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8 STEAM IN ACTION – THE A/E OFFICE. Look no further than an A/E office to see why STEAM, an integration of science and art, drives success and innovation. For example, in a single day, the members of our team at CSArch may be practicing and exploring: Earth science: ❚ ❚ Measuring where the sun will rise and set, regional weather and wind patterns, and more so we can refine site selection and design lighting and heating systems ❚ ❚ Studying geothermal properties to assess opportunities to capitalize on the earth’s heat to optimize energy usage Design: ❚ ❚ Conceptualizing the massing and shape of a new building or addition ❚ ❚ Drawing, sketching, or illustrating a new façade for a historic building ❚ ❚ Brainstorming the right combination of materials, textures, color, furniture, and more to create a space conducive to evolving human needs RANDY COLLINS, from page 5 “STEM is important and we can’t ignore this. But we’re remiss to think that architecture as we know it can survive without advocacy for the arts.” Social sciences: ❚ ❚ Integrating lessons in cultural anthropology, psychology, so- ciology, and more to make sure doors can be found, stairs can be climbed, and rooms feel comfortable and welcoming Computer/information technology: ❚ ❚ Using software such as AutoCAD, Revit, and BIM to bring concepts to life for clients and their stakeholders ❚ ❚ Implementing an array of digital project management, time management, collaboration tools and more to help the entire team communicate and work together

Performance: ❚ ❚ Presenting to a school board, advocating for our solutions, and demonstrating the value of the project ❚ ❚ Speaking on a panel, sharing our expertise to help move our industry forward ❚ ❚ Hosting a lunch-and-learn event for our staff, creating an ex- perience to help the team grow personally and professionally “To move us all forward, we need both the arts and sciences. Changing STEM to STEAM (including the arts) is essential to business, our economy, and our profession.” Math/finance: ❚ ❚ Calculating the cost of a current project, or helping a client understand what future projects and ongoing development may entail Writing: ❚ ❚ Generating reports to communicate concepts, details, and specifications for a project. ❚ ❚ Composing copy for proposals so prospective clients under- stand our value and abilities ❚ ❚ Developing case studies, articles, or marketing materials to share our work with others WHAT’S ARCHITECTURE WITHOUT THE ARTS? Music programs can’t maintain their instruments. Theater courses have lost their stage to perform. Drawings and handwritten letters are becoming things of the past. STEM is important and we can’t ignore this. But we’re remiss to think that architecture as we know it can survive without advocacy for the arts. With a simple inclusion of the letter A in the push for STEM, we could make all the difference for the future of our profession. RANDY COLLINS is president and founding principal of CSArch. He can be reached at rcollins@csarchpc.com in terms of both internal and external development. Look- ing beyond 18 months is more difficult, but I remain opti- mistic about the ability of a well-managed firm to navigate changes in market conditions. As for market conditions, our firm is focused on California and I envision that the Cal- ifornia market will remain strong due to the need for infra- structure upgrades, forecasted population growth, and land use changes driven by large scale changes in the transporta- tion systems. “Maintaining a great workplace culture during the inherent change caused by firm growth and keeping up with internal infrastructure needs are two of the greatest challenges that we have faced.”

CONFERENCE CALL, from page 7

partially-driven, by our continual commitment to improv- ing our practice, cultivating an outstanding workplace, and developing strong professional relationships with our team. Our organic growth is fueled by our commitment to a healthy professional business culture. TZL: What’s the greatest challenge presented by growth? MG: Maintaining a great workplace culture during the in- herent change caused by firm growth and keeping up with internal infrastructure needs are two of the greatest chal- lenges that we have faced. TZL: What’s your prediction for 2017 and for the next five years? MG: 2017 is looking to be another strong year for the firm

THE ZWEIG LETTER February 27, 2017, ISSUE 1189

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