Summary: Elections for the Institute’s next first vice president/president-elect, vice presidents, and treasurer will be held April 30–May 2 at the AIA 2009 National Convention and Expo in San Francisco. Now posted is a PDF file of all eight candidates’ position statements, their speeches from the 2009 Grassroots Leadership and Advocacy Conference, and their answers to five questions posed by the AIA Emerging Professionals committees.

Candidates declared: The candidates who have declared for the 2009 elections are:

2010 First Vice President/2011 President-elect
Clark D. Manus, FAIA (AIA San Francisco)
Miguel A. Rodriguez, AIA (AIA Miami)

2010-2012 Vice President (two will be elected)
Dennis A. Andrejko, FAIA (AIA Buffalo)
Mickey Jacob, FAIA (AIA Tampa Bay)
Peter G. Kuttner, FAIA (AIA Boston Society of Architects)
Anne Laird-Blanton, AIA (AIA San Francisco)

Treasurer
David J. Brotman, FAIA (AIA Los Angeles)
John W. Rogers, AIA, ACHA (AIA Cincinnati)

Emerging professionals questions for the candidates

1. Some within the AIA have said that engaging Emerging Professionals now is the key to the sustainability of the AIA and the architecture profession. What are you currently doing in your own professional activities and in your component to build future leaders and promote active participation in the AIA by the Associate and Young Architects Forum members?

2. A number of members have expressed a concern that fewer trained architects are pursuing licensure, and that our profession is beginning to shrink. There are many points of view as to why this might be: diverse skills learned in school, opportunities presented to graduates before they have the opportunity to test, and a lack of incentive/pay once an individual is licensed, to name a few. What is your take on this, and what do you feel are the best actions to take?

3. The economy is on everyone’s mind these days. There is a lot of concern that bad economic conditions will translate into the elimination of positions that were filled by young architects (i.e., individuals licensed 10 years or less). How should the AIA serve and retain these young architects that may be forced to leave the profession?

4. Once young architects and interns leave the profession due to layoffs, what do you propose that the AIA should do to prepare those individuals for re-entry into firms when the economy picks back up?

5. Both the Institute’s Strategic Plan and Directory of Public Policies identify the objective to “nurture emerging professionals.” Several of you also included such language in your AIA Grassroots speeches. What does “nurture emerging professionals” mean?

Clark Manus, FAIA (AIA San Francisco)—Candidate for 2010 First Vice President

1. As a member of the AIA California Council leadership, I supported resolution 08-03 for Regional Associate Representation on the AIA Board of Directors which will be before the membership at the San Francisco 2009 convention for an institute bylaw amendment. The AIACC has also enabled its ExComm to include an associate and student representation to establish early organizational mentorship. As a National Vice President for Advocacy and now Strategic Planning, I’ve engaged emerging professionals in the thought and action process necessary to broaden the breadth of participation for those in future leadership. At a local level, my San Francisco component (and as a former President) has long stressed and acted on the importance of engaging emerging professionals. We are an organization that has an exceptional responsibility regarding our stewardship of the physical environment and our emerging professionals will inherit this responsibility. As firm owner in San Francisco, I’ve mentored many younger staff on a comprehensive list of architectural practice issues including design management, public presentation, business development and even future career opportunities. To expose younger staff to the practice realities, our office routinely arranges tours of our projects under construction in tandem with new project leadership responsibility with senior staff guidance. Encouraging licensure, AIA membership, sustainability certification as well as adopting the BIM skills as technology shuttles us into the future are all part of my commitment to the profession and professional endeavors.

2. Architecture is a career path and the narrow traditional view of working in firms doesn't represent the broad prospective that architectural training offers. Leaders in our architectural educational systems are in the early stages of building exciting bridges through case studies that link practice alternatives and education in exciting ways. Architects as client’s and public servants are part of the broader view of why architectural training has great value. Many architects do not seek licensure for personal reasons and yet it doesn't mean that training is any less valuable in other fields. Personal pride in the profession is not shrinking just those seeking licensure in traditional ways. The skills that we obtain as architects have great depth and it is incumbent upon us to find the appropriate fit for each of us. Like many of you, I became an architect because I believed that I could improve the quality of life in the physical environment. The actions we take must motivate us to be change agents in this new era.

3. This current economic volatility is a difficult dose of reality for both young and seasoned architects but it is clear from the news that its impact is not limited to our learned profession. But unlike certain industries that may vanish leaving its service professionals in the cold, architecture has endured throughout the ages. The challenge is to remain nimble in response to the rapidly changing global events. Reinventing ourselves or improving our skills as we have done over time may be the silver bullet. Thinking outside the box offers new opportunities that are essential and which should occur at every stage of an architects’ career rather than the whim of unpredictable economic cycles that dictate our respective paths. A diverse and flexible skill set is the key to a successful career in architecture. The AIA does provide the resources to maintain our social networks and connections through the latest technology, offer continuing education to enable us to expand our skills in evolving areas such as sustainability or BIM, which may no longer be available within firms and be advocates in our communities in raising our visibility as leaders. Although these are extraordinary and trying times, the focus of the AIA must always demonstrate the value of our collegiality and the strength of our commitment to the profession and the professional in being relevant in the long run and being forward thinking and trend setting.

