AIA
pasadena
&FOOTHILL
BOARD
book2011
BOARD of DIRECTORS ORIENTATION I.
10:00 Overview of Day
II.
10:05 Goals of Day
III. 10:10 AIA Organizational Structure a. Oversight of three part organization b. The big picture of being a board member IV.
10:30 What is a 501c6 organization
V.
10:35 Overview of Day
VI.
10:40 Overview of Day
10:45 Break (15 minutes coffee)
VII.
11:00 Proposed Org Chart, Bylaws, CPC
VIII.
11:15 Assume your Position
IX.
12:05 Review of Board Books
X. 12:45 Who are We- What we Do -15 minute review of schedule XI. 12:05
Where we are Going? Review recap Answer & pitch to attend first quarter visioning retreat Open Discussion Lunch 1 Hr adjourn
Pasadena & Foothill AIA 2011 Board Book
table of contents 2011 BOARD BOOK
Font Pocket
AIA National Mission, Goals, Strategies for 2011
Pre Tab Section
Agenda for Orientation AIA Member Covenant 2011 Board of Directors Contact Information Job Descriptions: • President • Vice President/President Elect • Secretary • Treasurer • Government Relations Chair • Director of Sponsorship • Director of Virtual Communications • Associate Director • Director of Membership • Member of Large Chapter Organizational Chart AIAPF 2011 Board Agreement
Minutes Tab Financials Tab
Sample Financial Statement
Bylaws Tab
Chapter Bylaws AIA Component Performance Criteria AIA Strategies for Component Excellence
Form/Templates Tab [E1] Envelope [L1 Letter] [PRR1] Personal Reimbursement Request Form [PRR2] Payment Request Form [ECW1] Pre-Event Checklist Worksheet [EBW1] Pre-Event Budget Worksheet
Information Tab
Proposed Mission Statement The Pasadena & Foothill Chapter AIA – A Brief History Pasadena & Foothill Chapter Service Area Map Committee List
Pasadena & Foothill AIA 2011 Board Book
A COVENANT BETWEEn the aia and its members
Pasadena & Foothill AIA 2011 Board Book
Mission Statement: The American Institute of Architects is the voice of the architectural profession and the resource for its members in service to society. The purpose of this document is to describe what we, as members, may expect of the American Institute of Architects (AIA) and how we can contribute to the success of the organization. We count on receiving value through opportunities and services, whether accessed through the local, state, or national component of the AIA. Those in leadership count on the active participation of members to sustain the AIA in its mission to be the voice of the profession and the resource for its members in service to society. This reciprocal relationship is ultimately grounded in shared values, mutual trust, and a commitment to working together.
The Commitment of the AIA
The members of the American Institute of Architects create a community to share knowledge and advocate a shared vision to have a positive impact on the direction of the profession, the shape of our neighborhoods, and our world. • The AIA is a democratic organization, representing members’ interests in the selection of leaders, the setting of priorities, and the carrying out of programs. • The AIA is dedicated to the highest standards of professionalism, integrity, and competence as embodied in the AIA’s Code of Ethics and Professional Conduct. • The AIA represents the highest values of the profession in establishing public policies and advancing positions. • The AIA offers opportunities for members to become more knowledgeable as professionals, increasing their value to clients and society. • The AIA supports the advancement of knowledge that leads to a more capable profession, a better built environment, and a brighter future for all people. • The AIA creates opportunities for its members to gather in fellowship and to advance areas of common interest. • The AIA embraces the full spectrum of practitioners in membership and encourages the development of those who would like to offer their talents to the architecture profession.
The Contribution of Members
Members of the American Institute of Architects can realize the most value from their membership and contribute to the success of the organization by • Taking time to become informed about AIA services and programs. Informed members are most able to benefit from AIA membership and to acquaint others about opportunities for professional advancement and influence on the profession and society. • Participating in decisions. Broad participation by a diverse membership assures that the AIA is relevant to its members and effective in its decisions. • Participating in the planning and carrying out of AIA programs and initiatives. Collectively, AIA members can accomplish more when many professionals with their own ideas, experience, creativity, and energy work together. • Contributing to a culture of inclusion, mentorship, and support for AIA members and pride in the organization. Together, architects can translate the passion they feel for design into a culture of pride and support for one another and the AIA as the voice of the profession. • Contributing to the advancement of knowledge in the profession. With every project, architects create innovative solutions that can inspire others and advance the profession when shared through documentation and education. • Responding as a citizen and architect to community needs. When members take part in civic dialogue as volunteers, communities become better places, architects gain perspective, and the profession is more highly valued. • Shaping the organization and the profession as a leader in the AIA. Members of the AIA rely on those who step forward as leaders to articulate the profession’s values and to advance a shared vision.
By forging a good-faith partnership among members, the AIA accomplishes things no single architect can do alone!
AIA
BOARD of
DIRECTORS
President Job Description: The President is a Board and Executive Committee Position with a one-year term. As the Chapter’s CEO, the basic obligations of Chapter governance, require the s/he attend and preside at the monthly ExCom meetings held once a month and also the Board meetings held once a month. The President is also ex-officio member of all Chapter committees. Article 6 of the Chapter Bylaws defines the duties and authority of the President as follows: 6.32 The President shall exercise general supervision over the affairs of this section, except those matters placed by these bylaws or by the Board of Directors under the administration and supervision of the Secretary and/or the Treasurer; preside at meetings of this Section and of the Board of Directors; appoint, with the concurrence of the Board of Directors, all committees; sign all contracts and agreements to which this Section is a party’ have charge of and exercise general supervision over the offices and employees of this Section, and shall perform all other duties usual and incidental to the office. 6.321 Authority. The President shall act as spokesperson of this Section and as its representatives at meetings with other organizations and committees unless otherwise delegated by the Board of Directors. The President shall not obligate or commit this Section unless the obligations or commitment has been specifically authorized by the Board of Directors. As the Chapter’s Chief Executive Officer, the President has the following obligation: Administrative • Long Range Plan: Review the Plan in December, prior to his/her Installation, and select an emphasis for the next year’s term of office. Oversee the maintenance, adherence and any revisions to the LRP by holding two Board Retreats each year. Working with the President-Elect, beginning in September, the President will arrange and set the agenda for a New/Old Board Retreat in December to facilitate the transition & planning process for the coming year and arrange the board Retreat to evaluate Chapter programs and process. •Voluntary Firm Contribution Program: Manage/ oversee the November (January) invoice mailing which will include a “State of the Chapter” letter. • Serve on Chapter Board Nomination Committee for the following year
Pasadena & Foothill AIA Board of Directors
• Past Presidents’ Lunch: Report on the vision & Plans for the next year. (October) • Annual Meeting: Preside at the annual Business meeting in November & report to the members on the State of the Chapter • Annual Chapter financial Audit: Establish committee for prior year’s audit as soon as possible after the Chapter’s income taxes have been filed. Follow policies as established. • ExCom Liaison with Chapter committee chairs as determined by experience, skills, and interest. This requires maintaining oversight and providing support to these committees in budget planning & maintenance, programming & programming & planning & reporting it to ExCom each month. Operational • Review and respond in a timely manner as ap propriate to all Chapter generated e-mails, eboard and correspondence. • Coordinate with Executive Director to discuss specific and ongoing issues as appropriate. • Regularly communicate with other ExCom/ Board members to identify, track and resolve issues. • Monitor committees for progress and issues requiring leadership input • Meet with & be available, on a reasonable basis, to committee chairs and volunteers to express appreciation, encouragement, or assist in resolving issues • Work with Executive Director to develop & review agendas for ExCom and Board meetings. • Write monthly President’s message for the Chapter Bulletin. • Take leadership role as needed to resolve issues. • Maintain a close relationship with President Elect, who will be the sole conduit to President in regards to the President Elect’s leadership responsibility in optimizing organizational performance. • Serve as mentor to President Elect to begin transition period in Fall term and seek to provide continuity of the Board’s shared vision and direction to the following year in order to nurture a culture of support where each year strives to boost to the following year. Annual Trip: • Represent Chapter at National AIA Grassroots & National Convention, funded by the Chapter. Total Time Commitment: Varies approx. 5-6 hours/ week average plus up to 5 days for Grassroots and 3 days for National Convention. - Updated November 2008 -
V.P./President Elect Job Description: The Vice President is a Board and Executive Committee position with a one-year term leading to the position of President the following year. As Vice President/ President-elect, the basic obligation of Chapter governance, require that s/he attend, and in the president’s absence, preside at the monthly ExCom meetings held once a month and additionally the Board meetings one evening of each month. Article 6 of the Chapter Bylaws defines the duties and authority of the Vice-President / President elect as follows: 6.33 The Vice President/ President-elect. The Vice President/President-elect shall possess all the powers and perform all the duties of the President in event of the absence of the President or of the President’s disability, refusal, or failure to act and shall perform such other duties as are properly assigned by the Board of Directors or the President. 6.331 Succession. The Vice President/Presidentelect shall succeed to the office of President upon expiration of the term of office of the President or at such time, should it occur, of the death, resignation or dismissal of the President. As the Chapter’s Chief Executive Officer, the President has the following obligation: Administrative • Long Range Plan: Working with the President, beginning in September, to arrange and set the agenda for a New/Old Board Retreat in December to facilitate the transition & planning process for the coming year, and arrange a Board Retreat to evaluate Chapter programs and process.
Pasadena & Foothill AIA Board of Directors
• ExCom Liaison with Chapter committee chairs as determined by experience, skills, and interest. This requires maintaining oversight and providing support to these committees in budget planning & maintenance, programming & programming & planning & reporting it to ExCom each month. Operational • Review and respond in a timely manner to all Chapter generated e-mails, e-board and correspondence when appropriate. • Work closely with the President to communicate with other ExCom/ Board meetings to identify, track and resolve issues. • Take Leadership role in all operational efficiency issues as ExCom/ Board member. The purpose will be to align goals with institute in regards to optimizing organizational culture, structure, and resources to achieve excellence. This will include but not be limited to: ensuring budget stewardship; creating a fantastic workplace; fostering a responsive culture; and being a more data driven organization. President-Elect will be the direct conduit to the Staff and Executive Director on these issues and will report to ExCom and the Board as necessary. Annual Trip: •Recommended to represent Chapter at National AIA Grassroots & National Convention, (not funded by the Chapter). Total Time Commitment: Varies approx. 5-6 hours/ week average plus up to 6 days for Grassroots.
