treasurer
Hal P. Munger, FAIA

At every level, finances must be healthy to allow the good work of the AIA to continue. Decisions made at national affect state and local components–and vice versa. Members demand–and deserve–value in this fast-paced, increasingly more competitive, flat and spiky, ever-changing world.

No longer is the AIA primarily dependent upon dues for revenue. It still represents a large percentage certainly, but thankfully we’ve been able to diversify with contract documents, conventions, strategic partnerships, and other sources. There are other possibilities we need to explore. We can’t afford to put all our eggs in one (or just a few) basket(s). Working with the administration, the ExCom, and the Board, the Finance and Audit Committee will creatively consider options and make sound, practical, logical decisions.

Expenses annually are budgeted to adhere to the Board-adopted Strategic Plan. The ExCom and the Board set policy, and the administration carries it out. It’s a very interactive process. Throughout the year, the Finance Audit Committee works closely with the chief financial officer and his staff and to adjust when the unexpected occurs (like Hurricanes Katrina and Rita). We all learn from the previous years as we craft the subsequent years’ budgets. (We try to work three to five years ahead.) We work closely with independent auditors, bankers, and financial advisors to assure the funds are available when needed, and to be prepared with adequate reserves, should a rainy day occur. It’s all very transparent, open, and fiscally prudent.

Continuing to seek opportunities to share among components at all levels, striving truly to be “One AIA,” will be a priority, as will attempting to eliminate duplication. In pursuing common interests efficiently and effectively, this small but powerful, wonderful professional organization of ours can continue to deliver value and help allow architects to realize their clients’ hopes and dreams. Healthy finances will take mutual effort and much hard work, but will enable the AIA’s recovery and growth to stay on pace.

AIA National Service

• Institute Finance Audit Committee 2003–2006
• Component Partnership Committee 2003–2006 (Chair 2007)
• AIA 150 Campaign Executive Committee 2005–2007
• Institute Representative to American Architectural Foundation Board of Regents 2004–2007
• Institute Representative to ACE Mentoring Program of America Board of Directors 2004–2007
• Institute Benefits Trustee 2005–2006
• Regional Director, Ohio Valley 2003–2006
• National Branding Committee 2003

Local AIA Service

• President, AIA Ohio 2001
• Treasurer, AIA Ohio (and Ohio Valley Region) 1998–1999
• President, AIA Toledo 1990
• Treasurer, AIA Toledo 1986–1987
• Chair, AIA Ohio Annual Convention 1994; Co-Chair, Regional Convention 2005
• Board, AIA Ohio Foundation 1988–1993

Civic Service

• Ohio Departments of Public Works/Administrative Services Task Forces 1990–2004
• Ohio Preservation Alliance; Maumee Valley Landmarks Commission; Historic Perrysburg 1982–1995
• President, Way Library Board; Founder, Way Foundation 1986–1997
• Vice President Properties, Boy Scouts of America Erie Shores Council 1991–present

Professional

• Munger Munger + Associates Architects Inc. 1980–Present (President/Treasurer 2001–Present)
• Helmut Jahn, FAIA, at CF Murphy Associates (now Murphy/Jahn Architects) 1978–1979
• Sally Harkness, FAIA, at TAC (The Architects Collaborative) 1979–1980

Personal

• University of Notre Dame, B.Arch. 1978
• Married to Melissa 26 years; son, Hal, 23 (arch grad); daughter, Elizabeth, 16.