News & Events

//byline Scott TerrellDirector of Government Relations, AIA California AIA California Finalizes 2025 Legislative Bill Positions The AIA California Board of Directors routinely reviews and takes positions on legislation that impacts the architecture profession—whether that impact is positive or negative. At its April 24, 2025 meeting, the Board finalized positions on 61 bills. A full list of bill positions is available here. This year’s Legislative Session saw 2,397 bills introduced. Among these were numerous proposals addressing issues closely aligned with AIA California’s policy priorities, particularly in the areas of housing and climate action. Key topics included CEQA reform, permit streamlining, building code updates, density bonus laws, adaptive reuse, accessory dwelling units (ADUs), pro-housing designations, passive housing strategies, tax credits, zoning changes, and homeowners insurance reform. AIA California staff conducted a thorough review of all introduced bills, identifying approximately 100 with direct relevance to the profession. These were assigned to three subcommittees—Climate Action, Housing Steering, and Advocacy Advisory, comprising about 40 AIA CA members collectively. Each subcommittee evaluated the legislation and made recommendations to the Board. The Executive Committee then reviewed those recommendations before the Board voted to adopt formal positions. As bills often undergo significant amendments during the legislative process, AIA California actively monitors updates and brings any substantially altered legislation back to the committees and Board for reassessment as needed. Stay tuned in the coming weeks for a closer look at some of the most impactful bills this year and what they mean for the profession. To view the complete list of AIA California’s 2025 bill positions, click here.

Practice //byline AIA Project Delivery Knowledge Community Advisory Group Rona G. Rothenberg, FAIA; Arlen Solochek, FAIA; Laura Stagner, FAIA Copyright AIA 2025 All Rights Reserved As owners, constructors, and architects, we have legal, financial and other professional interests in the success of our projects. This applies regardless of the project size and complexity-from Indefinite Quantity/Indefinite Delivery (IDIQ) contracts for on-call consulting services to large, long-duration capital works-and project delivery options, whether competitively bid as Design-Bid-Build (DBB), construction manager at risk (CMAR) or Design-Build (DB). Whether the architect, owner and constructor are bound directly through individual prime contracts, or the constructor and architect have a direct prime-subcontract instrument, such as in DB, we are “in it together for better or for worse.” These become business relationships, with advantages and constraints, opportunities and risks, and financial, legal, and ethical considerations.  In this article, we will examine some of the opportunities and challenges for architects to consider when entering into design/build agreements. Factors which influence a project’s success or hinder outcomes apply across all delivery methods The characteristics of high-performing project teams and well-run projects as compared to the worst performing projects often are informed by how the following are structured: Project governance: How the team is structured and managed from executive decision-makers to support staff, and across all of the parties vertically and horizontally is critically linked to root causes of successful projects. Organizational culture: The culture of the participant organizations including owner, the design team and constructor, should be compatible and experienced in the proposed type of project delivery. Project expectations: The project definition, including space requirements and physical parameters, project financials, and required schedule must be aligned and likely achievable.[1] There are a number of legal, technical, and financial opportunities and risks for architects in DB that also can be aided by best practices. These include: Governance: Project team structure and management of the DB Project Opportunities for Architects: Principal or shared role with co-managing authority in project reviews and approvals side-by-side with owner and constructor. Risks for Architects: Potential of contractual and/or structural subordinate role without authority for governance decision-making. Situation: Preferably at the team formation stage and prior to the formal pursuit of the project (don’t forget your teaming agreement!), review the proposed architectural services and DB agreements, also requesting information such as a Project Management Plan (PMP), organization charts, etc. Confirm whether your firm will be a subcontractor to the construction contractor or a direct consultant to a third-party DB entity (DBE). Review all documents for gaps that need to be closed, and look for requirements that are inconsistent with the firm’s operating approach and/or professional liability insurance policy. Be explicit about terms which are non-negotiable. If the terms cannot be reconciled through the contract, then perhaps it is a procurement with which you and your firm should not proceed to pursue. Understand that your relationships and rights are significantly different as a subcontractor versus a direct-to-owner consultant. Management: How project management is structured, by whom, and level of skill. Opportunities for Architects: Advocacy and support by skilled owner-manager or third-party project manager, with early and cooperative involvement by all principals Risks for Architects: Lack of support in subordinate structure without adequate representation by project manager or early project input Situation: You have reviewed the PMP, organizational chart, and proposed