Robin M. Ellerthorpe, FAIA

Background
As an OWP/P principal, Robin Ellerthorpe, FAIA, has expanded the firm’s practice by creating a consulting team that has increased the firm’s ability to serve clients profitably. To accomplish this, he has drawn from 26 years’ experience with such multidiscipline organizations as The Tennessee Valley Authority, CRS, and Ellerbe Becket.

Robin’s commitment to the AIA began in Knoxville, in 1984, with responsibility for the State Intern Development Program, a successful redesign of the state convention, and computerization of the state and local chapters, as well as through numerous chapter and state leadership positions. His national roles included chair of Corporate and Facility Management professional interest areas (PIAs) and PIA Council Chair in 1995.

Since 1993, Robin’s role in the redefinition of architecture has included:
• One of the developers of the AIA B141 new modular format
• Chair, 13th edition of the AIA Handbook of Professional Practice
• BusinessWeek/Architectural Record Awards program developer
• National Chair, 2002 AIA Convention in Charlotte
• Aligning the Institute for the Millennium (AIM) Task Force member
• 2002-2003 national Vice President.

Vision
The following are critical to the future of our profession:
• Transition of students into the profession: The second Internship Summit defined a membership service gap between graduation and licensure where no organization has exerted leadership. The AIA, through the National Associates Committee, has made great strides in partnering with the AIAS and our collateral organizations to push implementation of the Combined Internship Task Force recommendations. Increased support is paramount to make that transition work. Results would include a larger, more committed membership base—and a greater pool of future leaders.
• Membership: We are excluding qualified professionals from membership because of narrowly focused dues policies that tie to dated service-delivery models. The membership Pilot Program has produced a wealth of proposals that could strengthen the AIA through growth in membership numbers, diversity, and quality. This is a prime opportunity for the AIA to be innovative in serving its members.
• Knowledge communities: PIAs have been in “transition” since 1993. We must find a way to stabilize and fund properly our most unique asset and increase its effectiveness for our members, their clients, and our future.
• Profession: The AIA exists to increase the value of the profession. Current efforts will result in a five-year plan for the AIA to increase value through research, a focus on livable communities, outreach, and implementation of reliable expanded practice tools to strengthen member firms.

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