• Sponsorship Program: Head program; establish policies and identify roles and timetable for the next year’s program (September). • Board of Directors Nominating Committee: Establish committee and selections process according to the Bylaws for the following year (September) • Board Installation: Set theme, speakers and Installing Officer with the Programs Committee. Review and respond in a timely manner all information related to installation. • Annual Chapter financial Audit: Establish committee for prior year’s audit as soon as possible after the Chapter’s income taxes have been filed. Follow policies as established. • Past Presidents Lunch: Report on the vision & plans for the next year (October) - Updated November 2008 -
Secretary Job Description: The Secretary is a Board and Executive Committee position with a one-year term. As the Chapter’s Secretary, the basic obligation of Chapter governance, require that s/he attend the monthly ExCom meetings held once a month and additionally the Board meetings on the each month. Article 6 of the Chapter Bylaws defines the duties and authority of the Secretary as follows: 6.34 The Secretary. The Secretary shall act as the recording and corresponding secretary of the Section and the Board of Directors, and shall attend all their meetings and keep minutes of the proceedings; have custody of and shall safeguard and keep in good order all property of this Section; keep its membership roll; sign all instruments and matters that require the attestation or approval of this Section, except as otherwise provided in these bylaws; keep its seal, and affix it on such instruments as require it; prepare the reports of the Board of Directors and this Section; in collaboration with the President, have charge of all matters pertaining to the meetings of this Section, and shall perform all other duties usual and incidental to the office. 6.341 Reports. The Secretary shall furnish the Institute and the California Chapter with such reports as may be required from time to time and at least annually shall furnish the Secretary of each of those organizations with the names and addresses of all officers (and directors) of this Section and report changes in the membership as may be required to keep the records of those organizations up-to-date and in sync. 6.342 Delegation of Authority. The Secretary may delegate to an assistant secretary or other assistant employed by this Section the actual performance of any or all duties as recording or corresponding secretary, but shall not delegate responsibility for the property of this Section, or making of any attestation or certification required to be given by the Secretary, or the signing of any document requiring the signature of the Secretary.
Pasadena & Foothill AIA Board of Directors
Administrative •Chapter Bylaws: Oversee adherence to & maintenance of the Bylaws. Maintain the distinct an appropriate governance responsibilities between the Board and ExCom. Bring the Bylaws and an abbreviated copy of Robert’s Rules of Order to each officially called meeting of the Board or executive Committee. • Parliamentarian & Code of Ethics Issues: Assure Chapter’s meetings conform to established practices for conduct and take responsibility for overseeing any disputes or ethical issues that may arise. • ExCom Liaison with Chapter committee chairs as determined by experience, skills, and interest. This requires maintaining oversight and providing support to these committees in budget planning & maintenance, programming & programming & planning & reporting it to ExCom each month. • Maintain Chapter Minutes Book: This book shall remain at Chapter office, accessible to all members, and shall contain the signed approved minutes of all agendas meetings along with attached agendas and reports. In addition, electronic copies of these documents are to be uploaded to Chapter e-board. Operational • Meetings: Assure that adequate and proper minutes are taken at every agendized Chapter Board and ExCom meeting and at any other especially called meetings where official Chapter business is conducted. Insure that ExCom consent items are included in each succeeding Board meeting agenda. • Review and respond in a timely manner to all Chapter generated e-mails, e-board and correspondence. • Maintain close coordination & contact with Executive Director to discuss specific and ongoing issues as appropriate. • Regularly communicate with other ExCom/ Board members to identify, track and resolve issues. Total Time Commitment: 3 hours per month
As the Chapter’s Parliamentarian, the Secretary has the following responsibilities:
- Updated November 2008 -
Treasurer Job Description: The Treasurer is a Board and Executive Committee position with a one-year term. As the Chapter’s CFO, the basic obligation of Chapter governance, require that s/he attend the monthly ExCom meetings held once month and additionally the Board meetings on the evening of each month. Article 6 of the Chapter Bylaws defines the duties and authority of the Treasurer as follows: 6.35 The Treasurer. The Treasurer shall have charge and shall exercise general supervision of the financial affairs and keep the records and books of account of this Section; prepare the budgets, collect amounts due this Section, and give receipts for and have the custody of its funds and monies and make all disbursements of funds; have custody of its securities and its instruments and papers involving finances and financial commitments; conduct the correspondence relating to the office; and perform all duties usual and incidental to the office. 6.351 Reports. The Treasurer shall make a written report to each annual meeting of this Section and a written report to each regular meeting of the Board of Directors. Each of said reports shall set forth the financial condition of this Section, and its income and expenditures for the period of the report and the Treasurer’s recommendations on matters relating to the finances and general welfare of this Chapter. 6.352 Delegation of Authority. The Treasurer shall not authorize any person to sign any order, statement, agreement, check or other financial instrument of this Section that requires the signature of the Treasurer, unless such delegation is expressly permitted in these bylaws. The Treasurer may delegate to an assistant treasurer or other assistant employed by this Section the actual performance of any or all duties as Treasurer, but shall not delegate responsibility for the property of this Section, or the signing of any document requiring the signature of the Treasurer. 6.353 Liability. The Treasurer shall not be personally liable for any loss or funds of this section or for any decrease in the capital, surplus, income, or reserve of any fund or account resulting from any acts performed in good faith in conducting the usual business of the office.
Pasadena & Foothill AIA Board of Directors
Administrative •Chapter’s Annual Operating Budget: Work with the ExCom t establish procedures for and developing the year’s budget for finalizing by February Board meeting. •Monthly Budget Review: Review the actual vs. budget finances on a monthly basis and report to the Board at the monthly Board of Directors Meeting, as well as maintaining updated reports on the e-board. • Review Cash Flow: Prepare ongoing analysis report during the year. This is at least a monthly procedure. • ExCom Liaison with Chapter committee chairs, as determined by experience, skills, and interest. This requires maintaining oversight and providing support to these committees in budget planning & maintenance, programming & programming & planning & reporting it to ExCom each month. • Finance Committee: Work with Finance Committee as a strategic body to analyze Chapter activities and provide quarterly input to ExCom and Board based on financial analysis of budget versus actual on events, and organizational efficiency. These quarterly strategic meetings should be monetarily based and as strategy indicated opportunity for future adjustment. Operational • Work with the Executive Director in maintaining oversight of Chapter finances & report findings and recommendations to the ExCom and the full Board. • Be available to sign financial documents. • Finance Committee: Work in conjunction with Sponsorship Chair and the Vice President to establish a revenue stream for the year. • Audit Committee: Work with Vice President / President Elect in accomplishing annual internal Chapter audit according to Policy requirements. (The Treasurer is part of the Audit Committee and assists with the issues of the audit and, in the Treasurer’s capacity, assure that the audit is properly completed.) Mandates • Maintain a balanced budget at the will of the Membership and the Board. Total Time Commitment: 3 hours per month
As the Chapter’s Chief Financial Officer, the Treasurer has the following responsibilities: - Updated November 2008 -
Government Relations Chair
Pasadena & Foothill AIA Board of Directors
Job Description: The Director of Government Relations has the key role of coordinating the various roles of advocacy and government relations within the Chapter to provide a cohesive working body of outreach and information to the Public and to the membership. IN doing so, this Director will coordinate the efforts of the lively First Friday Forum advocacy group with the AIACC directors, as well as the various bills, laws and other information that affects working as an architect, where important information needs to be sent to the membership.
Developing Programs • Coordinate with the AIACC, Associates and Monthly Programs/Professional Development Directors for Possible thematic programming
The Government Relations Chair is presently a Board position with a one-year term. In addition to the specific Board obligations of Chapter governance, requiring attendance at the monthly Board meetings on the 3rd Wednesday evening of each month, there are – related tasks:
• Prepare questionnaire with Virtual Communications Director and Executive Director to identify members of Chapter in government service at full time or volunteer level. Promote Volunteer Board Service in government throughout membership
• Coordination with the Chapter’s 2 AIACC Board members on any State legislative or other relevant issues affecting the profession should be maintained. Work with these members to create an established and ongoing mechanism for receiving information on local governmental and legislative issues within municipalities in the Chapter service area. FIRST FIRDAY FORUM TASKS: Administrative/Operational (at the beginning of each year) • Maintain, and update when necessary, the EBoard with current information and standard boilerplate. Include all forms and standard letters in appropriate & identifies sections. Upload all original information to Chapter E-Board • Establish and continue to track Government Relations (552/852) annual budget • Coordinate with First Friday Forum Advocacy Group to Identify main venue for the year and execute contract. This does not precluded alternative and/or additional venues and/or events. Venues central to the chapter boundaries is desirable. Any related costs must be included in the budget.
• Coordinate with Membership Chair to identify Chapter members for identifying topics and arranging for speakers. These can be brought on as committee members • Utilize existing questionnaire for identifying potential committee members and new ideas. Work with Membership Chair & Chapter Executive in this effort.
Sponsors for each event • Identify and contact potential sponsors. Coordinate with Sponsor Chair to develop sponsor contact form letters & related pieces. • Assure sponsor recognition in all announcements and publicity by providing relevant information to the Sponsorship Chair and Virtual Communications Chair Outreach & Program announcements & publicity – Coordinate with Government Relations Committee and Communications Chair to: • Provide article and graphics for Bulletin with first draft submitted by 10th of prior month • Provide information and graphics for Constant Contact E-mail, Fax or other announcements • Provide information and graphics for Chapter’s web site calendar along with sponsor information • Provide recap article, preferably inkling photographs, for Bulletin with first draft submitted by 10th of following month Total Time Commitment: 4 hours per month
• Name committee members and/or task assignments by end of January • Create an annual calendar showing programming and task assignments planned three each year. Note that for the FFF group, the venue caterer, and time will be set, but the Speaker will be flexible to allow the subject to remain topical and the format will remain flexible enough to have a Sate Representative as a speaker if available. - Updated February 2008 -
Director of Sponsorship
Pasadena & Foothill AIA Board of Directors
Job Description: The Director of Sponsorship is a Board position with a one-year term. As Director of Sponsorship, the Board member acts as a strategic organizer of sponsorship activities on the Sponsorship Committee as well as an enabler of sponsorship efforts of various members who are engaged in this activity. This position carries basic obligations of Chapter governance, requiring that s/he attend the monthly Board meetings on the evening of each month. Administrative • Chapter’s Annual Fundraising Budget: Work with the Executive Committee to establish procedures for the developing the year’s budget for creating revenue stream from sponsorship. • Monthly Report: Review an update for the Executive Director regarding Sponsorship revenue, and prepare report to Board, which will include but not be limited to goals, strategies and projections. Keep reports filed on Chapter e-Board. • Maintain Chapter Sponsorship: Maintain database and encourage all others to participate in its maintenance as well. Maintain an uploaded, easy to access filebasse of all original materials on the e-board • Corporate Partners Sponsorship Campaign: Manage/oversee the yearly sponsorship outreach campaign. Coordinate with Executive Director to produce letters, invoices and materials for campaign • Establish a Sponsorship Committee, and assign tasks by end of January. Operational • Work with the Executive Director in maintaining oversight of Sponsorship revenues & report findings and recommendations to the ExCom and the full Board. • Sponsorship Committee: Work in conjunction with Treasurer and the Vice President to establish a revenue stream for the year. Sponsors Recognition • Coordinate with Director of Communications to develop Bulletin and Website advertisement size and space availability. • Verify proper graphics files have been received from sponsors. • Assure proper sponsor recognition in all announcements and publicity Total Time Commitment: 3 hours per week - Updated November 2008 -
Director of Virtual communications Job Description: The Director of Virtual Communications is presently a Board position with a one-year term. In addition to the specific Board obligations of Chapter governance, requiring attendance the monthly Board meetings on the evening of each month. The Director of Virtual Communications will provide oversight of the Communications Committee and will provide direction to ensure that the Chapter moves forward in its charge to be a more data driven, virtual, open source organization. There are three major tasks of the Communications Committee: • Oversee Production of the E-Bulletin, working with the Editor, and one or more production volunteers • Supervise the website; oversee maintenance & updates, the online calendar and the site itself in a required timely manner. • Arrange for the required, minimum twicemonthly E-blasts following the established timetable. This can be assigned to volunteer(s) as the Chair sees fit. This Director will coordinate with the Director of Programs, Director of Government Relations, and Design Awards Chair and others, as needed, for necessary outreach & calendar maintenance efforts. Administrative/Operational (at the beginning of each year) • Maintain, and update as necessary, the EBoard with current information and standard boilerplate. Include all forms and standard letters in appropriate & identified sections. • Establish and continue to track Communications with the annual budget • Name committee members and/or task assignments by end of January • Create an annual calendar showing tasks and assignments planned three months in advance by end of January. The full 12-month schedule is completed by end of the first quarter.