schedule, and see a gap between the lead project manager and executives, lacking clarity on review and approval flows. Questions should be raised prior to contract execution about how reviews, decisions, and the approval process will work, to be discussed and resolved at both firms’ executive level. Prepare the discussion with issue points, suggested flow charts, suggested solutions, and schedule tasks to focus on the risks and outcomes, and not on individuals’ subjective preferences. A risk register can be prepared to illustrate how approvals and schedule impact outcomes. Follow up with a work session or partnering exercise with key staff to build a positive result. Culture: Owner, architect, and constructor organization culture Opportunities for Architects: Positive and trusting partnership culture among owner, architect, engineer, and constructor, experienced in DB, with strong project mission and goals Risks for Architects: Lack of experience in DB delivery within any entity organization, adversarial attitude about design management, architect in a subordinate role Situation: An architect is asked to partner by a DB firm on a project type and size with which both firms have expertise and experience. The architect has not worked with the constructor before nor does the architect have DB experience.  The client has successful experience with the constructor using CMAR and traditional DBB, and wants to use this project as a demonstration to try DB. You are concerned about your lack of experience with the client and constructor, and the client’s lack of DB experience. It’s best to discuss and determine the DB contractual, administrative, and financial risks before investing in the project pursuit. Ask, “Why does the client want to use DB, and is this project the right kind of project for that delivery?” “Does each party have the right staff needed to create a successful DB project?” “How do we fit in?” It may be possible to have a brief pre-partnering session with the client and constructor to discuss team structure, team member experience and background, risk management, and culture, all of which will factor in a successful project outcome. Project Goals, Expectations, and Criteria: Program, budget, and schedule Opportunities for Architects: Well defined project design criteria or scope used by the architect to develop usable design functional and space requirements Risks for Architects: Poorly defined project design criteria and scope of architectural and engineering services in contract basis of design terms Situation: As the architect decides whether to partner with a DBE firm and pursue a project, it is important to determine how well the project’s program criteria, budget, and schedule have been developed, and whether all three are roughly in alignment. Often, an owner has a general idea of their needs but more

CAB //byline AIA CA Staff Wanted: Technical Experts to Review Enforcement Cases The Board’s Enforcement Unit is recruiting the services of licensed architects to serve as independent Expert Consultants for complaint investigation matters. Duties – Technical expert consultants review enforcement complaint investigation cases for compliance with the laws and regulations and the standards of care and practice. Upon completion of a review, a written report of the opinion must be submitted to the Enforcement Unit. Experts may also be asked to testify at administrative hearings regarding their opinions. Qualifications – Technical expert consultants must be a California resident and have been licensed in California for a minimum of five years. Additionally, they cannot have been the subject of any complaints or enforcement actions. Reimbursement – Technical expert consultants are paid an hourly rate for case review, report preparation, and actual time spent testifying at administrative hearings. Travel costs associated with testifying are reimbursed. If you are interested in assisting the Board’s Enforcement Unit as a technical expert consultant, please submit your current resume/curriculum vitae to the following email address, CABenforcement@dca.ca.gov DO NOT reply to this email. If you have any questions or require further assistance, please contact the Board. Thank you, California Architects Board

AIA CA Working for you //byline Nicki Dennis Stephens, Hon. AIA Greetings from the AIA California Office, “AIA California Working for You” is a tool to share member driven initiatives. Recently, a cross section of architects and design professionals gathered to discuss one of the largest influences on practice beyond the economy: the implementation of AI. We all recognize AI is here, already integrated into business and culture. Only parts of its question remain: how can it most effectively be harnessed to enhance practice, what are its assets, what are its dangers, how can its adoption happen equitably for all those in the profession, and how can AIA California serve members in identifying and resolving these issues? “The question isn’t whether AI will change our profession, it’s whether we will be a part of the change or watch it happen from the sidelines,” AIA President Evelyn Lee, FAIA, NOMA, noted in a special presentation via video at a board meeting. “Stop treating AI like a new drawing tool, AI is an invitation to rethink everything,” she said. “AI doesn’t care how you’ve always worked, it doesn’t ask for permission. It shifts the ground underneath the entire industry.” At last week’s AIA California board meeting, we began the process to better understand what adoption looks like for different sized firms and for those working in alternative practice. Together they mapped what will be base code for AIA California initiatives addressing the incorporation of AI (look for a more extensive report of comments from these