When I think about a world without AIA, I see a world where our profession would be significantly more watered down and less relevant. And I see a world where the built environment would be much more utilitarian, boxy and functional, but less meaningful. When I see images of other countries where architecture is not prevalent, I see very little design sensitivity in not only building design, but in city planning. AIA in the United States has existed since before the Civil War and has had an immeasurable impact on our modern built environment. When I consider the AIA in a long-range historical context, I am thankful for its existence and respond by wanting to support and strengthen its mission and strategic vision because, like you, architecture is “in my bones.”
AIA — A Quality Organization
Once I began to affiliate with the AIA as a member, I began to notice that AIA was a well-organized group. When I raised my hand to get involved in AIA leadership, it was then that I began to truly understand what a first-class quality organization I was part of. I have been able to help form and shape the AIA structure at the local, state and national levels. As you might imagine, my impact has been greatest at the local level, but my opinions and ideas have found a hearing at the state and national levels as well. When I attend AIA events, I always tend to walk away thinking, “Wow, that was very well done!” I remain proud of how AIA does business and represents all of us members.
My Work at the National AIA Level
The AIA used to have a regional level of governance which went away about four years ago. We were part of what was called the North West Region. When it was dissolved, the national model made room for a robust Strategic Council group which hold two functions. The first function is to provide suggestions (strategic thinking) to the AIA Board. The second is to represent our states and bring forth member suggestions and concerns. Every state has at least one strategic councilor. Some states have as many as four. In my role as Idaho’s strategic councilor, I have challenged AIA National to increase public awareness of our members. I have also participated in two focus work groups. In year one, I worked on the Communications group which promoted better communication among the strategic counselors and between the Council and the AIA National Board. In 2023, I worked with a focus group involved with looking at the health and wellness impacts of design and how we can improve the wellbeing of those who occupy our buildings. I will be serving one more year in this role. In December, I was in Washington, D.C., to attend the annual Governance Conference, where I had the opportunity to select my focus work group for 2024. I also had the opportunity once again to report to National the activities and struggles of AIA Idaho. While AIA Idaho holds less than 1% of the world’s AIA members, we have a full-throated voice at AIA National through the Strategic Council. That is pretty great!
Idaho and Others
It is remarkable how similar the issues and struggles we have here in Idaho are shared with other AIA components in all parts of our country and even those in the international components. We are all concerned about AI and its impacts on the profession, on the pipeline of new talent entering the profession and on communicating the value of architects to the public and to potential clients. Our superpower is design, and we are uniquely qualified and empowered to help create a better world!
Reflection on Past Successes
One of the areas of impact I am most proud of would be the growth of AIA Idaho during my 6+ years of leadership. During that time, we have grown from around 270 members in 2018 to about 370 members today. Our PAM membership has also grown significantly during that time. With virtually every decision, I have challenged myself and other AIA leaders to work to make AIA more relevant to our fellow members, to potential members and to the public. One decision in particular comes to mind. Early in my leadership tenure, a survey was distributed wherein we asked what topics would be most relevant for our guest speakers at our monthly lunches. Armed with those results, we were able to seek out high-quality content that our members wanted and couldn’t get anywhere else. And we got an administrative assistant in place, which freed up us officers to focus on the “real issues” without getting buried in the administrative details. Key decisions like those made AIA more relevant, which led, quite naturally, to growth in membership. Before I’m done with AIA Leadership, I have as a goal to achieve membership north of 400. And I would like to see our other Idaho components stronger, especially our Northern Idaho component. I have been promoting ideas to the AIA Idaho board regarding an outward-facing public outreach effort, which I believe could help in this regard.
Our Young Professionals
I think young professionals in this post-COVID time find themselves in a very different situation than most of us experienced. I think our current “work from anywhere” abilities need to be balanced with the mentoring that needs to occur between those of us with more experience. Mentoring is best accomplished in person, in my opinion. I know that offices all around the country are struggling with this issue. I see AIA taking a leadership role in this area to help define a win-win scenario in our profession. I am glad to see Idaho fill the YAF and the STAR Representative roles, which promote our young professionals.
10 Year Look Ahead
In 10 years, I see Idaho having well over 500 AIA members. I see us having a very strong voice in our state law making process. I see monthly lunches with excellent guest speakers in all four of our components, where architectural students routinely attend so that they can rub shoulders with their future employers. I see us active with our Idaho cities, counties and various boards such as planning and zoning. I see an AIA who is integrated into the University of Idaho very closely, whose members routinely sit in crit sessions and speak in professional practice class settings at the university. I see a public outreach campaign on-going, where clients and future clients know that hiring an AIA architect means hiring an architect who is a “cut above” and who brings real value to them and our communities.
With gratitude for all that we have accomplished and with a ton of optimism as we move forward into an even brighter future,
Dave Davies, AIA
A senior architect and senior associate with CSHQA, Dave believes passionately in enhancing life through design. He has devoted his life to creating solutions that matter. As a seasoned architect, Dave has been involved with over 600 projects of various types, including health care, assisted living, educational and government facilities, located throughout the United States. He is involved with all aspects of a project, from the initial thumbnail sketch to the myriad of construction details. He interacts with owners, developers, users, contractors, sub-contractors, code officials, financial institutions and consulting engineers, as well as fellow colleagues and coworkers at CSHQA, in order to advance project goals. Dave is the National Strategic Council Representative with the American Institute of Architects (AIA) Idaho and served on the board of Idaho’s Notus School District 135, Zone 4.