4. While this economic downturn has occurred during the careers of many seasoned architects, the National AIA as well as the components are in a unique position in this economic downturn to assist in ways that were not previously possible in remaining connected through the use of technology. Encouraging young architects to remain engaged though continuing education or advocacy will forge a bond that will be effective as individuals re-enter the profession. Other means of enabling access to the ARE and Emerging Professionals Companion sections toward licensure using financial grants/assistance would forge a long lasting bond. Encouraging creative public service in different forms through pro-bono programs or federal programs such as AmeriCorps that could fulfill experience requirements would be motivation toward long term engagement in the profession. Professional leadership programs that the AIA could expand would provide incentives that would be effective in the life continuum of an architectural career. The AIA’s expanding technology platforms are all means that AIA could employ to keep emerging professional connected to the architectural field in the broadest view. But the personal fellowship that we all cherish at every level of the organization is essential to maintain through the bond of architecture.

5. Many of the concepts that have been expressed in the previous answers are essential in nurturing emerging professionals. An expanding basket of resources is available from components as well as the national AIA. To be effective in the process, it is essential for us to encourage a culture as well as forging two-way mentorship. In so doing, this will enable an increased confidence and respect for emerging professionals while ensuring that seasoned professionals gain a heightened respect for the future skill sets. The AIA is on the cusp of ensuring that emerging professionals are part of the dialogue in anticipating the challenges in the practice attributes of the future. Charting the process, expanding the dialogue and taking action in this nurturing effort are the primary means to change the mindset. A renewed focus on the essential links between education and practice will ensure that there is a deep respect for architectural career motivations of emerging professionals.

Miguel A. Rodriguez, AIA (AIA Miami)–-Candidate for 2010 First Vice President

1. The continuation of any endeavor relies directly on the development and growth of its successors. Emerging architects are those successors; they own the profession’s future and engaging them and facilitating their professional growth is critical to our continued vitality.

For engagement to be meaningful it must be focused on delivery of relevant value and services and must provide clear opportunity for leadership. The process must begin with open communication; listening and understanding different perspectives and ensuring that the opportunities afforded match those desired. It continues with inclusion in the conversations, critical thinking and decision making that are vital to our firms, profession and to their own career paths and culminates in respect for their opinions, ideas and leadership.

Throughout my years of service, I have worked to always be accessible, listen to diverse voices and respond meaningfully. I’ve worked to ensure inclusion of emerging professionals on component boards and on critical committees and when that has not been possible, found other means to ensure their voices are heard and opinions counted. At our local component, we have developed and maintain strong, viable programs that provide meaningful value and that deliver knowledge focused specifically on their self-determined needs.

And although these programs are the result of the work of many, I am proud to have enabled the leadership of those who brought them to life and am proudest of the fact that many of these colleagues are now leading associate, YAF and other professional activities at the state and national levels.

2. Our profession is shrinking and these are all valid causes, but let’s be realistic: learning a diversity of skills that make you attractive to others – is a good thing!

The most prominent reason is not mentioned: our system of licensure has become an insurmountable “gauntlet!” Candidates take 5-6 years to complete a 3-year internship and 3-5 years to pass the ARE, this is not realistic. The system is fundamentally outdated.

Here’s what we should do:

a. Make the profession as attractive as competing offers. Recognize the value that we deliver to our clients and don’t shy away from compensation models that allow us to be competitive in retaining our own graduates. Recognize the value that emerging professionals deliver to our firms and extend commensurate compensation as well.

b. Update our system of licensure to reflect the realities of practice.

IDP needs significant modification, if not complete overhaul. We must frame a realistic, current set of objectives that respond to future practice needs and of interns. IDP must allow broader learning opportunities which recognize the existence of alternative practice and be based on documented performance. More than a time trial; we must provide flexibility that allows interns to accrue experience without having to change jobs or adjust life schedules.

c. Let’s work collaboratively with NCARB and all relevant stakeholders, including emerging professionals to bring about needed change.

The AIA has a responsibility to advocate for this change. We simply can’t ignore the shrinking of our profession!

3. I’m not sure I agree that workforce reductions will somehow focus to a greater extent on younger architects. A smart firm will try and maintain a balance of skills and experience when re-balancing their work forces and that means that they’ll find ways to keep the best and brightest engaged.

The AIA’s proper role at this time is to continuously scan the immediate horizon, gathering information and bringing the best minds to bear on determining what it tells us. Then provide guidance on the best scenarios for navigating through difficult times and make them available to our members. AIA staff is doing an incredible job of developing those tools and the results are evident.

Young professionals should be using that information to position themselves as best they can to weather current conditions. Stay informed, understand the timing of recovery and determine the best personal course.

I would further suggest that they hone skills that set them apart from others and make sure that they are evident to firm leadership. Make the business case for keeping you around as long as possible! Use every opportunity to expand knowledge and skills, focusing particularly on those tools that will be most critical in recovery. The AIA has the tools to help accomplish this as well.

If, despite best efforts, they are forced to leave the profession, it is critical that you stay connected and begin to prepare for re-entry. The AIA’s role in that effort is described in the following question.

4. Connections with those who leave the profession during these times can most readily be maintained through our leadership as their trusted source of the information and knowledge they need to survive.

In the early phases, we will play a significant role in helping members, young and old, transition to new employment opportunities and in providing techniques for weathering periods of unemployment. As we continue moving through the downturn and towards recovery, the AIA will be positioned to facilitate the transition back as opportunities begin to present themselves.

During the entire course of the downturn, we must work to keep our members current with changes and progress within the profession. Our role in providing these resources to our members need not change, though we need to be cognizant of the need to ease the financial burdens of membership where appropriate.

There is talk of the possibility that architecture may lose an entire generation of professionals as a result of current cutbacks, a situation which would have severe consequences on our recovery. As leaders of the profession, we must be the catalyst for transforming the profession to meet the opportunities of our changing economy and manage change to ensure the profession’s continued vitality and preserve key values. To minimize the potential for such exodus, the AIA must also work to maintain the attractiveness of the profession as a draw to encourage a return to the profession as economic conditions permit.