groups in the coming month). In their entirety, they raised challenges of adoption that need to be resolved, particularly due to authorship and copyright, education–does AI short-circuit required learning components, AI’s negative impact on critical thinking, standard of care, and inequities of adoption between firms of different sizes and resources. “AI is not a partner… it’s an intern (in training!) You can’t fully trust it!! Noted one breakout group participant. While another firm leader noted they had banned AI meeting notes because, created without wider context, they can be misinterpreted later, if used as legal record. But the promises & possibilities, and solutions to challenges, participants in the roundtable sessions offered demonstrate the comprehensive thinking that members deliver to clients and society daily. Here are several: Partner with municipal governments on the adoption of AI in the permitting system to curtail firm resource-drain in these unwieldy and no longer workable systems, and streamline, expedite, and modernize permit processes to align with the speed at which the profession and industry need them to move. Practice tools that improve sustainability adoption by clients and reduce firm time dedicated to research by finding and sharing tools that help articulate why decisions are made to the client → i.e. daylighting equates to x% fewer sick days for employees. Protect industry brain trust and individual authorship by establishing a contained AIA platform for AIA members only. Deliver equitable AI adoption by making the closed platform free and accessible to all AIA members All the ideas demonstrate the value AIA can and will deliver to the membership. The closed platform; the practice tool; the partnership with municipal governments. The discussions during the April board meeting show how AIA California is at its best: a lab for future practice–ideating tools to support practice and defining the positives and negatives of this massive practice model change. I’ll keep you updated, of course, but in the meantime, hosting this important conversation is just one more way AIA California is working for you.

Fire Recovery Response //byline AIA California  Staff Architects are ready to help communities rebuild and having the right tools in place is essential. Clear, reliable contract documents help everyone involved understand the scope of project delivery, and ensure property owners are protected from the start. Thank you, AIA Contract Documents for making these vital resources available at a 66% discount so that clients, communities, neighbors who lost homes, partially or fully, can more easily access them and benefit from their protections. This partnership between AIA Contract Documents and the AIA in California reduces relevant contracts from $149.99 per document down to $51 per document Covered contracts are for all AIA California members and will be available through December 31, 2026. They are: B110: Standard Form of Agreement between Owner and Architect for a Custom Residential Project A110: Standard Form of Agreement Between Owner and Contractor for a Custom Residential Project A105: Standard Short Form of Agreement Between Owner and Contractor (appropriate for residential or small commercial projects) We’re grateful that AIA Contracts will include contractor agreements in this offering, to ensure that clients, facing amongst the largest emotional and financial challenge of their lives, are supported with documents that are easy to read and understand, and provide clarity and consistency to minimize ambiguity. By clearly defining specifications, scope, and quality control requirements, AIA Contracts help to ensure that the work done meets the required standards. When a construction project starts, having a reliable contract that lays out the crucial details sets the right foundation. Here’s How to Access the Discount: For the Contract Page, Click HereWhen Checking Out input this Usage Code: SOCALBUILD

Congratulations to Liam Hanlon, Assoc. AIA, elected VP of the Academy for Emerging Professionals at the April 24, 2025 Board of Directors Meeting. //byline Tibby Rothman, Hon. AIA|LA Communications Director, AIA California About Born and raised in the heart of the Silicon Valley, Liam was able to watch the area grow around him as he grew up. His studies lead him to the Central Coast where he would study Architecture at Cal Poly. During his time in school he was very involved with student organizations including AIAS. Since then he has continued to be involved with the AEP and NCARB while focusing on primarily K-12 projects. After working in San Jose, Liam is now living and working down in San Diego where he continues to focus on educational projects. Philosophy, Goals, and Objectives Since 2017, I have had the pleasure to be a member of the Academy of Emerging Professionals, as a Student Director, State Licencing Advisor and State Associate Representative. It is part of my calling to listen and support those around me so that we can all move forward through this exciting profession we all seem to love. It is my goal and has been my passion to help support people navigating their parth in the architectural industry. I believe that I could continue to help the profession move forward as the VP of the AEP for the remainder of the current term. As this position has a short term, I believe it is important to have someone who is currently involved with the creation and development of this year’s AEP programs continue to see them through. My goal for this term within the AEP is to retain the institutional memory and continue the development and oversight of the programs that are currently in motion while actively being engaged with the topics, programs and decisions that are going on with AIA California.

