For First Vice President/President-Elect

Harry R. Rutledge, FAIA, RIBA

Senior vice president and principal in charge of architecture for Buchart Horn/BASCO Associates, a multidisci plinary 365-person design group located in York, Pa., with 14 U.S. and one overseas offices. Previous firms include Mann & Company, Hutchinson, Kansas (1974–1987); Baxter Clark & Paul, Aberdeen, Scotland (1972–1974); and Derek Lovejoy Partnership, Freeport/Nassau, Bahamas (1967–1972).

BArch, Kansas University, 1964; MSc, Aberdeen University (Scotland), 1974.

National AIA treasurer, 2000–2001; director, Pennsylvania Region, 1997–1999; Audit and Finance Committee, 1997–2001; cochair EF Documents Revenue Sharing; Library Task Force; AIM Task Force and Monitoring Committee; AIA/CES Policy Review Task Force. AIA Pennsylvania Board of Directors, 1990–1999—treasurer, secretary, president-elect, president (1995); AIA Kansas Board of Directors 1978–1984—treasurer, secretary, president-elect, president (1983); Central States Regional Conference Design Awards chair, 1979.

Other activities: 2001 York Multiple Sclerosis Leadership Award; West York School Board of Directors, 1991–1996; KPTS Public Television Board of Directors, 1979–1987.

The role of the president is twofold: leadership in the Institute’s vision and Institute management. The vision of the Institute is AIM. As a member of the AIM Task Force, which developed the AIM initiative, and the AIM Monitoring Committee, which oversees the implementation of AIM, I am in a unique position not only to understand the process by which the AIM initiative was developed, but also to maintain the focus as AIM proceeds and matures. The issues of erosion of the profession, aging of the membership, lack of diversity, education/profession partnership, and knowledge generation/dissemination are important elements in the redefinition of the profession. The focus on AIM is essential if the profession is to be relevant in the future as leaders of design and livable communities.

The management of the Institute is the working engine that provides the tools for implementing AIM and empowering our members. Continued improvement of the financial foundation is essential. Trust between the various component levels must be improved. We need clarification of the roles and responsibilities at each component level to help provide more efficient delivery of services. Development of nondues revenue sources will ease the financial pressures. Elimination of the duplication of services between levels for more efficient operation includes investigating whether there are some services offered by the national component that might be better offered by other components. Addressing these types of management issues is necessary in order to serve our members better and continue the journey toward redefining the profession through AIM.

Copyright 2001 The American Institute of Architects. All rights reserved.