First VIce President/President-elect

The questions of the National Associates Committee provide me the opportunity to elaborate on positions I articulated in a monograph, The Learning Organization and the Evolution of Practice Academy Concepts. Over the period from 2001 to 2004, I gathered the best practices of offices regarding the establishment of a learning culture. I intend through this publication to stimulate the engagement of all members of the office as teachers and learners facilitating the substantive and timely completion of IDP requirements.

1. The AIA and the United States Conference of Mayors are working together to encourage city leaders to take a strong stance in favor of promoting integrated and high-performance building design with a goal of reaching a 50 percent fossil fuel reduction by 2010 and carbon neutral buildings by 2030. What are your plans to support this initiative and to implement the AIA's positions on the environment? More specifically, what role do you see the Associate AIA members playing now and in the future in furthering these objectives?

I see Associate AIA members as full participants in all of the activities of the AIA. Nurturing the Associates to professional membership requires that we build a culture of respect that includes trust and access to the decision-making activities of our organization. This requires the redefinition of the Associate membership. The clarification of membership should take into account differences between those individuals wishing to pursue professional stature and those who seek affiliation with the AIA for other reasons. I strongly support efforts that facilitate ARE timing reducing the time toward licensure.

I am a strong advocate for the AIA position on sustainability. During my time at Cal Poly Pomona, for the years 1988 to 1994, I was the principal investigator in association with John T. Lye for the establishment of the Center for Regenerative Studies. Our sustainable practices efforts deserve the same priority.

2. Where do you see opportunities for architecture students, emerging professionals, and recently licensed professionals to make the greatest contribution to our profession?

The most important contribution the students, emerging professionals, and recently licensed architects can make to the profession is to provide leadership on the re-conceptualization of the roles of the architect in society. I see interest in the care for our environment, in the development of socially responsible projects including housing, and in the development of new ways of practice. It is in the energy of change that I see leadership. Examples such as the 1% Solution, Build America, and in the work of offices adjusting to new communication tools provide inspiration. The facility of those native to new technologies makes it possible to not only internalize new design processes but also to transform the process. I am witnessing leadership from the most junior members of the profession on the most profound aspect of design strategy, its inherent thought process.

3. Some statistics have suggested the rate of attrition among architects is steadily increasing. What initiatives do you suggest/support that will encourage younger members to remain in the field and also to become registered?

There are many options in the marketplace for the design educated individual. While it is difficult for the AIA to address compensation, the issue of title must become an AIA initiative.

On the question of career development and the emerging architect, the AIA must take the leadership to identify schools and offices willing to work toward leading the way in the establishment of learning organizations. The practice of architecture has morphed from a management structure dedicated to providing services into a learning organization serving clients by generating and applying knowledge. When the office is perceived this way the emphasis is no longer on what do we do for the interns but rather how we provoke continued growth among all of the members of the organization. In this way the learning of interns is no different than what every member of the firm must undertake and it is therefore a part of the office culture rather than a ghetto of obligation.

4. As technology advances and new software is developed, at least some members of the public (including potential clients) seem to believe that it is becoming easier for any “Average Joe” to “design” a building. How do you propose we, leaders of the architecture profession, promote an architect’s value to society? Additionally, how do you see the role of the architect changing as technology advances?

It is possible to use the advancements in technology to our advantage. BIM and integrated practice are rooted in information management. Knowledge is power. Architects, no longer limited to the constraints of traditional services, provide consultation on land acquisition, financial investment, organizational planning and building management. The authority of our ideas makes us a vital resource. The AIA must lead in the development of instruments of service and the definition of new roles for the architect. Communication tools easily accessible to the membership underpin the transformation of the profession. This is a moment of opportunity for the newest members of our profession. New ways and roles create opportunities for new faces.

We demonstrate value by action. The Blueprint for America Initiative is an example of the power of architecture. We can encourage individuals to enter public service. It is time to consider national training institutes such as the AAF Mayors Institute, to prepare members to compete for these positions.

I understand the concern for the “Average Joe’ intervening in the culture of professional services. However, I also recognize that in a free society that it will be impossible to quell this tendency. By expanding the role of the architect from the design of an artifact to the design of way of living we focus on the most important aspect of our work. The AIA can assist with this endeavor by providing information about building types, case studies, and instruments of service that reflect variations in architects roles. This must be complemented by a commitment to both advertising and public relations.

5. How is the Intern process handled in your firm/office? Would you consider it to be "Intern Friendly"? What would you propose to help make the profession more "Intern Friendly"?

I have associated with offices in California, Minnesota, and North Carolina, and continue to conduct consulting and peer review activities. I associate only with offices that understand and respect the resource that the emerging architect brings to an office. The AIA can share the best practices of offices to raise the awareness of what constitutes “Intern Friendly.” We can develop learning packages to assist offices to deliver quality programs for the intern. The AIA can solicit participation in special programs to prepare individuals to act as mentors inside of the office to assure that the intern is properly guided. Perhaps CE units can be given to reward mentoring. The AIA must work with the schools to encourage more participation of the academic institutions in the early careers of their graduates.

Closing
It is evident that you seek the responsibility of members vesting their future in the AIA. This can occur through service networks including membership, communications, continuing education, and government affairs engaging members to address pressing issues. These networks can focus our energy and foster communication about best practices to deliver member value. This is a time of opportunity to explore options and engage the Associates to inspire a transformation that will energize us.