Nearly 135 AIA members and staff, representing 26 AIA knowledge communities, saw the future in Berkeley, Calif., October 30–November 1 when they gathered for the first-ever Knowledge Leadership Assembly. In addition to learning which of their proposed projects will be funded for 2004, they previewed a new knowledge-management model that defines expectations but grants more autonomy in determining the means to reach set goals. They also elected three representatives to serve on the new Board-level Knowledge Committee: 2003 PIA Council Chair Michael Willis, FAIA; Housing Committee Chair John Klockeman, AIA; and Raymond Dehn, Assoc. AIA, of Livable Communities.

The evolution of the AIA knowledge communities is at a critical midpoint, noted 2003 AIA Vice President Bruce E. Blackmer, FAIA. “We have completed the needs assessments and addressed the organizational challenges,” he said. “The next steps involve defining the business plans and expanding and more broadly sharing our knowledge resources.”

The gathering marked the first time that the historically defined professional interest areas were joined in planning by other related AIA communities— representatives of Livable Communities, the Diversity Committee, the National Associates Committee, and the Young Architects Forum. AIA First Vice President Eugene C. Hopkins, FAIA, outlined the strategic plan, and AIA Executive Vice President/CEO Norman L. Koonce, FAIA, underscored the need for members to become more fully engaged in sharing what they know. “Where does knowledge exist?” he asked. Right now, he said, most of it is “in your heads.”

Blackmer identified some of the inhibitors that have slowed the establishment of a knowledge-sharing culture and spoke of how they were being addressed. Among them:

• The leadership culture, which now works on mutual tracks that rarely touch and are defined by the knowledge communities and components. To help move closer to a unified vision, the assembly will meet annually at the AIA’s Grassroots Leadership Conference beginning in March, with component leadership in attendance.
• A “one-size-fits-all” approach to management of the communities. Blackmer noted the new model takes into account a host of variables that define each community and, thus, its processes and projects.
• Out-of-sync planning and budgeting cycles. Establishment of the discretionary Knowledge Enterprise Fund and moves to identify multi-year projects should help narrow the gap, Blackmer said.

Hopkins remarked on the parallel development of new knowledge practices and the overall strategic plan. He also underscored the cooperative development of the knowledge agenda. On opening day, as he called the names of those people in the room who were involved one way or another in establishing the knowledge model, tool kit, and plan, nearly the entire roomful of people ended up on their feet.

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