assoc. AIA Kimberly Dowdell, AIA, NOMA Emily Grandstaff-Rice, FAIA, Chair
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Equity in Architecture Survey. The AIA Guides to Equitable Practice establish five cases for equity in architecture: moral, ethical, business, professional, and societal.2 Independent of 1. Wilkins, "It's Time for Architects to Accept Responsibility." 2. AIA Equity and Future of Architecture Committee, "Guides for Equitable Prac-tice."
Departemen Kebijakan dan Manajemen Kesehatan Nama Mata Kuliah : Koding Klasifikasi dan Terminologi Kesehatan Kode : KUI 7811 Kredit : 2 SKS Status Mata Kuliah : Pilihan Semester : III SESI KELAS MATA KULIAH Hari : Lihat Jadwal Waktu : Lihat Jadwal Lokasi : Lihat Jadwal PENGAMPU MATA KULIAH (K OORDINATOR) Prof. dr Hari Kusnanto, DrPH NIDN : 0012115304 Email : harikusnanto@yahoo.com Telp .
