Shore Point Architecture Staff

Over the past few years, the field has received a growing amount of attention that has highlighted long-standing labor issues within the architecture industry, ranging from unsustainable pay models to unwelcoming work environments. Looking for an alternative, the Architecture Lobby created the Just Design Initiative, which recognizes fair labor practices in architecture. Beginning with nominations submitted by employees, and followed by an evaluation process, the team looked at practices that can serve as models of a new status quo within the profession. 

Archinect has teamed up with the Just Design crew to profile firms across the country that meet the initiative's standards. Whether it is a family-friendly work schedule or a health coverage plan that goes above and beyond, the series spotlights practices that honor the basic rights of their employees and can serve as exemplary models of what should become standard for the field.

Flexibility is Key

Founded in 2001 by Stephen Carlidge, Shore Point Architecture is a firm that embodies the ideals and values of a truly “family-friendly” practice. Before founding the firm, Carlidge worked for 10 years as an associate principal at a 160-person office, and then spent 14-years working as a partner at a 400-person firm. With his current team numbering eight people, he has opened himself up to larger possibilities for flexibility and one-on-one project attention. “I want to be directly involved with the clients and projects. If we get bigger, then I won't be able to do that,” he explained as he elaborated on the importance of providing quality work to each of his clients.

“Because we are small, I can allow people to be flexible,” Carlidge says. His policy focuses on the prioritization of his team members and their lives outside of the office. “I tell the [team] that whenever there is a family matter, they just need to let me know what’s going on so I know where they are, and they can come and go as they please. While we have set work hours, on any given day, people can leave early if they need to,” he expressed.

Trust is Foundational

There is an element of trust amongst the team at Shore Point. Team members understand what work they are responsible for, and the firm's leadership trusts each person to complete that work. This requires a level of maturity that Carlidge is proud to have represented within his team. Hiring quality people is a top priority for the dynamic leader, while the presence of quality among the employees facilitates the degree of freedom he provides his staff. For example, Shore Point has no limit on sick time; If someone is sick, Carlidge says, then they will not be docked pay if they need to stay home. The same is true for someone with a sick child, if they need to work from home that day from a laptop, it’s not a problem. 

The team is encouraged to pursue personal extracurriculars outside of work. “We have a guy who teaches tennis during the week, so he comes in 45 minutes early and leaves 45 minutes early. We have someone else who leaves at 4 pm every day to pick up her children,” Carlidge explained. As long as everyone more or less works around the core office hours, there is flexibility. And if there is a tight deadline and extra time is put in, there are opportunities for additional time off to compensate. So, if someone puts in an extra eight hours, for example, they could have an extra day off or enjoy a three day weekend. Fairness looms as the guiding principle at Shore Point Architecture.

Investing In Your Team

Naturally, an awesome work culture attracts high-level talent and capitalizes on the retention success of the practice. Carlidge values his team immensely and doesn’t just leave that recognition at words. The firm pays for 100-percent of the senior staff’s health coverage, including for their families, which is a huge undertaking for a small practice. For non-senior staff, 50-percent of the coverage is taken care of regardless of the level of coverage. So, if an employee wants a platinum-level option or a bronze-level option, the same contribution from the company applies.

Additionally, the staff is fully supported in their pursuit of licensure and other forms of professional development. “Anyone taking the ARE, I allow time off without docking any pay. One associate takes a day off before the exams and she is paid for that day off,” Carlidge says. And when the firm has a good year, bonuses are distributed throughout the team, solidifying a true sharing economy that rewards the work of the group instead of simply lining the pockets of a few owners. Carlidge’s top priority lies in supporting his team, helping them be the best they can be, and putting his money where his mouth is. There is no doubt that the success the firm has seen with its repeat clients is a result of an empowered and valued team.

It’s In The Culture

“I think we have a reputation, because this is a friendly and accommodating place to work, and people want to work in that environment. I have worked in other environments, and it is not fun,” Carlidge expressed, speaking to the scores of people who desire to work at the office. Going to work does not have to be a dreadful experience. As we see with Shore Point Architecture, great work, fulfillment, and job satisfaction can coexist in architecture. It just takes a leader and an office culture willing to stay true to its values. Shore Point has built a culture that values its people, their livelihood, personal development, and wellbeing. The future looks bright for the small dynamic practice.