Our emerging professionals must have a voice in these changes.

5. The underlying premise of this statement speaks of being open and embracing; of listening and understanding the very real needs for professional development and leadership growth and then actually delivering relevant opportunities, services and value.

It means providing support by way of a rich dialogue delivered through engaging in a vibrant mentorship process (both up and down) that supports their development, and understanding that mentorship for newly licensed architects will take a different form than for recent graduates.

It means fostering leadership growth by engaging emerging professionals at all levels and facilitating broad participation in the governance structure of the Institute; providing opportunities for committee work, appointed positions and other service opportunities that further their networking and mentoring experiences.

It means engaging all our members and their firms in this process by making the proposition of value to both parties. Making the business case that successful programs provide learning and growth opportunities for the mentors as well, and

It means that the AIA must foster a collaborative atmosphere that generates greater satisfaction and increased value to all members and their firms.

Dennis A. Andrejko, FAIA (AIA Buffalo)—Candidate for 2010-2012 Vice President (two will be elected)

Building future leaders
Several activities in our region encourage involvement of emerging professionals, including events at the University at Buffalo where I am a professor of architecture. The courses I teach regularly reinforce a connection to real world design inquiry and projects within the community. While chairing the Department of Architecture, our program increased projects linking education and service. While president of the Buffalo/Western New York Chapter, we began the Architecture and Children Program, bringing together architects, educators, and architecture students. Today, this continues by combining the talents of both architecture students and young architects and associates to propose new pedagogy for K-12 schools with an architectural focus.

I coordinate and lead a high school event to introduce students to both the discipline and profession of architecture. Utilizing AIAS students to facilitate tours of our studios and downtown architecture, these visitors explore various aspects of design and then meet with local architects during lunch to discuss their experience and the profession.

The Emerging New York Architects (ENYA), and more recently the Buffalo Emerging Professionals (BEP), are active groups providing associates and young architects opportunities for networking, interaction and education. Recently, I collaborated with ENYA, inviting their leadership with a traveling exhibit of young architect’s competition entries to various schools throughout the state.

I also serve as the school’s IDP Education Coordinator and the AIAS faculty liaison, mentor both locally and nationally, and am passionate about bridging and connecting the academy and profession to demonstrate ways of engaging emerging professionals, and enhancing their leadership opportunities.

Licensure
We need to emphasize the importance of licensure to our associates and interns, and reinforce its significance. While we might explore areas of specialization and certification, we should do so as a way of augmenting licensing, without diluting its value. Licensure validates our profession and assures the “health, safety and welfare” of our citizens, elevates who we are as an organization, and reinforces the value of design as key to the success of our built environment. While a professional degree does require diverse knowledge to be attained, this also adds to an expanded set of qualifications for an architect and intern. In collaboration with NCARB, we have begun to simplify the licensing process through an improved IDP reporting procedure (e-EVR), and—in several states—the opportunity to begin the ARE concurrent with IDP. Processing efficiency will shorten the now lengthy period required for examination qualification, and this should be monitored. Other areas the AIA can facilitate include a continued dialog with state boards regarding licensing, interning, and related topics. In addition, practitioners need to forge stronger relationships with our schools, as much as academicians need to provide a more active and open dialog with the professional community. Creating a mentoring program, which specifically links an associate with a young architect, can help enhance the success of an intern’s progress beyond the current IDP approach. Proactively supporting professional development improves the relationship among education, experience and the ARE, reinforcing licensing as fundamental to our profession.

Economy
The uncertain economy has resulted in many firms reducing staff time and eliminating positions, and many of these reductions have directly affected younger architects and interns. The AIA must continue to provide a constant, current and regular resource center to monitor this vacillating market, and to profile potential jobs and other opportunities. AIA’s ”Navigating the Economy” is a very valuable source of information, and many components are providing similar resources. These should continue and, in many instances expanded, to include other related prospects, along with learning opportunities, so those forced into job elimination might be more informed. This could include prospects where a specialty or focus area might prove useful with an allied organization, or where additional training could also be beneficial. Retaining AIA membership through the economic downturn is essential to prepare those professionals who may be forced into alternative employment directions. Remaining in touch with these members through routine e-mails, regular updates, and providing access to current economic news shares our concern for them, identifies our appreciation of them, and recognizes our value to them as the next generation of talent and leadership. If associates and young architects are forced to leave the profession, the AIA should provide for continued low cost, graduated, or temporary no cost membership. Maintaining membership, and staying connected with senior members by fostering a relationship with the College of Fellows, will allow our emerging professionals to remain abreast with the organization, and ease in the anxiety of negotiating through this critical period.

Re-entry
We owe every member, emerging or young, emerged or matured, every opportunity and every available safety net during this recession. Not only does this include provisions for maintaining membership, but also by providing guidelines for varied and ancillary employment opportunities. Both the NAC and YAF could be allotted additional resources to identify, outline, and develop parallel employment tracks and opportunities to best put an associate’s, and young architect’s talent, expertise, and experience to effective use. Such a resource could be developed and implemented immediately. Training programs specific to sustainability and green design already exist and should be promoted. Opportunities to connect with the Stimulus Plan can effectively tap member’s talents and reinforce the value of architectural services. Exploring and promoting AmeriCore for our younger professionals will utilize design expertise while fulfilling civic engagement and community service. Of course, volunteering in programs like ACE or similar efforts, not only keeps an emerging professional engaged, but shares insight to the next generation of leaders. Individuals could be highlighted as “success stories”, and various documented testimonies might even accelerate our profession’s re-stabilization. In addition, those who have left the profession would likely be returning with increased skills and talents, adding additional value to a firm by expanding its profile with new or improved specialties and services. Remaining connected and continued networking provides for earlier tracking and planning ahead, so that when the economic situation improves, individuals, businesses and firms can once again thrive.

