RK Stewart, FAIA

AIA experience
• Regional Director, 2000–2003
• President, AIA California Council, 2000
• President, AIA San Francisco, 1996

Practice experience
• Gensler, Partner
• Heller Manus Architects
• Skidmore, Owings & Merrill
• Mississippi State University School of Architecture
• Louisiana State University School of Architecture

Related experience
• NCARB, Reciprocity Impediments Task Force
• California Architects Board
- Professional Qualifications Committee
- Comprehensive Intern Development Program Task Force
- Intern Development Program Implementation Task Force
- Post Licensure Competency Task Force

Registration
• Michigan, California, NCARB certificate

Education
• University of Michigan, University of Kansas

Family
• Barbara Lyons Stewart, AIA, in solo practice
• Cate Stewart, High School sophomore
• Zach Stewart, Seventh grader

The AIA’s fundamental responsibilities are clear: advance the interests of the profession and make the profession of ever-increasing service to society. These simple words become problematic in practice. The architect faces many challenges in contemporary practice that demand our attention! Critical design determinants to project delivery, such as sustainable design and livable communities, require the AIA and the profession to become actively involved in designing a preferred future that improves the quality of life and advances the standard of living for future generations. The AIA’s success in influencing professional and community matters demonstrates our willingness and desire to improve the human condition.

The AIA’s principal challenge is aligning its resources with those issues of greatest importance. Dues revenue is a major source of funds for every AIA component. Most components also rely on non-dues income. Given the current national economy, funding from these revenue sources will be increasingly difficult. The national component has just emerged from a painful period of restoring a solid financial foundation. However, we must be continuously aware of our financial responsibilities to the membership. Operating in the black is not enough. We must look to the future, building reserves for downturns and unforeseen events.

We must also acknowledge the volunteer resources we rely on. While the AIA has dedicated staff, it is the volunteer members who provide the intellectual property and drive the organization. In difficult financial times, members will need to focus more and more on their own practices. Consequently, the contributions of volunteers will become increasing scarce. It is incumbent on all of us as leaders of the AIA to use the members’ time wisely, recognizing the sacrifices they make for the AIA and society.

It has been my privilege to serve the profession through service in the AIA. Through firsthand experience I know that the AIA makes a difference. By setting priorities and effectively using resources, the AIA can increase architects’ influence. I would be honored to have your support for the office of Vice President. By working together, the AIA can become a more effective voice for architects and the profession.

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