Pasadena & Foothill AIA Board of Directors
• Obtain recap article, preferably including photographs for Monthly Programs, First Friday Forum, ARE seminars and any other Chapter events. • Working with production volunteers, review articles, collect graphics, assure completeness of information & proof read final copy prior to going to the printer Time Commitment: 4 hours per month (Production Volunteer: 6 hours per month) E-mail announcements • Obtain information for chapter events same as above • Produce email campaigns as E-Blasts. Send out 1-2 weeks prior to the event. Time Commitment: 3 hours per month Website • Obtain article and graphics for Monthly Programs, First Friday Forum, ARE seminars and any other Chapter events • Update Home page with current events • Placement of Chapter events on yearly calendar along with sponsor information upload each issue of the Bulletin • E-Blast information, same as above Time Commitment: 1 hour per month except during December – March when the New Year’s templates are being established (Webmaster: 1-1/2 hours per month) Sponsors Recognition • Coordinate with Fundraising Chair to develop Bulletin and Website advertisement size and space availability. • Verify proper graphics files have been received from sponsors. • Assure proper sponsor recognition in all announcements and publicity Total Time Commitment: 10 hours per month
Coordinate Announcements & Publicity The Bulletin • Obtain article and graphics for Monthly Programs, First Friday Forum, ARE seminars and any other Chapter events. Require first draft by 10th of prior month
- Updated November 2008 -
Associates Director Job Description: The Associates Director is presently a Board position with a one-year term. In addition to the specific Board obligations, requiring attendance at Chapter events, the Associate Services Director shall: • Plan yearly schedule of ARE Seminar/ Workshops • Conduct special events for Associates
Pasadena & Foothill AIA Board of Directors
Outreach, Program Announcements and Publicity • Write an article for the Bulletin with first draft Submitted by 10th of prior month • E-Blasts and other communications • Placement on Chapter’s web site calendar along with sponsor information • Maintain a current database of members including contact information and email addresses.
• Organize resources and members to assist in participation in the Comprehensive Intern Development Program (CIDP)
Individual, Reoccurring Event Logistics • Prepare sign-in sheet on established form
• Communicate with students at local architecture schools, including but not limited to AIAS
• Obtain change for those paying at the door
• Recommended successor to Nominating Committee (September) and mentor that successor to provide and plan for smooth transition for following year
• Host each program event
Total Time Commitment: 3-4 hours per month
The Associates Director will form and lead the Associates Committee, which serves not only as a program provider but also as a means for involving and attracting member participation, Associates and general members alike. In this spirit the Associates Committee will take a leadership role in the educational programs of the Chapter. This can range from the continuation of the line of education from the recent graduate, to education as a leadership tool, to re-education of the membership of current trends and technologies. Administrative/Operational (at the beginning of each year) • Maintain, and update as necessary, the Associates Services database and related information with current information and standard boilerplates. Include all forms and standard letters in appropriate & identified sections, and upload these items as original content into the Chapter’s e-board. • Establish and continue to track Communications with the annual budget • Name committee members and/or task assignments by end of January • Create an annual calendar showing tasks and assignments planned three months in advance by end of January. The full 12-month schedule is completed by end of the first quarter. Developing Programs • Coordinate with the AIACC, Associates and Monthly Programs/Professional Development Directors for Possible thematic programming • Utilize existing questionnaire for identifying potential committee members and new ideas. - Updated November 2008 -
Pasadena & Foothill AIA Board of Directors
Director of Membership Job Description: The Director of Membership is a Board position with a one-year term. In addition to the specific Board obligations, requiring attendance at the monthly Board Meetings once a month, there are several responsibilities related to existing potential and at-risk members. This Director serves to both recommend and monitor membership policies; to plan and carry out activities, in concert with the programs and other committees to welcome, recognize and engage the membership as a means for attracting new members & encouraging member participation. This Director will coordinate with the Monthly Programs/Professional Development, Government Affairs, Associates and Design Awards Directors and others, as needed, for necessary outreach efforts.
Individual, Reoccurring Event Logistics • Plan Recognitions for: (examples) o New Members o New Graduates (at Summer Social in July) o Newly licensed o New Fellows o Special individual member achievements Total Time Commitment: 2 hours per week
Administrative/Operational (at the beginning of each year) • Maintain, and update when necessary, the Communications templates and information with current information and standard boilerplate. Include all forms and standard letters in appropriate & identifies sections. Upload all original information to Chapter E-Board • Monitor/track dues revenues in the annual budget • Establish and continue to track Government Relations (552/852) annual budget • Create an annual calendar showing tasks and assignments planned three months in advance by end of January. The full 12-month schedule is to be completed by the end of the first quarter of the year. • Prepare monthly report to the Board on progress of Membership Developing Programs • Create Member Certificate & welcome letter: Coordinate welcome in Bulletin/Website & comp 1st FFF & Chapter meeting & recognize at these events. • Update and Issue questionnaire with the Chapter Office to determine members’ interests & potential activities, committees & programs. • Monitor current database of members; which may include but not limited to working with TIMMS reports and Executive Director in this effort. Outreach, and Publicity • Develop New Member Packets containing: Cover Letter, Membership Flyer, Current Bulletin & other items such as event announcements, and Chapter Service area map. • Outreach to potential and lapsed members.
- Updated November 2008 -
Member-at-Large
Pasadena & Foothill AIA Board of Directors
Job Description: The Member-at-large is a Board position with a one-year term. As member-at-Large the basic obligations of Chapter governance, require that s/he attend the Board meetings held one evening of each month. General: As a general unassigned member of the Board, the main duty is to become an active member in the various function of the Chapter and to provide direction, guidance and participation in those areas that the Board member at large feels would be most useful. The main goal of the Board is to provide the highest level of member value, therefore the Member at Large may assist in everything from Strategic Planning to Committee participation as well as responding to specific requests from the ExCom where it has been determined that a Board Member’s leadership would be necessary. It is assumed that a Member at Large would familiarize him/herself with the various duties of Chapter service and participate in the following year with a specific function. Total Time Commitment: 4 hours per month
- Updated November 2008 -
AIACC Directors(2) and (1) Alternate
Pasadena & Foothill AIA Board of Directors
Job Description: The AIACC Directors are appointed to a one-year term. In addition to the specific Board obligations of Chapter governance, requiring attendance at the monthly Board meetings on the 3rd Wednesday evening of each month, this board position acts as the official representative on the AIA California Council (AIACC) Board of Directors, which is the state organization representing California. The primary focus is on state issues, be it legislative or regulatory, as well as a liaison of the AIACC initiative, programs and policies. There are there major responsibilities: • Attend three meetings of the California Council AIA, held in differing locations during the calendar year. One meeting is held annually in Sacramento and coincides with an annual “meet with the legislators” day. • Keep the Chapter Board informed of the events and legislation that is in process during the year at the State level. • Support the local chapter membership by actively participation at the state level on committees and subcommittees. AIACC Board members are assigned to one or more committees by the President of AIACC. Goals: 1. Participate in “Day at the Legislature” 2. Assist in promoting AIACC sponsored legislation, such as a. Indemnification clauses/third parties b. Limited Liability Partnerships – Extension of Law (Sunset/Insurance Issues) 3. Have 1 or more local legislators attend either a First Friday Forum or Chapter Meeting as a speaker. 4. Respond to reactive legislation via letters on behalf of Chapter. 5. Provide the Chapter with updates on legislative matters and accept input from the local level. Total Time Commitment: Varies based on State Board and committee meetings, but usually: • Statewide meetings: 2-4 days per quarter. • Monthly board meetings: 2-4 hours • Additional volunteer time if involved in standing committees or state wide programs
- Updated November 2008 -
Pasadena & Foothill AIA Board of Directors
Chapter Organizational Chart AIAPF MEMBERSHIP PRESIDENT
SPONSORSHIP
SPONSORSHIP CMTE
V. PRESIDENT TREASURER
SECRETARY
EX COM
VIRTUAL
GOVT
MEMBERSHIP
ASSOCIATES
COMMUNITCATIONS
ADVOCACY CMTE
MEMBERSHIP CMTE
COMMUNITCATIONS
CMTE
RELATIONS AIACC
AIAPF BOARD
AIAPF STAFF EXECUTIVE DIRECTOR
OTHER STAFF
B.M.A.L.
B.M.A.L.
B.M.A.L.
ALL OTHER CMTES
AIA
Style Guide
AIA Style Guide
August 2006
An Approach to Style
Practically every team within the AIA generates its own letters, brochures, invitations, fliers, reports, books, eNewsletters, and/or journal. And each writer has his or her own priorities and objectives. But every AIA publication—whether it is printed or electronic—has one thing in common, no matter from where it originates: It can only perform more effectively if it reflects professionalism, consistency, and clarity in its message. Quite frequently, these publications have one more thing in common—the reader. Many of our audiences overlap. One member may receive a knowledge community eNewsletter, a reception invitation, AIArchitect, a blast e-mail, and convention materials—all in one week. Imagine the confusion if every publication treated the English language differently. It would make our members wonder if we’re really all talking about the same place—the AIA.
So, it’s for the sake of our members and other readers that we advocate using a clear, consistent, contemporary style of writing in every document or publication that comes out of the AIA.
Guidelines, Not Rules The English language defies any would-be “rule maker” to pronounce one, best way to write. This guide will not answer all your questions, but it will give you a foundation upon which to base your own writing decisions. And it will help you improve the clarity and consistency of the communications and publications coming from your team. If you don’t find your answer here, you can, of course, also refer to one of the many references we use, including Merriam-Webster’s Collegiate Dictionary, 11th Edition, the Institute’s official dictionary; the Dictionary of Architecture and Construction; and the Chicago Manual of Style. We appreciate your cooperation in using these guidelines. Institute-wide consistency in writing style builds the credibility of our publications and greatly enhances our audiences’ understanding of the AIA.
—AIA Editors
AT THE AIA
ABBREVIATIONS & ACRONYMS
BULLETED LISTS
CAPITALIZATION
GEOGRAPHY
HYPHENS AND DASHES
IDENTITY
INCLUSIVE LANGUAGE
THE INTERNET
NUMBERS
PRONOUNS
PUNCTUATION
SPELING AND USAGE
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AT THE AIA
AIA Awards Programs
The Honors and Awards program is divided into four tiers of recognition. See the AIA Honors and Awards section of the AIA Web site at www.aia. org/awards_aianational for more detailed information.