Nurturing
Nothing is more essential and necessary for the future of our profession than nurturing our emerging professionals. Our students, associates and young architects are tomorrow’s leaders. As I stated at Grassroots and re-assert now—mentoring, nurturing—and learning from—our emerging professionals, is a key and central element to a sustainable future—both in the way we shape our built environment, but also in how we develop our organization and assure its future success. Learning from our emerging professionals provides the organization insight on new ways to think, act, network, and communicate.

Several key words come to mind when I think about what “nurturing emerging professionals” means to me. This includes phrases such as—teaching and learning, to both hear and also listen; as well as the words showing, sharing, applying, fostering, and developing. Each of the above—in its own way, enhances the significance of the relationship between an “emerged” professional and an “emerging” one, and underscores that one without the other is incomplete. Nurturing is about forging relationships, and about realizing that the whole is greater than the sum of its parts. Working together—collaborating, understanding, bridging, connecting, and communicating—adds to, and enriches, what we offer and how we—as a profession—provide talent and experience, with collective wisdom, to assert the power of design as essential for healthy and livable communities.

In summary, nurturing is about caring. Without this, our profession’s future has little to offer; with it, there is nothing but promise and hope.

Mickey Jacob, FAIA (AIA Tampa Bay)—Candidate for 2010-2012 Vice President (two will be elected)

1. Within my firm we have sponsored our Associate Member to participate in the Leadership Tampa Program. It is a community based leadership program that trains young professionals to understand the importance of civic and political involvement. Additionally, we sponsor all our emerging professionals in the firm to participate in any professional, community, charitable or business based organization as long as they commit to track towards leadership positions. Both our firm and the profession reap great benefits from young architects and associates making a difference in the community representing the profession as leaders. At AIA Florida we have created Regional and State Associates leadership positions to increase the opportunity for leadership growth within the AIA. We have implemented an Emerging Professionals Conference held on a weekend and at low cost with seminars, panel discussions, speakers and social events all focused on the issues facing young architects. This event originally designed to be every two years is now an annual event due to its popularity. AIA Florida has also developed a program to bring an Associate to Legislative Day at the State Capitol which introduces emerging professionals to AIA Government Advocacy and the importance of civic engagement. We continue to work hard to work with emerging professionals to find opportunities for them to develop programs that serve their needs and that provide leadership opportunities. By empowering emerging professionals with time and financial support to become active AIA participants, we will build the base that will develop our future leaders.

2. Tracking to licensure is a personal goal—if someone is not dedicated to achieving licensure as a personal accomplishment then no amount of incentive will change that. However, if we as the AIA continue to hold licensure as the benchmark for success in the profession, then we as a profession must recognize this achievement with support in the way of time off to study for, and take the ARE, fund the costs of the ARE, and promote those who gain licensure. That is a cultural change in the architecture business and an investment in talent that will be necessary to continue to keep the best and brightest in the profession. Additionally, as baby boomers cycle out of leadership in architecture, business, politics and community, they will be replaced by emerging professionals who have been completely “digital” their entire lives. This will change the way the profession will operate and the AIA must develop young leaders to be at the forefront of recognizing, planning and implementing this change to make it desirable to become an architect. To foster a stronger and more diverse profession, emerging professionals must lead the AIA to address these issues to stay competitive with industries looking to hire talented and creative individuals. We also must recognize that licensure may not be the goal of many emerging professionals because of other life/family/personal interest reasons. Through the leadership of emerging professionals the AIA must find ways to create opportunities to keep these people in architecture.

3. The economy is on everyone’s mind these days. There is a lot of concern that bad economic conditions will translate into the elimination of positions that were filled by young architects (i.e., individuals licensed 10 years or less). How should the AIA serve and retain these young architects that may be forced to leave the profession?

The AIA must be able to keep in touch with these individuals that are forced to leave architecture to make a living in different markets, so they can still be a part of the profession. We must recruit these individuals through a “peer to peer” strategy to let them know they are welcome and needed, and to communicate the value of maintaining their membership in the AIA. To be inclusive and diverse, the AIA needs to continue to grow membership with young architects who are licensed and working in other industries. There are many opportunities within the current structure of the AIA for these individuals to participate and help build new programs. We need their input and participation to improve awareness of the value of good design and the importance of the public advocacy of architecture. With this kind of participation by young architects, the AIA will broaden our reach in the marketplace, increase the visibility of architecture in business, and grow the network of architect leaders in the community. But this can’t be done without maintaining communication with these young architects through the components, inviting them to meetings, other members asking them to become active on committees, and providing opportunities for growth in leadership positions. This “peer to peer” strategy is the most effective and successful means to recruit and retain young architects both within and outside the profession and to continue to build the leadership network that will support the mission of the AIA.

4. The AIA must implement an aggressive communication program along with a “peer to peer” strategy to reach out to these individuals to convey the importance of keeping involved in the AIA. They can utilize continuing education programs to keep current on industry trends, create committees or groups to meet and discuss issues they are facing, and volunteer to participate in programs. Additionally, it is an opportunity to become a leader in the profession that builds respect among your peers. There is no better or more effective way to position yourself to prepare to re-enter the architecture marketplace than to be active with the AIA. You will be working with, and putting yourself in front of, AIA members who not only share a commitment to the profession, but who are also potential employers. Your dedication and commitment with your work at the AIA are traits that cannot be found on a resume. It is the value of the personal interaction and the work ethic from your participation in the AIA that place you in a more advantageous position in searching for employment. You will be developing your leadership skills in a forum that is visible to other architects and showcasing skill sets that employers look for. These intangible assets will show you are a leader by example, understand the importance of serving the profession, and position you as the most desirable candidate for employment.