//byline Nicki Dennis Stephens, Hon. AIA Greetings from the AIA California Office, Since we originated these by-weekly emails in 2023, we’ve focused on actions AIA California takes to support practitioner and firms bottom line. How are we increasing efficiency, reducing use of time resources, or advocating in ways that streamline work. But this week, for once, indulge me a pivot: what we can accomplish together at times of greatest need. As wildfires raged throughout Southern California in January, the AIA in California banded together to support individuals and communities. Now, as the first days of the disaster seem to fade, it’s important to notice our capabilities, and by doing so, keep our shoulder to the wheel for neighborhoods and neighbors with extreme losses. AIA California connected the local AIA components in Los Angeles, Pasadena & Foothill, San Fernando Valley, and Long Beach/South Bay to create a unified plan for response, recovery and rebuilding to better help the thousands of neighbors and friends impacted by the disaster. The goal of this coordination effort was to develop a plan to help the AIA – at every level – to more efficiently provide meaningful, actionable, and sustainable contributions to start the long process of recovery and rebuilding. The fires in Altadena, the Palisades, Malibu, and beyond, underscore the vital importance of uniting architects to create a more just, equitable, and resilient future. Here is what AIA in California is or has been working on: Advocacy: from outreach to the Governor’s office about release of building plans to connection with the City of Los Angeles Mayor’s Office about expedited permit review, to support a professional certification initiative, to outreach to FEMA to extend the deadline to file a claim AIA in CALIFORNIA has engaged with elected officials to advocate for policy solutions that positively impact the built environment. Professional Development: AIA Los Angeles has developed a six-part series to help architects and design professionals understand the rapidly changing policy environment, the complex insurance landscape, while also sharing best practices about resilient design strategies, home hardening techniques, and sensitivity to the diverse of needs of each community. Click here for recordings and upcoming sessions. Public Outreach for Property Owners: AIA Pasadena & Foothill launched “Ask an Architect,” connecting individuals who had lost their homes with a team of architects who could provide an overview of a pathway forward, supplying volunteers with information and training. It held a series of events to connect with the public, provide useful and actionable information for homeowners navigating the complex rebuilding process, and launched a landing page – the “Ask an Architect” program was recently featured in the news. To expand the reach of these efforts AIA California then launched – “Here to Help” a FB & IG social media ad campaign featuring short videos of architects providing, real, useful, actionable information for property owners impacted by the disasters (View the Phase 1 of these reels, here.) The campaign was intended to develop connection between community members and architects. Both boosted Instagram Reels and Facebook ads forwarded viewers to AIA P&F’s Ask an Architect page. If you’ve read this far, aren’t involved yet, and are asking what you can do… here are two options in addition to what your local chapter may have: Volunteer to participate in AIA P&F’s Ask an Architect program; sign up here. Or, if you are interested in increasing your capacity to serve clients through resilient design, the following article has seven things you can do right now to design for resiliency—regardless of whether you’re responding to a disaster or designing for the future changing conditions: Resilient Design: Why It’s Important to Architects/ Bringing people together, maximizing resources, gathering industry research to educate the profession, reaching out to the public to demonstrate how we can help, providing tangible tools you can to design for resiliency…are important resources AIA California can and will continue to deliver. Nicki

Recipients span a broad swath of contributions. //for immediate release Tibby Rothman, Hon. AIA|LA Communications Director, AIA California For images and more information contact: trothman@aiacalifornia.org (April 8, 2025. Sacramento, California) Three acclaimed architectural names who encompass the elevation of design excellence, the actualization of core values, and rigorous commitment to the expansion of the capabilities of the field, were announced as the recipients of the prestigious California Awards, by AIA California today. This year’s Lifetime Achievement recipients are Steven Ehrlich, FAIA, and Lorcan O’Herlihy, FAIA, two individual exceptional architects, founders of their own practices, with differing contributions, but each with a lifetime of influential achievements. The 2025 Firm is Studio Gang, a practice that makes true its own phrase: “actionable idealism.” “We will see the achievements of each 2025 California Awards recipient influence design, practice, community, for generations,” said AIA California President, Carina Mills, AIA. “The AIA California Board of Directors, which bestows these awards, is humbled to have the work of Steven Ehrlich, FAIA, Lorcan O’Herlihy, FAIA, and Studio Gang, in its midst.” For more on each individual recipient, scroll down. //lifetime achievement award Steven Ehrlich, FAIA Lifetime Achievement Award : Steven Ehrlich, FAIA First known