Honors program
Gold Medal—the highest honor the AIA can bestow on an individual Architecture Firm Award— the highest honor the AIA can bestow on an architecture firm; often incorrectly referred to as the Firm of the Year Award AIA/ACSA Topaz Medallion for Excellence in Architectural Education
Membership Honors (see AIA Suffixes)
• Fellowship—a licensed architect for at least 10 years who has contributed significantly to the profession • Honorary Fellowship—the international counterpart to the Fellowship program • Honorary Membership—bestowed on a person outside the architecture profession
Institute Honors
• Honor Awards for Architecture • Honor Awards for Interior Architecture • Honor Awards for Regional and Urban Design • Twenty-five Year Award • Institute Honors for Collaborative Achievement • Edward C. Kemper Award • Thomas Jefferson Awards for Public Architecture • Whitney M. Young Jr. Award • Young Architects Award
Cosponsored Award Programs
• NAC and Young Architects • Component Excellence • Knowledge Community: COTE Top Ten Green Projects, Design for Aging, Building Information Modeling, Small Project Practitioner • Presidential Citations, certificates of appreciation • CES Award for Excellence • Persons, firms, or projects selected for an AIA award are recipients, not winners. -The San Francisco-based firm of Doe + Doe is the recipient of the 2006 Architecture Firm Award. -Jane Doe, FAIA, the 2006 Gold Medalist, was honored at last night’s gala.
The AIA Name
The word the always precedes American Institute of Architects. If AIA is used as a modifier, the can be omitted. AIA editors recommend the word the not be capitalized in running text. This change will help us conform with such renowned style guides as the Chicago Manual of Style, Garner’s Modern American Usage, and the New York Times Manual of Style. Capitalization of the should remain in all headlines, display type, and copyright. -We thank you for your continued support of the American Institute of Architects and its programs. -Many AIA members are licensed architects. The name can be shortened to the AIA, the Institute, or AIA National. In running text, the building is known as AIA headquarters. State and local chapters of the AIA are known as components. Their names are usually stated as AIA followed by the state or locality. -AIA Arkansas, AIA Hampton Roads
• AIA/ALA Library Buildings Awards • AIA/Housing Committee
• AIA/HUD Secretary’s Housing and Community Design Awards Note that the following Institute Honors are awarded to projects, not to firms or individuals: Honor Awards for Architecture, for Interior Architecture, for Regional and Urban Design, Twenty-five Year Award, and for Collaborative Achievement. Cosponsored programs awards are also for projects, not firms or individuals.
Other Awards Programs • Education Honor Awards
AIA Suffixes
AIA suffixes can either originate from AIA membership or AIA Honors and Awards.
AIA Membership
AIA denotes a licensed architect member; may also hold Emeritus or Fellow titles
Assoc. AIA denotes a member without a U.S. ar-
chitecture license who meets one offive criteria established in the AIA Bylaws
AIA Member Emeritus/FAIA Member Emeritus denotes a member in good standing for 15 suc-
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cessive years who is 70 years old or is 60 years old and retired from or unable to continue working in the profession
AIA Honors and Awards
FAIA denotes a member in good standing for at
least 10 years, whom the Jury of Fellows has determined to have contributed notably to the advancement of the architecture profession
Hon. FAIA denotes an architect of esteemed
character and distinguished achievements who is neither a U.S. citizen nor a U.S. resident and who does not practice architecture within the domain of the Institute
Hon. AIA denotes a person of esteemed character, otherwise ineligible for membership in the Institute, who has rendered distinguished service to the architecture profession All suffixes are set off with commas. -Michael Smith, Assoc. AIA, is the program coordinator. Periods must be used with Assoc. AIA, Hon. AIA, and Hon. FAIA (note the abbreviations of associate and honorary). When an academic degree and an organizational/professional abbreviation follow a name, the academic degree is listed first, followed by the AIA designation. Other designations follow the AIA designation. -A. B. Smith, PhD, AIA, LEED AP Some designations such as ACHA, ASLA, and NCARB are not necessary unless the context warrants their use. For example, include the designation ACHA if writing within AAH context.
Capitalization
Capitalize names of AIA teams (but not the word team), specific knowledge communities, task forces, forums, document names, and other AIA entities. He is managing director of AIA Knowledge Resources. The AIA Government Affairs team wrote the legislation. Capitalize Board of Directors when referring to the AIA’s Board of Directors. -The Board of Directors will hold its annual
meeting in December. -The Board meets in Washington, D.C. Capitalize names of AIA document families. -CM Constructor Family Capitalize College of Fellows; on second reference, the name can be shortened to the College.
College of Fellows
Capitalize College of Fellows; on second reference, the name can be shortened to the College. Also capitalize Fellow, the members of the College, and any derivative of the word. -The College hosts a convocation dinner at the convention to honor new Fellows. -He was elevated to Fellowship in 1990. Members of the AIA College of Fellows are designated by FAIA (Fellow of the American Institute of Architects) after their name. -Sharon Sutton, FAIA, is the keynote speaker. The College administers the Benjamin Henry Latrobe Fellowship, a $100,000 grant awarded biennially (see the College of Fellows section of the AIA Web site for details about the award). The program is commonly referred to as the Latrobe Prize. The recipient is the Latrobe Fellow. - Jane Strong, FAIA, is the 2006 Latrobe Fellow.
Contract Documents
The team that publishes contract documents and the software program is called AIA Contract Documents, capitalized. For a current list of all contract documents, see the synopses of documents available on the AIA Web site. The first time a document is mentioned in copy, use its full document name. The full name follows the formula AIA Document + the document number + the document year + the document title. The second time a document is mentioned in copy, use an abbreviated name that follows the formula AIA Document + the document number + the document year. -AIA Document A101™ – 1997, Standard Form of Agreement Between Owner and Contractor—Stipulated Sum -AIA Document A101™ – 1997
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The AIA claimed trademarks on all document numbers. When using the name of the contract document, include the trademark symbol. For document numbers without an alpha suffix (such as ID, CMc, or CMa), the symbol follows the numeric portion of the document number. The symbol separates the suffix from the numeric portion of the number. -B141TM -A775TMID
-Department of Education (DOE) becomes DOE on second reference. To make acronyms plural, simply add an s (not an apostrophe s). CEUs If initials appear in personal names, insert a space between the initials. A. B. Smith
AIA Contract Documents are grouped in families. -The Conventional (A201™) Family -The Small Projects Family -The Construction Manager-Adviser Family -The Construction Manager-Constructor Family -The Interiors Family -The Design-Build Family -The International Family -Contract Administration and Project Management Forms
ABBREVIATIONS&ACRONYMS Academic Degrees
On most references, use associate degree, bachelor’s degree, master’s degree, or doctorate in place of degree abbreviations. Do not use the terms associate, bachelor’s, or master’s alone; they are adjectives modifying the word degree. It is preferable to use a degree, not his degree or her degree. -She earned a bachelor’s degree in English. If you prefer to use degree abbreviations, cap the first letter of each abbreviated part of an academic degree. -BArch or MArch No periods are necessary when abbreviating academic degrees, e.g., MArch, PhD, EdD, MA, BArch. -Bill Jones, PhD
Acronyms and Initialisms
Acronyms (e.g., BIM) and initialisms (e.g., USGBC) are abbreviations written as the initial letter of words and pronounced based on this abbreviated written form. Spell out organization names on first reference; thereafter, abbreviations may be used.
Use periods with A.D., B.C., a.m., and p.m., whether they are used in lists (such as a schedule) or running text. 6:30 p.m. 7 a.m. The meeting adjourned at 8 p.m. In text, e.g., denotes “for example”; i.e., denotes “that is.” Kermit had a number of decisions to make, e.g., whether to build a one- or two-story house. Ray loved donuts but not their ill effects, i.e., he hated that they made him fat. When using a and an with acronyms, it’s a National Architectural Accrediting Board regulation, but an NAAB regulation. Spell out United States unless it is used as an adjective. Periods are used in U.S. and U.K., but not EU. Otherwise, spell out country names. -The seminar was held in nine locations throughout the United States. -He has designed several projects for the U.S. government.
Suffixes and Titles
AIA style eliminates the comma before Jr. -He is a recipient of the Arthur N. Tuttle Jr. Fellowship. but -Jane Doe, Esq., visits the office regularly. The comma is also eliminated before such abbreviations as Inc., PC, LLC, PA. -Creative Architects Inc. -Doe & Doe LLC
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BULLETED LISTS
Lists are easy to read or scan when they are displayed rather than run into text. If items in a list consist of phrases, they do not require a period (even at the end of the list). However, if one item in a list requires a period because it is a sentence, then all phrases in the list must have a period. All items in a list should be either sentences or phrases, not a combination of the two. If a list is introduced by a complete sentence, the sentence should end in a colon. -When Henry’s work is applied specifically to architecture firms, three types similar to his generic categories emerge: • Strong-idea firms • Strong-service firms • Strong-delivery firms. If a list is introduced by a subject clause and the listed items are verb clauses that complete it, there should be no punctuation after the subject clause. -A worker is probably an employee rather than an independent contractor if the worker • Is obligated to comply with the company’s instructions regarding the work performed • Receives training from or at the direction of the business • Provides services that are integrated into the business operations of the company If a list is introduced by a sentence ending in a preposition and the listed items complete the prepositional phrase, the introductory sentence fragment should have no punctuation. Making choices leads the architect to appropriate strategies for • Types of clients • Marketing approaches and messages • Project pricing and rewards
CAPITALIZATION
At the AIA, our capitalization style is down. In other words, capitalization should be considered the exception, particularly in running text, and reserved for proper names, headings, and most titles rather than when used generically. Capitalization may be more common in lists, however. -The Practice Management Knowledge Com-
munity presented the seminar. -The Board approved a new governance model for the knowledge communities. The categories below cover the areas where capitalization is necessary
The AIA Name
The word the always precedes American Institute of Architects. AIA editors recommend the word the not be capitalized in running text. This change will help us conform with such renowned style guides as the Chicago Manual of Style, Garner’s Modern American Usage, and the New York Times Manual of Style. Capitalization of the should remain in all headlines, display type, and copyright. -We thank you for your continued support of the American Institute of Architects and its programs. but -The American Institute of Architects (in a list or heading) The name can be shortened to the AIA, the Institute, or AIA National. If shortened to Institute, note the capitalization of Institute. In running text, the building is known as AIA headquarters.
Abbreviations and Acronyms
Just because words are abbreviated with capital letters doesn’t mean those words should be capitalized when writing them out. -Conference participants will earn 7.5 learning units. -The seminar provides 8 LUs.
Abbreviations and Acronyms
Capitalize styles of architecture, e.g., Georgian, Federal, Neoclassical, Gothic Revival, Beaux Arts, Classicism. -Participants toured the French Colonial homes within the region. but -The home could be described as modern or contemporary
Architecture Terms
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Such architecture terms as design-build, construction management, and contract administration are lowercased, unless the term is part of a specific name. -Through an integrated practice, architects can accomplish much more.
Capitalize names of AIA teams (but not the word team), knowledge communities, task forces, forums, document names, and other AIA entities. -He is managing director of AIA Knowledge Resources. -The AIA Government Affairs team wrote the legislation
but -Integrated Practice is an emerging issue within the AIA. -The Design-Build Task Force will host the event.
Job Titles
Officer titles are capitalized only when they precede names; position names are lowercase. Further, titles indicate rank, while positions describe tasks. -He introduced NCARB President Joe Jones at the conference. -Susan Smith is vice president of the association. If someone holds a named professorship or chair, such as an endowed professorship, capitalize the title whether it precedes or follows the name. -Dan Miller, Evan Pugh Professor of Architecture, is chair of the advisory group.