5. “Nurture Emerging Professionals” is not only a key element in the AIA’s Strategic Plan but also a necessity to build the future leadership of the profession. It is our responsibility to recruit, encourage and support Emerging Professionals to be active and energetic participants in the AIA. I believe that “nurturing” is a two way street. The AIA and its members offer programs and resources that can position you to learn by engagement and participation. As AIA leaders and employers, we must encourage and support emerging professionals to participate in the AIA, engage in leadership positions, help create and implement programs, and work on issues that benefit the profession and the community. We are blessed in this profession with talented and dedicated young people who must go through a rigorous education and intern process and still have the energy and enthusiasm to serve the profession. We must empower these young architects to take on the challenge of leadership and position them as the future of the profession. The AIA has the resources to facilitate any professional interest you have and offer the opportunity for you to work with other architects and professionals who share your interest as well as providing experience and education to further your career. It is up to each of us to take advantage of these resources and utilize them to further our professional development and build the leadership that will continue to grow and strengthen the AIA.

Peter Kuttner, FAIA (AIA Boston Society of Architects)—Candidate for 2010-2012 Vice President (two will be elected)

1. I believe most members within the AIA, nationally and at the component level, believe engaging Emerging Professionals is critical for both the AIA and the profession in general. In fact, on several occasions, and on my site, I’ve proposed it should be recognized as one of our key strategic initiatives, along with sustainability, diversity, and integrated practice.

• On a personal level, I have been able to stay current with EP issues as the Board liaison to the YAF, and last year as the AIA liaison to NCARB’s IDP Committee. This year I have moved on to co-chair the IDP Advisory Committee, bringing AIA and NCARB committee members together with the voices of AIAS, NAC, ACSA, and others on the issues of professional development.
• In my own firm, we’ve supported student intern programs for Rice, the University of Michigan, and the BAC for several decades. We actively encourage our own staff to become involved in the Boston Society of Architects, and I pay all AIA dues for both Associate and full membership. I also started our Chapters’ new members reception when membership chair in 1992, and through our BSA conference “Build Boston” I have been able to engage in our annual portfolio reviews. To my delight, I was also able to successfully sponsor one of our C7A emerging professionals’ for the Young Architects awards this past May.

2. As an Overseer at the Boston Architectural College we are very aware of the decline in licensure, and a drop in the absolute number of architects in the country … possibly the only profession in such a slide. Whatever the reason for this decline, I am inclined to believe that the strongest solutions are local. National AIA must continue to educate the public on the essential role of the architect, and improve respect for the license. On the IDPAC nationally we are also discussing work settings and supervisor improvements to facilitate IDP completion.

• However, it is the firms and the local components that can best address the root problems. At the BSA we have formed the ARE success teams, and at my firm we have created our own in-house teams. I have spoken on licensure panels at the BSA and at Build Boston, answering interns’ questions about the process and the goal.
• During the recession after the tech-bubble burst in 2003 I wrote an article in the BSA ChapterLetter (on my Web site at www.peterkuttnerfaia.com under “PK in the News,” titled “Arch Registration 6-03”) about the way Cambridge Seven Associates can support licensure. Since then, we have increased support for the success teams, and now pay for up to half the fees each year until passing, and of course provide the space, materials, pizza, and moral support.

3. The focus of AIA at all component levels has been quick to address this issue, though the extent of the problem has been greater than predicted. Nationally the “Renew and Rebuild” program is addressing the supply of work, encouraging the stimulus proposals to direct money to infrastructure projects that require architects. Initial efforts at local levels were originally turned to services developed in the 1991 recession, with résumé services, portfolio reviews, job boards, and access to printers and copiers. Unfortunately, with few jobs interviews to be had, this is not enough.

• The risk we face is losing another generation of architects. In 1991 Massachusetts had 7,000 current architectural licenses, which dropped to 4,000 in 3 years. When the economy was good again in 1996, we could not hire an architect with 5 years of experience. They had left the state and the profession.
• I would like to promote a culture of belt-tightening within AIA firms, rather than staff cutting, where possible. We have seen lay-offs, and some firms have closed their doors. However, many firms could stay alive with some partial, temporary cutbacks across the board rather than full-scale layoffs. Further, when work returns, those firms have the staff and passion to respond quickly. Many states, like Massachusetts, have “workshare” programs, allowing unemployment compensation for reduced employment, which softens the blow.

4. The AIA must stay in contact with the young professionals who are most at risk while unemployed, and continue to offer both member and professional benefits. The networking potential of the AIA is powerful, and we need to reduce or eliminate dues when a young architect is first out of work to keep them in our network. The national connection is important here, because these conditions often cause people to relocate to reconnect with family or the look for work, and the AIA connection needs to follow them if it is of any help at all.

• We also need to create alternatives for these young architects to use their skills. The growth of Community Design Resource Centers since the ’91 recession is an example of such an option, where architects can offer valuable design services for non-profits that need architectural or planning help, and are now themselves more beleaguered than ever.
• On IDPAC we are also advising AIA and NCARB on new work setting definitions and working on plans to improve supervisor and firm commitments to the IDP process. We particularly need to address these non-typical work settings like CDRC’s and Habitat, and accommodate non-employer supervisors, if unemployed interns are to at least earn supplementary training units, and be ready to return to the work force.
• Then, once the economy does begin to rebound, we need to actively collect and disseminate the job needs and opportunities nationally.

5. In its broadest meaning, nurturing of emerging professionals includes all of the elements mentioned above, including support for college internships, scholarships, promotion of IDP friendly practices in member firms, ARE assist services such as the EPC, unemployment relief efforts, membership assistance, etc.