for initiating Multicultural Modernism®, which he evolved while working, traveling, and teaching architecture in North and West Africa, Steven Ehrlich, FAIA, went on to build an award-winning practice over the course of fifty years, generously mentoring partners and multiple generations of architects, both within and well beyond his firm. “Steven Ehrlich, FAIA’s, innovative, culturally responsive approach to architecture has shaped both the built environment and the next generation of architects,” observed the AIA California Board of Directors in bestowing the award. “He exemplifies excellence in multiple categories: Design, mentorship, teaching, publications, African regionalism and development, and firm growth. Any one, individually, would qualify him for this award.” //lifetime achievement award Lorcan O’Herlihy, FAIA Lifetime Achievement Award : Lorcan O’Herlihy, FAIA Described by peers as a visionary practitioner who blends artistry with a commitment to social responsibility, Lorcan O’Herlihy, FAIA, utilizes architecture as a catalyst of change to shape and enrich the complex, urban landscape of the contemporary city. His career reflects what it means to be an architect in California today. “Lorcan O’Herlihy’s work combines design excellence with a deep commitment to social equity,” said the AIA California Board of Directors in bestowing the award. “His focus on urban transformation and advocacy for affordable housing positions him as a leader in socially responsible architecture. Pairing that with his extensive award-winning portfolio and educational contributions, his career reflects significant service to the field of architecture.” //firm award Studio Gang Firm Award : Studio Gang Driven by an ethos that seeks to “articulate the big ideas that move us” and find ways to methodically pursue and accomplish them through design, Studio Gang realizes innovative work all while fostering a highly collaborative environment and forming a strong design community. Using design to connect people, communities, and the environment, the San Francisco office is an integral part of award-winning projects across the world. “Studio Gang has demonstrated a ripple effect: their impact is felt on local, national and global levels — and their influence extends beyond architecture. It has produced stunning buildings that have become landmarks in the communities they are placed,” stated the AIA Board of Directors. “They consistently push the boundaries of their projects, not only in sustainability and inclusivity, but also on both the practice and theoretical side.” About the American Institute of Architects California (AIA CA) AIA California is dedicated to serving its members, and uniting all architecture professionals in the design of a more just, equitable, and resilient future through advocacy, education, and political action. The organization represents the interests of more than 11,000 architects and allied professionals in California. Founded in 1944, the AIA CA is the largest component of the national AIA organization. For more information, visit www.aiacalifornia.org

President’s Message //byline Carina Mills, AIA – 2025 AIA CA President For those close to the business of AIA California you know that we’ve been working slowly and thoughtfully towards a significant organizational change. We’ve been tasked with this mission because our first and foremost responsibility as elected leaders of the institute is to be good stewards of members’ resources. For many members who are not in leadership, I suspect this is brand new information, so as your President this year I want to give you some insights into why this change is needed and why I was compelled to lead us to the finish line. I know now, after many years of observing this pattern and having others urge me to stop it, that I am drawn to big complicated organizational problems. It is truly an urge that I cannot fight and no longer try to, it’s my gift. These types of problems are intimidating and can feel unsolvable, because in most cases there is no perfect solution but there is the promise of improvement for those who have the courage to change the status quo. I have commented on the sometimes painful compulsion for architects to hold fast to our traditions. These habits are not just motivated by risk aversion, they are more often protected by the love of our legacy, which makes facilitating change a treacherous adventure filled with emotional resistance. I believe part of my gift as a change agent is that I am a very empathic person; I know when to pause and how to adapt solutions so that they are sensitive to the values and traditions we hold dear. I hope this gives you all hope, because I also know how to persist through unreasonable resistance. When I joined the AIA California Board in 2016, the very first meeting I attended offered us an activity to reimagine a new governance structure and explained that our current 60+ person board was not an ideal way to conduct business. At that time, the initiative was suspended because our long-time Executive VP, Paul Welch, was preparing to retire. So, we didn’t change everything all at once, which was an act of compassion and a smart decision to observe and learn from other restructuring efforts that would play out in components across AIA. When I joined the Executive Committee in 2020, with all that year had to offer in forcing everyone to re-evaluate our ways of doing business, the timing was apparent and the restructuring project came off the shelf. Research was conducted, consultants were brought on, and