Media Titles
AIA style lists all newspaper, book, and magazine titles, as well as television and radio shows, movies, and plays in italics. Quotation marks can denote articles and feature stories in magazines and newspapers, essays, book chapter titles, radio and television episodes, songs, and poems. -“The First Churchills” was the premiere episode of Masterpiece Theatre. - His article, “The Condo Boom’s New Address,” appeared in the Washington Post.
Proper Nouns
Specific names should be capitalized. When used in a general sense, a name should be lowercased. -The U.S. Department of State awarded the grant. -He designs projects for the federal government.
Capitalize Board of Directors when referring to the AIA’s Board of Directors. -The Board of Directors will hold its annual meeting in December. -The Board meets in Washington, D.C. Capitalize names of AIA document families. -CM Constructor Family
Titles and Headings
AIA style capitalizes all words in titles and headings except for articles (e.g., a, an, the), conjunctions (e.g., and, but, or), and prepositions (e.g., with, from, for, over) of less than five letters. -The report was titled “Moving Through and Beyond the 21st Century.” -The Architecture on the Edge conference will take place in June. -The Architect’s Handbook of Professional Practice becomes, on second reference, the Handbook Otherwise, follow the guidelines set forth in the Chicago Manual of Style, 14th ed. (7.126–7.161).
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GEOGRAPHY
Capitalize regions and their variations only when they refer to commonly accepted regions, e.g., the Northeast, the West, Eastern Europe, Southern California. Directionals should be lowercased when used as an adjective, e.g., northern exposure. -The committee will choose a site in the Northeast. -The facility is in midwestern Ontario
Geographical Names
When a state name is used in text, without a city, it should be spelled out. If the state name appears with a city, the state name should be abbreviated and set off by commas. -John Miller is a licensed architect in Michigan. -He went to school in College Station, Tex., and studied architecture. When a state name is part of a mailing address, list, or bibliographic reference, use the two-letter postal abbreviation. Dateline cities, which are well known, stand alone in text and lists; all others should appear with the abbreviated state name. -Las Vegas was the site for the 2005 national convention. -Ann Arbor, Mich., is his home.
These city names stand alone in all text, except addresses.
DATELINE CITIES Akron Albuquerque Anaheim Anchorage Atlanta Atlantic City Austin Baltimore Baton Rouge Berkeley Birmingham Boston Buffalo Charlotte Chattanooga Chicago Cincinnati Cleveland Colorado Springs Corpus Christi Dallas Dayton Denver Des Moines Detroit El Paso Fort Lauderdale Fort Worth Fresno Hartford Hollywood Honolulu Houston Indianapolis Iowa City Knoxville Las Vegas Little Rock Los Angeles Louisville Madison Memphis Miami Miami Beach Milwaukee Minneapolis Nashville Newark New Haven New Orleans New York City Oakland Oklahoma City Omaha Orlando
Philadelphia Phoenix Pittsburgh Providence Raleigh Reno Sacramento Salt Lake City San Antonio San Diego San Francisco Savannah Seattle St. Louis St. Paul Syracuse Tacoma Tampa Toledo Tucson Tulsa Virginia Beach Wichita
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Here’s how to abbreviate states and territories in running text and lists.
STATE Alabama Alaska American Samoa Arizona Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Guam Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Puerto Rico Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virgin Islands Virginia Washington West Virginia Wisconsin Wyoming
TEXT Ala. Alaska Amer. Samoa Ariz. Ark. Calif. Colo. Conn. Del. D.C. Fla. Ga. Guam Hawaii Idaho Ill. Ind. Iowa Kans. Ky. La. Maine Md. Mass. Mich. Minn. Miss. Mo. Mont. Nebr. Nev. N.H. N.J. N.Mex. N.Y. N.C. N.Dak. Ohio Okla. Ore. Pa. P.R. R.I. S.C. S.Dak. Tenn. Tex. Utah Vt. V.I. Va. Wash. W.Va. Wis. Wyo.
LIST AL AK AS AZ AK CA CO CT DE DC FL GA GU HI ID IL IN IA KS KY LA ME MD MA MI MN MS MO MT NE NV NH NJ NM NY NC ND OH OK OR PA PR RI SC SD TN TX UT VT VI VA WA WV WI WY
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HYPHENS AND DASHES
Hyphens are used to separate or connect individual words or parts of a word. Dashes separate ideas or big chunks in a sentence.
Compound Words
Use a hyphen to join words to avoid ambiguity or to form a single idea from two or more words. Hyphenate modifying phrases, except those that end in -ly. -His often-criticized lecture has become a popular, widely used reference work. Also hyphenate most compound adjectives, e.g., low-fat food, as well as noun combinations that are used adjectivally. -The complex is designed for low-income residents. A hyphen should also be used to join compound adjectives that come before nouns. -well-behaved child, white-collar worker, easyto-use system, single-family home Generally, when compound adjectives follow the noun, they do not need to be hyphenated. -The child is well behaved. -The system is easy to use. Do not hyphenate compound modifiers if the first word is an adverb ending in -ly. -recently developed material, poorly constructed wall, carefully planned stadium Hyphenate noun-adjective combinations that precede and modify a noun, especially if the meaning of the sentence is at stake. The program was designed for small-project practitioners. Hyphens should not be used to separate prefixes and suffixes, unless the prefix precedes an acronym, number, or proper name, or unless adding the hyphen would avoid ambiguity (e.g., re-create, re-sign). -postoccupancy, reestablish, citywide, multifamily, preconference -mid-1970s, pre-Columbian, non-AIA member, Institute-wide
Use hyphens with numerals and units of measure acting as adjectives modifying nouns. -Five-foot ladder, but not five feet long -$6-million sports complex When each term in a series modifies the same word, a hyphen should follow each. -He designed the second-, third-, and fourthfloor suites. Em dashes should be used to indicate a pause in thought or to set off a parenthetical phrase. There should be no space between the last word before the em dash and the first word after it. -Her resume included some impressive names— Harvard, Stanford, Yale—and her references gleamed, too. Use en dashes to show a range in numbers. - The convention will be held June 8–10 in Los Angeles.
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IDENTITY
Graphic Elements That Make Our “Look” Symbol
The symbol is the cornerstone of the AIA look. Two versions are available: line and solid. The solid version provides a strong graphic element to a designed layout. The line version is often used when the identity must be printed small.
line version of symbol
The AIA symbol itself is not sufficient to identify AIA publications. It should never be used alone without either the logotype or the monogram. solid version of symbol
Logotype
The logotype states the Institute’s name in full. It should never be used alone to identify the Institute and should always be used in conjunction with the symbol. Never attempt to reproduce it yourself. Never alter the spacing of the letters, words, or lines. Don’t create alternate versions by using different typefaces, upper- and lowercase letters, or by changing the way the words are grouped. The logotype is available in one-, two-, and three-line versions.
Signature
The signature unites the symbol and the logotype (the Institute’s name in full, The American Institute of Architects). It’s the primary element used to identify AIA publications and the only element that is adequate by itself to identify the AIA on publications and other materials. Signatures are available in one-, two-, and threeline versions.
one-line signature
two-line signature
three-line signature
Monogram
The monogram consists of the letters AIA. It can be recognized quickly and lends a feeling of informality. Never attempt to reproduce it yourself. The height of the letters should never be used smaller than three picas (or ½ inch).
Monogram
Emblem
The emblem unites the AIA symbol (both solid and line) and the monogram in two basic configurations. The wide configuration is the symbol positioned to the left of the monogram. In the tall configuration, the symbol is centered above the monogram.
Horizontal emblem
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Grid
The grid represents dichotomy and the technical, illustrative aspects of architectural design. It can be used effectively in many ways as a design element in print and electronic communications. The grid should be drawn using a stroke weight of .75 or smaller creating 1/4-inch squares.
Horizontal emblem
Typefaces
Arial Bold or Helvetica Bold fonts are used for headings and subheads. These fonts were selected to contrast with the Times New Roman text typeface. All common documents such as letters, faxes, memos, and reports are templates the AIA has installed on the computers. The templates contain the appropriate typefaces and attractive formatting already set in a dummy form. They help provide a consistent look to documents published by different people at different times.
Vertical emblem
Colors
Use of AIA red and AIA gray strengthens the consistency of the AIA look. The ink colors to use are Pantone 032 red and 404 gray. Black and white are catalysts that help the official colors work well together. Grid
Other Important Notes on the AIA Identity
• The AIA identity functions on a flush left style, not centered. • Line spaces between paragraphs (rather than indenting paragraphs) are most commonly used to organize information. • The AIA emblem and signature must never be tilted, stretched, or superimposed. Don’t change position of the elements, combine other type or symbols, or change the size of the symbol relative to the monogram or logotype used with it. • The AIA identity elements are generally positioned at the bottom so that they don’t compete with the headline. This also helps provide a strong visual base at the bottom of the page. • The AIA symbol or monogram can be used graphically as a design element. If used this way, the AIA signature or emblem must be used prominently and correctly somewhere else on the page. • The AIA emblem and signature must not be crowded by type, photographs, or other graphic elements. Show respect by keeping an adequate amount of white space around them.
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INCLUSIVE LANGUAGE
“The American Institute of Architects strongly supports equality of rights under the law and opposes any denial or abridgment of equal rights by the United States or by any state on account of gender, race, creed, ethnic origin, age, disability, or sexual orientation” (1991). —AIA Public Policy Directory, January 1998
Multicultural Awareness
The heterogeneity of the U.S. population in terms of origin, language, culture, and religion is and should be reflected in the language we use. Refer to the most recent (15th, at this printing) edition of the Chicago Manual of Style, sections 7.33-7.35, for guidance on how different nationalities, tribes, and other groupings of people are represented in writing.
Nonbiased Language
Language is constantly evolving to reflect changes in society’s attitudes and practices. Be aware of the development of new forms of expression that seek to describe our diverse society in nondiscriminatory ways. Using nonbiased language is a matter of courtesy, of respect for and sensitivity to the feelings of others. Use “people-first” language when writing about persons of differing abilities. -people with disabilities, not the disabled, the handicapped -people with physical disabilities, not the physically handicapped -people with paraplegia, not a paraplegic, paraplegics -people who are deaf, people who are hearing impaired, not the deaf
Sexist Language
Sexist language favors one sex and discriminates against the other. For example, using masculine pronouns to represent all persons is sexist. Sexist language can be avoided by changing the sentence from a singular pronoun to a plural pronoun or adjust the sentence to include both genders. -Architects are fortunate because they have many talents and skills. -An architect is fortunate because he or she has many talents and skills. Other sexist pitfalls can be avoided with some simple adjustments. Use inclusive terminology to eliminate inherent sexist overtones.
-chair, not chairman -staff the booth, not man the booth -built environment, not man-made environment -personnel, staff, workforce, not manpower Generic terms such as doctor, lawyer, academic, administrator, and secretary should apply equally to men and women. Expressions such as male secretary, lady lawyer, and woman architect should be avoided in contexts where the reference to a person’s sex is irrelevant.
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THE INTERNET Addresses
Internet addresses include e-mail addresses and Web sites. A Web address is a URL (uniform resource locator). Because http:// is the most common start of a URL, it may be omitted; Web software will supply it. Include http:// if the URL is not a www. address. -www.aia.org -http://outlook.aia.org With their common usage now, URLs and e-mail addresses no longer need to be italicized.