• However, the term “nurture” attempts be more personal, positioning the AIA in support of a profession that accepts its cultural responsibility to provide for generational transfer that recognizes both tradition and evolution. Architecture as a practice has only learned in the last 20-30 years how a firm can transition to a new generation, and we need to extend that to the profession at large. Firms that have succeeded have involved a mentoring relationship, where an older partner has seen something in younger staff, and helped that person along. Listening to the YAF’s 150 podcasts of AIA Fellows reflecting on their mentors (mine is here) one realizes that these may be teachers, partners, peers, friends, or employers. Some help with professional expertise, while others act as a life coach. Mentoring efforts need to come from many directions, at many levels. I supported the BSA’s Fellows mentoring program in 2000, and now it’s been given new life teaming with YAF. We have a local mentoring program through the BAC, and at C7A our Associates are coordinating an in-house version. There are things you can ask an employer and there are other things you ask an outsider. We should be able to accommodate all the needs.

Anne Laird-Blanton, AIA (AIA San Francisco)—Candidate for 2010-2012 Vice President (two will be elected)

1. As Secretary of the AIA California Council I sponsored Bylaws changes that would allow Associate members to serve as component Directors on the AIACC Board. AIA San Francisco was the first to elect an Associate in this capacity while I was their President. At the same time, I worked with the Procedures and Documents Committee and emerging professionals to create the AIACC Academy of Emerging Professionals (AEP represents AIAS, Associates and YAF in CA) and to provide a position on the AIACC Excom for the Vice President of AEP. This year I participated in AEP's long range planning process where we discussed new communication tools, changes to the licensing exam process, issues of nomenclature and governance. I am encouraging National staff to sort the membership database to clearly identify emerging professionals, particularly those licensed less than ten years, so that linkages and communications can be enhanced. In my two years on the AIA Membership Committee and the Board Community Committee I have worked closely with our emerging professional leaders to examine and develop membership categories and benefits that support their constituents and recognize their contributions to the profession. Last year, BoCoCo presented a proposal to members of AIA Excom to create an ongoing forum for the leadership of AIAS, NAC and YAF to meet together, plan and inform national leadership of their issues. I strongly advocate for this venue. I work to acknowledge the strengths and contributions of emerging leaders and to mentor and encourage their continued participation in AIA.

2. As leaders of the profession we do not adequately communicate the value of being a licensed professional to our members or to the general public. We have licensed architects working in a broad range of non-traditional practices, in politics and public service, and volunteering countless hours of pro bono services to the underserved and their communities. It is important to recognize and acknowledge that much of what these individuals do would not be possible without their license. It appears that the public respects and values our abilities far more than we do. In our offices, we create a double standard in which we continue to promote and empower emerging professionals without adequately addressing the importance of licensure. It is important to recognize that a licensed architect will earn much more than a non-licensed individual over the course of his or her career. NAC has been doing an outstanding job of working with NCARB and their state affiliates to improve the circumstances of taking the licensing exam. We as AIA leaders need to be more vocal in our support of NAC and more en*gaging with our peers to continue to improve this process. Last year, BoCoCo, the Education Practitioners Network and the Knowledge Communities advocated bringing together representatives of practice, education, emerging professionals and industry to strategize on how better to work together to foster increased collaboration, leadership and knowledge in the profession. This needs to happen.

3. The AIA should do everything we can to help keep our emerging professionals in the profession. We have experienced downturns before and it has cost us a generation of architects. Many components are providing excellent programs for our members such as: helping firms share work and employees, advice on business strategies such as reduced hours and job sharing, HR assistance, and increased networking opportunities. These must continue. Providing programs to assist young architects in starting their own firms, including: marketing, writing proposals, and managing a business would be valuable since there are often small projects for homeowners, nonprofits and small businesses that continue to trickle in during slow times. Helping architects develop other skills that can be used with clients now, such as energy audits, is another strategy. The AIA can offer more local design charrettes, RUDATs or SDATS, publicize such organizations as Habitat, ACE and others as volunteer opportunities that will utilize our training and continue to make a difference. Telling the stories of architects' previous experiences during downturns is a way that the AIA can help boost morale and offer ideas that are new to some. The AIA must also reach out and engage with other fields and businesses that hire architects to let our members know that they are equally valued. We need to re-evaluate our priorities and expand our definitions of members to be more inclusive. The AIA can help create the linkages that will keep those working outside the traditional architectural design offices connected with the organization.

4. The AIA needs to use its relationships to get discounted rates for LEED certification and ARE classes so that time could be used wisely and skills acquired that will be highly valued when conditions improve. Increasing the availability of these kinds of programs will also meet a higher demand as people use this time to gain more knowledge. The AIA could leverage the power of our numbers with software providers, particularly BIM programs, to increase training programs and offer them at more affordable or discounted rates to AIA members as another means of improving skills. Continuing to provide programs covering basic skills such as resume writing, portfolio development with peer review/guidance, working with clients and presenting information will assist our members in being more competitive as the market improves.

At the same time, the AIA should lobby for the re-invigoration of programs such as Americorp and the Peace Corps as ways for architecturally trained individuals to gain incredible experience and keep working while offering assistance to communities and underserved people.

5. "Nurturing emerging professionals" is the statement of a value and an implied goal to help emerging professionals get licensed and become leaders in our profession. Additionally for me, it is the expression of a responsibility to work with those who will follow me to make our profession stronger, our organization viable and relevant, and assure that the work we do continues to be valued by society. This responsibility includes the following:

Listening to what our students, graduates and those who have had their license for a short period of time have to say. It is valuable, insightful and can help us set directions and goals for the future that will be relevant and meaningful to those who will be living with the results of our decisions. This is true in our offices as well as within AIA.

