Public Architects Committee Strategic Plan

MISSION

The Public Architects Committee promotes excellence in public architecture and enhances the role of the public architect as an essential element in the planning, design, construction, and management of public facilities.


VISION

The Public Architects Committee provides national leadership in promoting excellence in public architecture and being an advocate for architects in government.


Guiding Principles

• Public architecture is a cornerstone of American cities and American architecture.
• The public welfare is the focus of everything we do.
• Committee members are our most important resource.
• Value-added knowledge is essential to excellence and leadership in public architecture.
• Leadership succeeds through innovation and example.

BACKGROUND

From 1836 to 1939, most public buildings (i.e., federal buildings) were designed by architects in government. Today, architects in government no longer design public buildings, but they do have vital roles and responsibilities in the development and delivery of public buildings. Architects fill numerous leadership roles at all levels of government, from budget formulation to facilities management.

Today, many of these public architects make major up-front decisions important to the production of architecture and architectural policies. In turn, the architect in the studio and the architect in government have a symbiotic relationship that is important to public architecture and the vitality of cities.

It is incumbent upon public architects to communicate their accomplishments and their contributions to profession. Today we need a vehicle to enhance the value of architects in government, address the Institute's knowledge agenda, and encourage AIA advocacy for public architects.

STRATEGIC GOALS

Goal 1: Achieve Excellence in Public Architecture

• Actively promote excellence in public architecture
• Promote registration in the Public Architects Committee and AIA membership of all architects in government
• Establish the Robert Mills Medal for excellence in project and program management in public architecture
• Actively participate in the Thomas Jefferson Awards for Public Architecture.

Goal 2: Establish Communications

• Establish communications between the Committee, the Institute, its components, and government agencies at all levels
• Document excellent public architecture work and services through all mediums.

Goal 3: Empower and Develop Our Members

• Demonstrate proactive leadership in the management of the Advisory Group through agreement and articulation of the vision, clear focus on the Public Architects Committee's mission, active participation, and achievement of results
• Maximize our recognition through an established awards program for excellence in public architecture
• Promote long-term development programs for government architects at all levels
• Mentor and counsel to maximize career opportunities
• Encourage camaraderie and networking by having fun.

Goal 4: Forge Dynamic Partnerships with Our Agencies and Community

• Develop the Public Architects Committee into a recognized national entity within the Institute
• Establish a Public Architects Committee information network
• Facilitate and sponsor joint seminars and conferences on public architecture
• Establish relationships with local architecture and planning firms to ensure a continuous pool of talented professional to meet the government's future needs
• Increase community awareness of the Public Architects Committee.

Goal 5: Tell the Story

• Make the public and profession aware of opportunities to improve their public buildings, civic environments, and spaces
• Promote architects in government?It is everyone's job!
• Promote the AIA?It is the membership's job!

STRATEGIC ALLIANCES

The Public Architects Committee must create and maintain positive, long-term re-lationships with other organizations. The chart below illustrates the relationship of the Public Architects Committee to other organizations.

Public Architects Alliances Table (PDF)

GOVERNANCE

• To better serve architects in the government, the Committee will be organized into the following subcommittees: Executive Committee, Plans and Program Committee, Communications Committee, Events Committee, and Advocacy Committee.

The Committee's governance structure is described below.

• The chair of the Public Architects Committee will lead the Executive Committee, consisting of the Advisory Group, and will preside over its monthly conference calls and face-to-face meetings.
• The vice chair of the Public Architects Committee will lead the Plans and Program Committee, consisting of the Advisory Group. This subcommittee is charged with developing annual plans and programs to be submitted to the AIA for funding.
• An Advisory Group member will lead the Communications Committee, which provides content for the Committee's Web page, and will be the editor of The Cornerstone newsletter. Membership of this subcommittee will be drawn from the Advisory Group associates and the committee as a whole.
• An Advisory Group member will lead the Events Committee, which is responsible for planning and implementing seminars, workshops, and conferences to increase community awareness of Public Architects Committee members and their activities. Event Committee membership will be drawn from the Advisory Group associates and the committee as a whole.
• An Advisory Group member will chair the Advocacy Committee, which is responsible for promoting the Public Architects Committee and establishing the Architects in Government award program.
• A new member will rotate through the subcommittees, eventually advancing to vice chair and chair. The rotation generally will follow this pattern: Advocacy, Events, Communications, vice chair, chair, past chair.
• Each chair must have headed at least three subcommittees.

HUMAN RESOURCES

The Committee

The Public Architects Committee consists of all AIA members who indicate that they are public architects on their annual membership dues renewal application. This group is considered the committee of the whole. Architects not employed by a government agency are welcome to join the Public Architects Committee as a whole.

The Advisory Group

The AIA funds the five members of the Advisory Group. Members of the Advisory Group must make a six-year commitment. Each Advisory Group member will advance in the following order: Advocacy Committee, Events Committee, Communications Committee, vice chair, chair, and past chair. The past chair's role is vital to the Advisory Group because that person provides continuity and institutional knowledge to the body. Ideally the Advisory Group should consist of three architects from the federal government and two architects from state and local government. The Advisory Group provides the leadership and vision for the Public Architects Committee.

Unfunded Members of the Advisory Group

The Advisory Group will be more efficient with active participation of the associates. The associates are vital to the Advisory Group's succession plan. As a member rotates off the Advisory Group, an associate should be named as a replacement. The Advisory Group should include a maximum of five associates, to include one Associate AIA member. The Associate AIA member cannot advance to the Advisory Group until the requirements for full membership of the AIA have been met. After all, the Committee has a goal to achieve excellence in public architecture by promoting registration of all architects in government in the Public Architects Committee. Past participation in the committee should be a consideration for funded members.

Financial Resources

The AIA establishes an overall travel and operating budget for the Committee. The Committee should be actively involved in the formulation of the budget.