Internet, Intranet
The Internet is a noun and should be capitalized. Intranet is an organization’s internal network of computers and should not be capitalized. -The seminar focused on the Internet. -AIA Insider is the Institute’s intranet. -World Wide Web The World Wide Web is the global library of documents shared over the Internet. World Wide Web should always be capitalized. It can be shortened to Web. Note that Web site is two words. -The program was offered on the Web. -The AIA Web site features many of its services and programs.
NUMBERS
Spell out numbers one through nine and ordinal numbers first through ninth. Use numerals for 10 and above. -two firms, 10 members, 46 components -first quarter, April 1 When enumerating similar things in which at least one of the things numbers 10 or more, use numerals for all the numbers.
-5 million people, $4 billion, 6 years old, 1 percent Form plurals of numbers by adding s, no apostrophe. -the 1990s, twos and threes Use commas in numbers of four digits or more unless the numbers form an address. -45,000 but -1750 New York Avenue
Addresses
Spell out numbered streets one through nine and use numerals for 10 and above. -17 Fourth Street -2243 29th Avenue In running text, the parts of an address are separated by commas. A ZIP code, however, is not preceded by a comma. -Submissions should be sent to Jane Smith, Academy Journal Editor, 708 Spring -Street, Oberlin, Ohio 24079.
Dates
The word century is lowercased and preceded by ordinal numerals. The ordinal-century combination is not hyphenated as a noun but hyphenated as an adjective. (Note: avoid the use of superscript with ordinals.) -Much globalization is occurring in the 21st century. -Participants toured a 4th-century basilica. For exact dates, the year is set off from the rest of the sentence with a pair of commas. Commas are not needed, however, if only the month and year are given.
-The department published 4 brochures, 54 newsletters, and 3 programs.
-On February 2, 2006, the groundhog saw its shadow. -January 2006 was an unusually warm month.
Always spell out or rewrite when a number (or a date) begins a sentence.
Form the plural of decades by adding an s, not an apostrophe s.
-Twenty firms participated in the survey. Use numerals with millions and billions, people’s ages, and percentages.
-the mid-1990s, ‘80s Use an en dash with durations of time.
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-The meeting will be held June 4–9.
Fractions and Ratios
Spell out general fractions like one-half, twothirds, or one-fourth. Use numbers for mixed fractions. -One-third of the population has not returned to the Gulf Coast states. -The paper size should be 8½ x 11 inches.
Measurement
Use a small x with a space on either side and an abbreviation of units of measurement. Spell out square meter and square foot in running text; use abbreviations in tables. Always use numbers before units of measure. -2” x 4”, 17m x 13m, 564 SF -The 5-million-square-foot complex was slated to open in October.
Million and Billion
Million and billion are spelled out and preceded by numerals. -They raised $10 million for the renovation.
Money
Use numbers for prices and dollar amounts. -The book costs $25.35. -The registration fee is $175.
Percent
-Percent is spelled out and always preceded by a numeral. -I am 100 percent certain. -According to several surveys, AIAOnline is in the top 1 percent of Web sites.
The percent sign (%) may be used in tables.
Telephone and Fax Numbers
For telephone and fax numbers, use hyphens after the area code and prefix. Use a comma after number and ext. preceding an extension. -202-626-7300, ext. 4365 Telephone numbers are not introduced with at; simply use a comma to set off the number. -Call AIA Information Central, 800-242-3837, for more information. -For more information, call the author, 901-5551212, or e-mail him, author@ article.com.
Temperature
Do not spell out the degree symbol (°) or the words Fahrenheit or Celcius. -86°F, 25°C, –4°C
Time
To denote an exact time, use a.m. or p.m. Do not, however, write 5 a.m. in the morning; it’s redundant. Use a colon to indicate hours and minutes. If the time is on the hour, do not use :00. -9 a.m. to 6 p.m., 10:30 a.m.–2 p.m. -9:30 to 11:30 a.m. (don’t repeat a.m.) When not using a.m. or p.m., write out the time in words. -two o’clock in the afternoon -seven in the morning
Pasadena & Foothill AIA AIA STYLE GUIDE
PRONOUNS Addresses
Pronouns are often little words we take for granted, but they can cause big problems. A pronoun (a stand-in for a noun) and its antecedent agree when they are both singular or both plural.
Colons are used to introduce lists or series. Do not, however, use a colon to separate a verb from the rest of a sentence. -Three wines were served at the reception: a Bordeaux, a Beaujolais, and a Burgundy. but
-John Jones, AIA, submitted his proposal for a conference workshop. -The architect interns have almost completed their IDP requirements.
-Different wines were served at the reception, including a Bordeaux, a Beaujolais, and a Burgundy.
Treat collective nouns as singular unless the meaning is clearly plural.
A colon can also be used to set off a bulleted list.
-The committee granted its approval of the plan. -The committee put their signatures on the document.
-Three specific target audiences emerged from the discussion: • Architects • Planners • Engineers
When using a pronoun to refer to a person, use who, whom, or whose, not which or that. -Karen Jones, Assoc. AIA, is one of the members who received an award.
Colons
PUNCTUATION Apostrophes
Apostrophes can be used to indicate ownership and take the place of some missing letters. Possessives are formed by adding an apostrophe and an s to a word. Plural words ending in s take a single apostrophe and no additional s. To make an acronym that ends in an s possessive, add an apostrophe and s. -the firm’s plans, the consultants’ fees, Charles’s book, AIAS’s members On the other hand, do not add an apostrophe and s to make plurals of numbers, dates, and acronyms that do not end in an s. -1960s, BECs, watch your Ps and Qs, dos and don’ts Use an apostrophe to show where letters have been dropped in a word. Pay close attention to it’s (short for it is) and its (belonging to it). -It’s a short walk to the White House. -The firm expanded its services.
For more specific treatment on colons in bulleted lists, see Bulleted Lists section.
Commas
To separate a series of items, use a comma before and and or to avoid ambiguity. -The seminar featured programming at the local, state, and national levels. -The contractor may use steel, vinyl, or wood frames. Specific dates usually contain parenthetic words or figures and should be set off by commas. Do not use a comma to separate a month and year. -January 15, 2005, is the deadline for submissions. -The committee met in January 2005. In a compound sentence, use a comma before and and but when they are used as conjunctions between two independent clauses. -Dave takes the train from West Virginia, and Steve rides the bus. Do not use a comma before and or but when there is no second subject, however. -Dave takes the train from West Virginia and brings his dog with him. If there is more than one adjective, use a comma
Pasadena & Foothill AIA AIA STYLE GUIDE
between two or more adjectives if they modify the same noun separately. For example, if and could be used between them without changing the meaning of the sentence, use a comma. Don’t use a comma if the adjectives are part of the same thought. -The annual, one-day conference will take place in Los Angeles. but -Three large gray shapes moved slowly toward us. The abbreviations e.g. (for example) and i.e. (that is) should always be set off by commas. -The dog is good, i.e., it is obedient. Think of states, years, and membership designations like this, too. -I used to live in Tullahoma, Tenn., but now I live in Washington, D.C. -On March 28, 1998, I turned 27. -Frances Hall, FAIA, is the chair.
Ellipsis Mark
The ellipsis mark consists of three spaced periods. Use an ellipsis mark to indicate you have deleted words from an otherwise word-for-word quotation. If you delete a full sentence or more in the middle of a passage, use a period before the three ellipsis dots. -In her new book Kay Smith writes, “The project is a combination of mixed use and renovation. . . . It is scheduled to be completed on time.” Do not, however, use an ellipsis mark at the beginning or the end of a quotation. Readers will understand the quoted material is taken from a longer passage, so such marks are not necessary.
Exclamation Points
Use an exclamation point only when necessary to show surprise or urgency. Never use more than one exclamation point; one is sufficient. -When she entered the room, we yelled, “Surprise!”
Quotation Marks and Italics
Use quotation marks to enclose direct quotations, not for emphasis or slang. Use single quotes only
for quoted matter within quotations. -He said, “I don’t know the key to success, but the key to failure is trying to please everyone.” -She noted, “The report, ‘Moving Forward,’ is the byproduct of my research.” If a quote is more than one paragraph long, use quotation marks at the beginning of each paragraph and don’t close them until the very end of the quoted passage. Commas and periods go inside quotation marks. Semicolons, colons, and questions marks (unless part of the quoted material) go outside quotation marks. -The study, “Architects in the 21st Century,” forecasts a decrease in retail space. -What was your opinion of the study, “Architects in the 21st Century”? -The survey asks, “Do you think architects will build more or less in the next century?” Use quotation marks with articles and feature stories in magazines and newspapers, short stories, essays, reports, book chapter titles, radio and television episodes, songs, and poems, but not conference names. Conference names should just be capitalized. -He sang “The Star Spangled Banner” at the opening ceremony. -The fall conference, Practice Management in the 21st Century, will take place in Chicago. -Masterpiece Theatre featured three episodes of “Goodbye Mr. Chips.” Italicize published books, pamphlets, proceedings, collections, periodicals, newspapers, plays, movies, radio and television series, operas, paintings, and sculpture. -The Fountainhead -The Washington Post
Periods For text that will appear in print or on the Web, use one space after a period. Inserting two spaces after a period is a holdover from the typewriter era. The double space, once necessary for clarity with the monospaced typewriter fonts, now can be unsightly with modern typefaces. Use periods with A.D., B.C., a.m., and p.m., whether they are used in lists (such as a schedule) or running text. -6:30 p.m.
Pasadena & Foothill AIA AIA STYLE GUIDE
-7 a.m. -The meeting adjourned at 8 p.m. Periods are used in U.S., U.N., and U.K., but not EU. Otherwise, spell out country names.
alot, there is no such word as alright (despite how many times you’ve seen it written). Alright is not all right.
-He has designed several projects for the U.S. government.
a, an: A is used before words that begin with a
No periods are necessary when abbreviating academic degrees or organizational affiliation. -MArch, PhD, PE, MA, BArch, AIA, CAE, RIBA, CSI Periods must be used with Hon. AIA and Hon. FAIA, however. Note also the Hon. stands for honorary, not honorable, which precedes a name and indicates that a person is or was an elected official or a judge. When the last words of a sentence are enclosed in parentheses, place the period outside the second parenthesis. Only when the matter is a complete sentence beginning with a capital letter and completely set apart by parentheses does the period go inside the second parenthesis. -Participants will receive a written confirmation (only if they registered in advance).
Semicolons
A semicolon is used to show a more emphatic break in thought than a comma indicates. It is most often used to connect two related independent clauses and with a series of three or more items that include commas themselves. Without semicolons the sentence would be difficult to read. -The crown flew off; it sailed into the distance. -Her interests include skiing, hiking, and snowboarding in the winter; swimming, cooking, and entertaining in the summer; and reading and traveling year-round.
all right, alright: Just as there is no such word as
SPELING AND USAGE
If you’re seeking advice on the correct use of certain words, here’s a list of select words that are often confused and misused.
a lot, alot, allot: If you mean a great number of
people, use a lot (A lot of attendees registered for the convention.); if you mean to allocate, use allot (The firm will allot some money for the project.). There is no such word as alot.
consonant sound (a historic structure, a historical document); an is used before words that begin with a vowel sound (an honor, an award).
accept, except: Accept has several mean-
ings, including believe and consent (accept an award); except means excluding (Here’s a trivia question sure to stump all your friends, except maybe those in New Hampshire.).
affect, effect, impact: Affect means to change
or influence (The façade affects the surrounding community.); effect means result or outcome (the effect of the natural lighting). Impact should not be used as a verb; use affect instead.
among, between: if only two people or entities
are involved, use between (The land was divided between Billy and Sally.); use among if more than two people or entities are involved (The land was divided among Billy, Sally, and Jack.).
architecture, architectural: Architecture refers
to the art or science of designing structures (architecture firm); architectural conforms to the rules of architecture (architectural design).
assure, ensure, insure: Assure means to inform
positively (She assured him it could be done.); ensure means to make certain of something (To ensure that you continue to receive your member benefits, please remit payment promptly.). Insure is used only for business purposes (insure a house or a car)
biennially, biannually, bimonthly, biweekly, semiannual, semimonthly: In theory, bi means
two and semi means half. Thus, biennial means every two years; biannual, twice a year; bimonthly, every two months; biweekly, every two weeks; semiannual, every half year; semimonthly, every half month.
compare to, compare with: Compare to
means to represent as similar (She compared him to the author.). Compare with means to examine the ways in which two things are similar (The study compared the language ability of apes with dolphins.).