Mentoring and sharing what we know and value about the profession that means so much to us. This involves treating everyone with respect and recognizing that we have a lot to learn from one another. It means exchanging knowledge and wisdom gained from experience and through relationships.

Encouraging next steps whether it is licensure or further AIA leadership or creating one's own firm. Supporting others in fulfilling their dreams and providing them with valuable feedback that can assist them in their efforts is key to "nurturing."

David J. Brotman, FAIA (AIA Los Angeles)—Candidate for Treasurer

1. Upon leaving RTKL as its Vice Chairman, in 2000, I became a management consultant, serving design firms. My career has allowed me to nurture and mentor many young professionals. Twenty-five years with RTKL, gave me a significant number of mentees, many of whom have grown into firm leadership positions. Over my forty-year career, I am most proud of the part I played in the growth and development of so many young professionals.

My AIA involvement has served as an example. I have encouraged and facilitated AIA participation of many of the young professionals that I’ve been privileged to know. This year one of my protégés has achieved the level of Fellow, an achievement that will be cherished as much as I’ve cherished my attainment of Fellowship.

Today, I counsel my clients that the future of the profession depends heavily on the growth and success of our young professionals. During these difficult economic times, I’ve encouraged programs like allowing laid-off staff members to use office space while looking for employment. Thus affording them an opportunity to have access to a support group and maintain a physical connection to the profession.

The Recession can have a deteriorating affect on AIA membership. That is why I have suggested an alternative dues structure for young professionals, especially those unemployed. We can’t let cost be a barrier to their participation. The future of the AIA and the profession is contingent on continued active involvement of its young practitioners.

2. Unfortunately, references to the decreasing number of trained architects pursuing licensure today are anecdotal. There is no way of knowing that fewer licensure candidates also mean fewer graduate architects entering the profession.

Maybe the ARE doesn’t reflect the way architecture is practiced today. Thirty years ago, the architect would hire a MEP and structural engineer, and that was it. The Architect would prepare cost estimates; prepare code reviews; design the lighting, roofing and curtain wall; write the specifications; and manage the construction process.

About the same time, the Architect was cautioned to mitigate the liability associated with all of these services. In response, today’s design team includes a plethora of consultants who provide the services once provided by the Architect. Construction Management began also about thirty years ago, and significantly reduced the Architect’s role during the Construction Phase.

Specialization penetrated the way work is done in the Architect’s Office. We now have designers, project managers, project architects, etc., each one not only having a different proficiency, but also specializing in a particular building type.

Maybe, the ARE has not kept up with the practice of Architecture and young professionals realize it. Firms give lip service to the need to obtain an Architectural License. They provide no incentive in compensation, position or title for obtaining a license. Little is made of the achievement.

NCARB being the national licensing authority, should undertake a major study of Architectural practice today in order to determine the appropriate form licensure should take in today’s environment.

3. Alan Greenspan recently said the current global recession will "surely be the longest and deepest" since the 1930s. The Architectural Billings Index is at its lowest level ever, and more than 10 percent of the architectural work force has been laid off. These economic conditions affect young and old architects alike. Never the less, there are steps the AIA can take to help its membership stay in the profession.

I mentioned in my answer to #1 the possibility of dues restructuring. In addition, young professionals, who find themselves unemployed, might consider starting their own firms and in order to strengthen their marketing position they could team with a previous employer. These teams could even attempt to obtain work that is available via design competition. The AIA needs to encourage innovation. Architectural Record cites a great example in their article about John Morefield, the Founder of Architecture 5¢.

AIA New York has developed a program called “Not Business As Usual”. In their words, “the Center for Architecture serves as a space for problem-solving, discussion, and action planning, as well as for coping with the realities of an economic downturn.” Other Chapters are providing similar opportunities.

Another wonderful resource is the McGraw-Hill Web site. Special Report “Recession & Recovery.” The article “Strategies for Unemployed Architects” should be of particular interest.

4. If the AIA waits for the economy to pick back up before they do something, it will be too late. Programs like those mentioned in the above answers need to be instituted and pursued in the hope of keeping young architects actively involved in the profession.

The AIA must be proactive in their effort to keep the lines of communication open to those forced to find employment elsewhere. These individuals must be kept abreast of what is happening in the profession. It is imperative that the AIA make these individuals aware of employment, educational, and volunteer opportunities.

To keep these young architects involved the AIA should provide networking events and encourage participation in AIA sponsored programs at no cost. If we keep the doors opened and make these individuals feel welcomed, we are less likely to lose them.

5. “Dictionary.com” defines the verb “nurture” as to:
Feed and protect: to nurture one's offspring
To support and encourage, as during the period of training or development; foster: to nurture promising musicians
Bring up, train, and educate.

The AIA and experienced practitioners are responsible to do all that the definition implies to insure that our emerging professionals will become well-rounded architects who are prepared to serve society.

Emerging professionals finish their formal education with little experience in the actual practice of Architecture. Nurturing gives guidance to the young architect and at the same time provides an environment full of opportunities to experience the complexities of the profession. While the AIA provides many programs, it is the experienced practitioner’s nurturing that is most important. Those of us who have been fortunate to have had an engaged, concerned, and caring mentor know this.

Nurturing involves council, guidance, and encouragement in many areas that include:

• Professional growth, experience, and knowledge
• Diversity
• Career development plans
• Professional issues and opportunities
• Continuing education
• Diverse professional development opportunities
• Leadership development
• Collaboration
• Community service
• Communication
• Healthy lifestyles.

