Pub. 1 2013 Directory

6 THE MONTANA ARCHITECT | 2013 | www.aia-mt.org T his yearning for feedback, participation, and insight on behalf of the AIA has triggered some very new and interesting changes within the AIA, launched into action this year. I could try to describe it in my own words, but as you all know, I’ll end up on some tangent, wandering around with subject matter for several pages. No, instead I’ll reprint an excerpt from the AIA National website, describing recent action on an initiative that you should all recognize as “Repositioning”: (Found at: http://www.aia.org/about/repositioning/index.htm) The outcome from (the repositioning) initiative will become the foundation for an ongoing communication strategy that will clarify and demonstrate what archi- tects do and help build an understanding and appreci- ation of the role of an architect for the general public. The goal is to determine how the Institute should repo- sition architecture, architects, and how to reflect cur- rent client and public perceptions. This is not a logo redo. This is not a national advertis- ing campaign. This is a long-term and deep examina- tion of what it means to serve our members and why architecture matters. Through our Community Con- versations, Virtual Town Halls, and special sessions at Grassroots, National Convention, and the Council of Architectural Component Executives (CACE), the AIA has focused the examination on four main areas: CONNECT • Component autonomy versus unity • Component structure • Tier coordination ENGAGE • Efficacy of communications • Engaging emerging professionals LEAD • Leadership tenure and agendas • Board size and composition INNOVATE • Prioritization of initiatives • Taking a stand on important issues • Resource allocation On Friday, September 20, 2013, the AIA Board of Di- rectors voted to change the way the AIA is governed. The AIA Board decision moves the AIA toward a bi-cameral governance model. The decision creates two houses—a smaller Board of Directors chosen for specif- ic roles and talents and a larger geographically diverse Council that takes up important strategic issues con- cerning practice, the profession, and society. • A small board of directors composed of 11-15 mem- bers chosen for their specific talents and areas of ex- pertise will pursue a defined, strategic set of fiduciary concerns that affect the health of the Institute. 2013: A Year of Big Changes for the AIA I’ve been a member of the AIA in some way or another for… heck, over 20 years, if you include several years in the AIAS as a student. PRESIDENT’S MESSAGE DAVID P. KOEL, AIA, PRESIDENT OF AIA MONTANA I remember lots of AIAS participation and activities as a student while at NDSU (my favorite: the “H.H. Richardson Beard-Growing Contest” — which I lost, dismally), but as we age into our profession, we become very focused upon our practices and don’t pay near as much attention to the activities of the AIA.  — continued on page 8