Pasadena & Foothill AIA AIA STYLE GUIDE
complement, compliment: Complement com-
pletes another thing (The elements complement the master plan.); if you receive praise, you’ve received a compliment (I like to receive a compliment.).
component, chapter: Local and state chap-
ters of the AIA are known as components (AIA Baltimore component), unless the component’s name specifies chapter (AIA New York Chapter).
comprise, compose: Comprise means include
or contain (The AIA comprises many components.); compose means to form by putting together (The AIA committee is composed of three representatives.).
different from, different than: Different from is almost always correct (Technology is different from what it was 10 years ago.).
discreet, discrete: Discreet means cautious or
guarded (Be discreet with your dealings.); discrete means separate or disconnected (There were two discrete facilities on the site.)
everyday, every day: Every day is an expres-
sion of time (We come to work every day.); everyday is an adjective and usually precedes a noun (Those are her everyday shoes.).
fewer, less: Use fewer for a smaller number of something (The structure’s addition has fewer levels than the original facility.); use less for a smaller quantity of something (Green buildings use less energy.).
firm expanded its services.); it’s means it is (It’s a short walk to the White House.).
more than, over: More than refers to a quantity
(The structure is more than 10 stories tall.); over signals motion or a position higher than another (The balcony extends over the courtyard.).
principle, principal: A principle is a rule or stan-
dard (He was a man of principle.); principal is a leading figure (She is the principal architect for the project.).
proceed, precede: If you proceed, you’re car-
rying on an action (The firm will proceed with its plans.); if something precedes something, it comes before (Negotiation precedes construction.).
site, cite: A site is a location (The courtyard is
the site for many public ceremonies.); to cite is to make reference to a specific source (His speech was cited within the text.).
than, then: If you mean next or at that time, use
then (then it was time to go); use than if you are comparing something (The addition was taller than the existing facility.).
there, their: There refers to a place (The structure
will be placed there.); their refers to something belonging to them (Their plan received honors.).
which, that: That attributes essential information
Ground Zero, ground zero: If you are referring to the World Trade Center site, use Ground Zero; if you are referring to a nuclear blast site, use lowercase letters.
to the noun that precedes it (The original facility that was on the site was renovated.); which introduces nonessential information and is set off with commas from the noun or noun-phrase that precedes it (The courtyard, which had been professionally landscaped, complements the master plan.).
historic, historical: If something has a place in
who, whom: who does something (He is the one
history, use historic (The firm renovated a historic house.); if something relates to the subject of history, use historical (Historical evidence supports his argument.).
i.e., e.g.: i.e. is short for a Latin term meaning
“that is” (The two architects had one obvious difference, i.e., their lack of concern for expansion.); e.g. is short for “for example” (The two plans had much in common, e.g., their goals for sustainability and expansion.).
its, it’s: its refers to belonging to something (The
who received the award.); whom has something done to it (Whom are you working with on the plan?).
whose, who’s: Whose refers to something be-
longing to someone (Whose house is this?); who’s is short for who is (Who’s responsible for the plan?).
Pasadena & Foothill AIA AIA STYLE GUIDE
Here’s how some commonly confused words should be used or spelled.
Commonly (Mis) Used Words acknowledgment adaptive use adviser aesthetic African American (n.), African-American (adj.) appendix (s.), appendices (pl.) audiovisual boardroom bookkeeping (n., adj.) bottom line (n.); bottom-line (adj.) CAD (computer-aided design), not CADD charrette checklist city dweller citywide cochair co-leader cost-effective cutoff (n., adj.) coworker curtain wall database daylighting daylong decision maker design-build dialogue (noun, not as a verb) downtime e-mail (n., v.) end users entryway façade fast track (n.), fast-track (adj., v) fieldwork first-come-first-served basis foot-candle fund-raiser, fund-raising health care (n.), health-care design (adj.) high rise (n.), high-rise (adj.) homeowner hotline judgment land use (n.); land-use (adj.) life span lifestyle long-lived long-range long-standing LU (learning unit), LUs master plan (noun, not as a verb) multifamily
nonmember online on-site part-time (adv. and adj.) postoccupancy preconference problem solver re-create redesign roundtable row house single-family house start up (v.), start-up (n., adj.) state-of-the-art (adj.) time-consuming time frame town house wayfinding Web site well-being window wall workforce year-round
AIA
bylaws -feb 2001-
ARTICLE 1 ARTICLE 1 ORGANIZATION
1.0 GENERAL PROVISIONS
1.01 Name. The name of this corporation is The Pasadena and Foothill Chapter, American Institute of Architects, and hereafter referred to as this Chapter. This Chapter is also from time to time referred to by the Institute and the California Council as “AIA Pasadena & Foothill”. 1.011 Related Institute Organizations. In these bylaws the governing board of this Chapter is referred to as the Board of Directors, The American Institute of Architects is referred to as the Institute, and the Board of Directors of the Institute as the AIA Board. 1.02 Objects. The objects of this Chapter shall be to promote and forward the objects of The American Institute of Architects within the assigned territory of this Chapter. (The Institute’s objectives are: to organize and unite in fellowship the members of the architectural profession; to promote the aesthetic scientific and practical efficiency to the profession; to advance the science and art of planning and building by advancing the standards of architectural education, training and practice; to coordinate the building industry and profession of architecture to insure the advancement of the living standards of people through their improved environment and to make the profession of ever-increasing service to society.) 1.03 Domain. The domain of this Chapter shall be that territory described in its charter or otherwise established by the Institute. A description and map of the current territory of this Chapter is attached to these Bylaws for information only. The Institute may from time to time modify the territory in accordance with Institute Bylaws and policy. 1.04 Organization. This Chapter is a Non-Profit Mutual Benefit Corporation, incorporated in the State of California on the June 22, 1948, and chartered by the Institute on the 25, 1948. 1.05 Authority. This Chapter shall represent and act for the Institute membership within the territory assigned to it under a charter issued by the AIA Board. The Institute and this Chapter may act as agent, one for the other, or through a delegated third party, for the purpose of collecting and forwarding dues, acting as custodian of funds, or otherwise; provided that the Institute and this Chapter execute a written agreement to that effect. 1.06 Conformity with Institute Policy. No act of this Chapter shall directly or indirectly nullify or contra-
Pasadena & Foothill AIA Bylaws
vene any act or policy of the Institute. This Chapter shall cooperate with the California Council to further the interests of the membership, and by agreement with the Council may represent and act for them within the territory of this Chapter.
1.1 AFFILIATIONS WITH OTHER ORGANIZATIONS
1.11 Purpose of Affiliations. This Chapter may affiliate with any local organization of the construction industry operating within the territory of this Chapter that is not used or maintained for financial gain, price fixing or political purposes, if and while the objects of this Chapter will be promoted by such affiliation. 1.12 Agreements of Affiliation. Every affiliation must be authorized by (not less than two-thirds vote of the Board of Directors and shall be evidenced by a written agreement signed by the Chapter and the affiliated organization. 1.121 Statement of Purpose. Every agreement of affiliation shall state the purposes and objects of the affiliation, the terms and conditions under which it is entered into, the duration, the objects of the affiliate and the nature of its organizations, membership, government and operations. 1.122 Limitations. No affiliated organization shall have any voice in the affairs of the Chapters and shall not bind or obligate this Chapter to any policy or activity unless the Board of Directors has voted to be so bound or obligated. 1.123 Termination. Any affiliation may be terminated by majority vote of the Board of Directors upon such notice to the affiliated organization as may be required in the agreement of affiliation. 1.13 Privileges of Affiliated Organizations. The representatives of an affiliated or collaborating organization may attend any of the regular meetings of this Chapter, and may speak at the invitation of the presiding officer.
1.2 ENDORSEMENTS
Neither this Chapter, nor the Board of Directors, any Chapter committee, nor any of its officers, directors, committee members or employees, in an official capacity as such, shall approve, sponsor or endorse directly or indirectly, (any public or private enterprise operated for profit or) any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product.
ARTICLE 2 MEMBERSHIP
2.0 GENERAL PROVISIONS
2.01 Categories of Membership. The membership of this Chapter shall consist of: a.) the Architect and Associate members of the Institute who have been assigned to the Chapter (AIA Bylaws Section 4.14, or who have been admitted to unassigned membership in this Chapter and b) the Allied and Affiliate members the Chapter may admit as provided in Paragraphs 2.35 through 2.37. 2.02 Definitions. In these bylaws Architect and Associate members who have been assigned to this Chapter by the Chapter are referred to as assigned members. The term “unassigned member” shall pursuant to section 2.2 of these bylaws. The term Allied shall refer to allied members, and the term “Affiliate” shall refer to student and honorary affiliates. The term member, if not otherwise qualified, shall refer to all persons in all classes of membership in this Chapter. 2.03 Qualifications. The Chapter shall not establish qualifications in addition to, or which vary from, the Institute’s policies for membership. 2.04 Non-resident Status. Non-resident status shall be accorded to members who reside and have their principal place of business outside the territory of the Chapter. Members who have applied for and been granted such status shall have the same rights and privileges as resident members as provided in Article 3. 2.05 Enrollment of Members. Every member assigned to or admitted by this Chapter shall be duly notified to that effect by this Chapter, and shall be enrolled by the Secretary as a member of this Chapter. New memberships will be announced at the next meeting of this Chapter and in the next issue of the Chapter’s official publication. 2.06 Annual Dues and Assessments. Every member of this Chapter shall pay the fixed annual dues and assessments of the Chapter as determined in Article 3. 2.07 Resignations. Any member may resign from this Chapter by presenting a written resignation to the Secretary. The resignation of an assigned member, if the Secretary finds the member eligible to resign, shall be forwarded to the Institute and will be effective upon its receipt by the Institute. Other resignations shall be effective as of the date the letter of resignation was received by the Secretary.
Pasadena & Foothill AIA Bylaws
2.08 Good Standing Defined. A member is not in good standing in this Chapter if and while in default of dues or other obligations to either this Chapter or the Institute. 2.09 Loss or Suspension of Interests, Rights, and Privileges. A member who resigns, or is suspended or terminated by the Institute loses all rights in this Chapter and the Institute, including any right to use the Chapter’s or Institute’s name, initial, symbols, or seal, until the member is reinstated in good standing. Resignation, suspension or termination of membership does not relieve the individual of the obligation to pay any indebtedness owed to the Chapter.