last year engagement ramped up under the stewardship of then President, Winston Thorne, AIA. It was again a compassionate decision to slow the process down with the 2024 board and make sure we were listening to important petitions to preserve the most valued traditions. We made adjustments to protect what our Directors felt passionate about, and we also pressed continual reminders of the need to evolve in a time of rapid change and limited resources. Our goal has always been to protect the legacy of the institute and better serve our members so that you can better serve our community. There is a real need to maintain relevance – and that does require change. It takes curiosity and courage to change, and I’m grateful for the opportunity to stand in this leadership role as we come to the final stages. This is the time when change agents are faced with the least glamourous and most laborious tasks, and in some cases peak emotional reaction. The AIA California Board will convene in Sacramento on April 24th to work through our last major charrette activities as we work to refine the roles and expectations of future directors, representatives, and executive leaders, as well as refining our election process that will hopefully offer enhanced engagement from our membership across California. I started on this path with AIA to meet people and develop my networking skills, but I stayed to change things, to show myself and my colleagues a courageous and tenacious leader who is willing to do the unglamorous work in support of the profession I still love.  I hope these words give you the opportunity to reflect on what you are called to change in pursuit of relevance and in support of our shared legacy. Carina

Practice Advisory //byline AIA California Staff (March 31, 2025) California’s Department of Forestry and Fire Protection, Cal Fire, has released the fourth and final round of new Fire Hazzard Severity Zones (FHSV) maps. These color coded maps show the potential level of risk for an area within the state and as a result, “roughly 1-in-10 Californians are now subject to an array of building code, defensible space and real estate disclosure rules, all of which could have lasting effects on how people live, communities plan and housing markets function in the state’s most flammable neighborhoods” according to CalMatters. What is a “Fire Hazard Severity Zone,” or FHSZ?  According to the Public Resource Code 4202; The State Fire Marshal shall classify lands within state responsibility areas into fire hazard severity zones. Each zone shall embrace relatively homogeneous lands and shall be based on fuel loading, slope, fire weather, and other relevant factors present, including areas where winds have been identified by the department as a major cause of wildfire spread.  Government Code 51178; The State Fire Marshal shall identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, and other relevant factors including areas where winds have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread.  Why are fire hazard severity maps being updated?  The maps are being updated to more accurately reflect the zones in California that are susceptible to wildfire.  The hazard mapping process will incorporate new science in local climate data and improved fire assessment modeling in determining hazard ratings.   The FHSZ maps are created using computational models that evaluates factors influencing fire risk and behavior to determine a hazard score. These factors include fire history, existing and potential fuel sources (such as natural vegetation), projected flame length, airborne embers, terrain, and typical fire weather conditions for the region. In State Responsibility Areas, hazard levels are classified into three categories: moderate, high, and very high. Important to note – these new maps are based upon current climatic conditions; as climates changes continue, the zones may expand in area and may increase in severity level. In addition, the maps’ boundaries are for legal purposes in the present not for predictive design models in the future. At this time Cal-Adapt is a resource to help predict these changes: Cal-Adapt What resources are available to determine the FHSZ of an area? CalFire has created a several educational resources and a tool to search a specific address for its FHSZ here: https://osfm.fire.ca.gov/what-we-do/community-wildfire-preparedness-and-mitigation/fire-hazard-severity-zones In addition, the California Department of Insurance also released frequently asked questions information regarding the impact of modifications to the FHSZ maps on the insurance landscape. What are the requirements for landowners in FHSZs in local responsibility areas?   California’s WUI building codes (CBC Chapter 7A) apply to the design and construction of new buildings located in High and Very High FHSZs in Local Responsibility Areas.  Local ordinances may require ignition resistant construction for remodel projects.  Check with your local building department to determine which ignition resistant building codes apply to your project. In addition, Government Code Section 51182 calls for defensible space clearance and other wildland fire safety practices for buildings.  Owners are also required to make a natural hazard disclosure as part of a real estate transfer. For information regarding “home hardening” and defensible space clearance, visit www.ReadyForWildfire.org.  For more information about the new FHSZ, the process used to develop these maps, and the integration with the Wildfire Urban Interface code click here.