“Nurture emerging professionals” is undefined in the cited AIA Documents. I’m sure this is by design. There is so much that we can do to help our young architects grow, that to define the term might impose unnecessary limits. Thank you NAC for asking this evocative question.

John W. Rogers, AIA, ACHA (AIA Cincinnati)—Candidate for Treasurer

1. It is very true that Emerging Professionals are the future of the architecture profession and key to the AIA remaining relevant through development of strong relationships and mentoring leaders. Keeping in touch with students involved in AIAS Chapters as well as Associates and YAIF throughout the Ohio Valley Region is a priority. We have Associate Directors involved at all levels of the AIA. AIAS leaders at UK participate in AIA KY Board meetings and the UC AIAS Chapter is financially supported by and connected to AIA Cincinnati with joint events like lecture series and meetings, for example. Emerging professionals are provided reduced or free meeting costs to all chapter activities. Also in Cincinnati, the annual Architecture by Children program involves architecture students, Associates and YAIF members working with K-12 students on projects in conjunction with AIA Members. Associates as well as YAIF have their own meetings and tour projects while also being included in chapter meetings and activities. The AIA Ohio Valley Region as well as AIA Ohio, Kentucky and Indiana encourage and monitor the Chapters in the areas of the schools of architecture to strengthen their relationships with students, AIAS members, Associates, YAIF as well as younger students through K-12 programs and activities. These efforts receive considerable attention at strategic planning discussions I have attended at all levels of the AIA. This is clearly an important focus for the AIA. As AIA Treasurer, I will assign priority to financial commitments for emerging professional activities and benefits.

2. It is true, that we are growing the number of architectural graduates but the number of registered professionals is decreasing. If the current trend continues, it does threaten the Architectural Profession. I have discussed this with a wide variety of students, faculty, members and firm leaders. The existing approaches to correcting this issue do seem to focus on recognition and reward. I am more interested how we create the priority and passion within the graduate architect to become registered. It seems that anyone with a genuine desire and a true passion for something finds a way to achieve that goal. Certainly mentoring and experience opportunities as well as celebration and recognition do motivate some students. We are continuing to search for solutions that inspire, but it takes a variety of approaches that change as the successive generations complete their college education and enter a changing professional environment. Recognition at all levels of the AIA levels is important. In Ohio, our AIA Associate Director travels to the schools of architecture with the State registration board executive director to communicate expectations and opportunities to students as they go through school. The State of Ohio registration board will reimburse the students for the cost of starting their IDP file. This is getting some traction, but proves we must continue to pursue an effective approach. This is an idea we will promote across the country. As AIA Treasurer, I will continue to explore effective solutions to help reverse the decrease in registered architects.

3. This is truly the worst economic time any of us have ever experienced and there are no standards to use as a reference for effects or solutions. All architects are at risk and while it seems younger architects may be at greatest risk, the logical approach is implementing vertical layoffs to retain a proper mix of resources in a firm. I have discussed this with many other architects and compared their approach, as well as actual layoffs, which were done vertically. The AIA needs to keep track of those architects that become unemployed and continue to provide professional information and opportunities. Providing job boards to help match available jobs with those young unemployed architects is being done at various levels of the AIA. Another idea is to keep in touch with related fields like consulting engineers, product manufacturers and construction industries to identify opportunities for the available architects to continue their education from a different perspective that will add knowledge to the individual and value for the future. Providing on-going mentoring is critical to preserve relationships and show architects, especially young architects, that they are very important to us and to our profession. As Integrated Project Delivery becomes the way of the future, this cross training and exposure, not to mention direct experience, will serve to place the architect of the future in a respected position and be a stronger player. As AIA Treasurer, I will keep this issue in front of the Board and the ExCom.

4. The depth and length of this recession is unknown, but it provides us the unique opportunity to make a difference now and in the future of our profession. AIA is tracking the stimulus package and its distributions as well as intended recipients and earmarks in order to inform everybody of opportunities. The Rebuild and Renew information from AIA on the web site is constantly updated and has been well received. The revised AIA website will have open access to aid in this information distribution and truly become a resource to not only architects, but also the public. This needs to be done immediately or its value and relevance will fade prematurely. AIA chapters and components are tracking the laid off members in their areas. Many firms are also keeping track of their laid-off employees to bring them back as work returns. Firms are continuing to let their laid-off employees attend lunch & learns and vendor presentations. Current industry information as well as training, like BIM and building assessments, for laid off interns and others will aid in re-entering the profession when the economy recovers; and it will recover!! Educational opportunities will continue to expand this year, such as the keynote presentations at Convention being posted on the AIA website. The AIA should encourage firms and members to aid young architects in returning as soon as possible. As AIA Treasurer, I will work with AIA leadership and resources to help address this situation.

5. urturing takes on many forms and means different things to different people, but indicates growth in both knowledge and confidence in the architecture profession, which in itself, applies to a broad range of ideas and specialties. The fact that the Strategic Plan addresses the nurturing of emerging professionals confirms the true importance to the AIA at all levels. Each chapter I have visited and / or observed approaches this differently to address the unique needs of the emerging professionals in their area, but all place an emphasis on recognizing and offering help to this group. AIA provides leadership and resources for students and others interested in our profession. Grants and scholarships are provided to support programs from kindergarten through registration and beyond. AIA groups address the various levels of age and experience along the path to registration, such as AIAS, YAIF, and Associates. We must continue to nurture our emerging professionals through mentoring, scholarships, educational programs, leadership opportunities and developing relationships with other professional organizations to nurture our emerging professionals to meet the changing needs of the future for both the profession and the AIA. As AIA Treasurer, I will help improve the financial and scholarship opportunities to enhance the nurturing process for emerging professionals.