2.1 ASSIGNED MEMBERS
2.11 General. The qualifications, rights and privileges of assigned Architect and Associate members shall be as provided in the Institute Bylaws. 2.12 Action on Applications. Whenever an application for membership in the Institute and assignment to the Chapter is filed with this Chapter, the Secretary shall promptly complete the application and forward it to the Institute. Where the applicant is ineligible under AIA Bylaws, the Chapter will send a recommendation to the Institute. Where the applicant is ineligible under AIA Bylaws, the Chapter will and forward it to the Institute. Where the applicant is ineligible under AIA Bylaws, the Chapter will send a recommendation to the Institute Secretary to deny the application. 2.13 Admission Fees Prohibited. An assigned member shall not pay any admission or initiation fee for membership in this Chapter. 2.14 Termination. Assigned membership in this Chapter is terminated by the death of the member, resignation or termination of membership in the Institute, reassignment of the member to another chapter, or default (see paragraph 3.32). 2.15 Emeritus Members. A member who is granted Emeritus status in accordance with the Institute Bylaws shall automatically become an Emeritus member of this Chapter. All rights, interest privileges, titles, liabilities and obligations of such members, other than the payment of regular and supplemental dues shall remain unchanged. A mailing fee, at an amount to be determined by the Board of Directors, may be charged.
2.2 UNASSIGNED MEMBERS
2.21 Admission. This Chapter, without action by the Institute, shall admit to unassigned member-
Pasadena & Foothill AIA Bylaws
ship any Architect or Associate member assigned to another Chapter who applies for such membership in writing in the manner prescribed by the Chapter Board of Directors. 2.22 Rights and Privileges. An unassigned member shall be subject to all regulations and shall have all rights in the Chapter of an assigned member, except that an unassigned member shall not vote on matters described in section 5.24 of these Bylaws, nor represent the Chapter as a delegate or otherwise at any meeting of the Institute. 2.23 Termination. Unassigned membership in this Chapter is terminated by the death of the member and by resignation or termination of membership in the Institute. The Board of Directors may terminate unassigned membership for indebtedness to the Chapter as provided in section 3.32.
2.3 ALLIED AND AFFILIATE MEMBERS
2.31 Admission. Every application for admission to Allied or Affiliate membership in this Chapter shall be promptly acted upon by the Board of Directors. 2.32 Dues. Every applicant for an Allied or Affiliate membership, except Honorary Affiliate members, shall pay annual dues in an amount determined by the Board of Directors as provided in section 3.02 of these bylaws. 2.33 Termination. Allied or Affiliate membership is terminated by the death or resignation of the member and by the admission or eligibility to be admitted as an assigned or unassigned member. The Board of Directors may terminate the membership of an Allied or Affiliate member for indebtedness as provided in section 3.32 or, by two-thirds vote, for conduct detrimental to the interests of the Chapter. 2.34 Rights and Privileges of Allied and Affiliate Members. Allied members shall have the rights and privileges specified in the Institute Bylaws. Affiliates in good standing: 1.) May serve as a member of any committee of this Chapter that does not perform any duty of the Board of Directors; 2.) May attend and speak but may not make motions or vote at any meeting of this Chapter; 3.) Shall not be eligible to serve as an officer or director or to chair a committee of this Chapter; 4.) May not in any way use the name, initials, seal, symbol or insignia of this Chapter or of the
Institute. 2.35 Allied Members. Individuals not otherwise eligible for membership in the Institute or the Chapter may become Allied members if they have established professional reputations and are registered to practice their profession where such requirements exist, or are employed outside of architectural practice but are involved in positions allied to the field of architecture. Allied members may include engineers, planners, landscape architects, sculptors, muralists, artists, and others in government, education, journalism, manufacturing, industry and/or other fields allied to architecture who the Chapter believes will provide a meaningful contribution by reason of their employment or occupation. 2.36 Student Affiliates-Qualifications. Student Affiliates shall be undergraduate or postgraduate students of architecture school, community or technical schools offering certificates in the field of architectural technology, or secondary school students, within the territory of this Chapter. 2.37 Honorary Affiliates 2.371 Qualifications. A person of esteemed character who is otherwise ineligible for membership in the Institute or this Chapter but who has rendered distinguished service to the profession of architecture, or to the arts and sciences allied therewith within the territory of the Chapter, may be admitted as an Honorary Affiliate member of this Chapter. 2.372 Nominations and Admission. A person eligible for Honorary Affiliate membership may be nominated by any member of the Board of Directors. The nomination must be in writing over the signature of the nominator and include the name of the nominee, biography, a history of attainments, qualifications for the honor and the reason for the nomination. The Board of Directors, at any regular meeting, may admit a nominee as an Honoree Affiliate member. 2.373 Rights and Privileges. In addition to the rights and privileges set forth in paragraph 2.34 above, Honorary Affiliate members of this Chapter may use the title “Honorary Affiliate of the Pasadena and Foothill Chapter, American Institute of Architects�, and shall not pay any admission fee or annual dues nor be subject to any assessment.
ARTICLE 3 DUES, FEES AND ASSESSMENTS 3.0 ANNUAL DUES
3.01 Obligation to Pay Dues. All members except Emeritus members and Honorary Affiliate members shall pay annual dues on or before January 15 of each year. 3.02 Amount of Annual Dues. The Board of Directors (by the concurring vote of two-thirds of its entire membership) may fix, before September 30, the annual dues to be paid by each category of member for the immediately succeeding fiscal year. Consistent with the Institute Bylaws 4.22, the Board may take appropriate action toward a mandatory dues policy. 3.03 Dues Upon Admission. A newly admitted Assigned or Allied or Affiliate member shall pay full annual dues, except that those admitted during the last six months of the year shall pay one-half the annual dues in the year they are admitted. 3.04 Dues for Nonresident Members. Nonresident members shall pay reduced dues. The amount of the reduction shall be determined by the Board of Directors pursuant to section 3.02. 3.05 General Waiver of Annual Dues and Admission Fees. This Chapter, by the concurring vote of not less than two-thirds of the total number of assigned members present at a meeting, may waive for any fiscal year any part or all of the annual dues required to be paid by any membership class or any part of the admission fee required to be paid by Allied or Affiliate members. 3.06 Hardship Dues Reduction. The Secretary may, in exceptional circumstances, waive all or any part of the annual Chapter dues of any member. After consultation with the Chapter, the Secretary may, in exceptional circumstances, waive all or any part of the dues or fees owed by a member to the Institute and other assigned components, provided that such waiver is in equal proportions across all levels of membership. 3.07 Exemptions. Emeritus members and Honorary Affiliate members shall pay no dues or assessments to the Chapter. Emeritus members who wish to receive mailings from the Chapter shall pay a fee in the amount determined by the Board of Directors pursuant to section 3.02.
3.1 ASSESMENTS
3.11 Authority. This Chapter, by the concurring vote of a majority/not less than two-thirds of the total number of Architect members present at a meeting, may levy an assessment on its Architect
Pasadena & Foothill AIA Bylaws
members, and by the concurring vote of a majority/not less than two-thirds of the total number of its assigned members may levy an assessment on its Associate members and/or allied or affiliate members. 3.12 Notice of Assessment. Notice of the intention to levy an assessment stating the amount, the reasons for the assessment, and when it shall be payable, shall be mailed to every member not less than 30 days prior to the meeting of this Chapter at which the proposed assessment is to be voted on.
3.2 DEFAULT OF ANNUAL DUES AND ASSESSMENTS
3.21 Annual Dues. Every member who has not paid the entire amount of required annual dues for the current fiscal year when due shall be in default for the unpaid amount. 3.22 Assessments. Every member who has not paid the entire amount of the assessment on or before the date fixed for payment shall be in default for the unpaid amount. 3.23 Notice of Default to Member. Every member who is in default to this Chapter shall be given 30 day’s notice in writing of impending termination because of said default.
3.3 TERMINATION OR SUSPENSION FOR DEFAULT OF DUES OR ASSESSMENTS
3.31 Assigned Members. At appropriate intervals, the Secretary of the Chapter shall send to the Institute Secretary a list of all assigned members in default to this Chapter with the amount of such default and request termination of those membership. When any such default is cured, the Secretary shall immediately notify the Institute Secretary. 3.32 Unassigned Members and Allied or Affiliates. If an Unassigned member or Allied or Affiliate member is in default to this Chapter for nonpayment of dues and assessments, such as membership shall be suspended or terminated, provided that in all cases such member shall have been given written notice of impending suspension or termination at least 30 days prior to the effective date of such action, during which period the member shall remain in good standing and such default may be cured.
ARTICLE 4 SECTION RELATIONSHIP TO OTHER INSTITUTE ORGANIZATIONS 4.0 THE INSTITUTE
4.01 Delegates to Institute Meetings. This Chapter shall select the delegates to represent the assigned membership at meetings of the Institute from among the assigned members of this Chapter in the number prescribed in the Institute Bylaws as follows: 4.011 Delegate Selection Procedure. Member delegates shall be appointed from among the assigned members of this Chapter by the Board of Directors, except that no more than one third of the Chapter’s delegation shall be Associates. If this Chapter neglects, fails or refuses to select all its delegates, or should any appointed delegates fail to be accredited, then the President or a designated representative may appoint delegates to represent this Chapter or execute a proxy as provided in the Institute Bylaws. 4.02 Nomination and Election of Institute Directors. This Chapter shall nominate and elect the Institute Directors for this Chapter’s region in the manner provided in the bylaws of the Institute and the California Council.
4.1 CALIFORNIA COUNCIL
4.1 Representation on State Chapter Board. The Chapter Board of Directors shall select representatives to the California Council in accordance with the requirements of the California Council. Their terms shall be one year or as determined by the Board of Directors.
Pasadena & Foothill AIA Bylaws
ARTICLE 5 SECTION MEETINGS1
5.0 REGULAR, ANNUAL AND SPECIAL MEETINGS
5.01 Annual Meeting. This Chapter shall hold an annual meeting during the month of September, for the purpose of nominating and electing the officers and directors, to succeed those whose terms are about to expire; for receiving the annual reports of the Board of Directors and the Treasurer; and for the transaction of such other business as may be appropriate.
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5.2 DECISIONS AT MEETINGS, ELIGIBILITY FOR VOTING
5.21 Majority Vote. Every decision at an annual or special meeting shall be by a majority vote of those members in good standing who are present and voting, unless otherwise required by law or these bylaws. 5.22 Roll Call Vote. A roll call vote shall be taken at the call of the presiding officer or whenever onethird of the voting members present so request.
5.02 Regular Meetings. This Chapter shall hold regular meetings as determined by the Board of Directors.
5.23 Proxies. Unless otherwise required by law, there shall be no voting by proxy at a meeting of this Chapter.3
5.03 Special Meetings. A special meeting of this Chapter may be called by the President or the Board of Directors and shall be called by the President at the written request of not less than twenty five2 percent of the total number of this Chapter’s members in good standing. No other business that that specified in the notice of the special meeting shall be transacted, and all the rules and procedures at the meeting shall be the same as those for an annual meeting.
5.24 Limitations on Voting Eligibility. Only Assigned members in good standing may vote on the following matters:
5.1 NOTICE FOR SECTION MEETINGS
5.11 Notice of Chapter Meetings. A notice of each meeting of this Chapter, stating the date, time and place where the meeting will be held, shall be given by the Secretary, personally or by mail, to each member entitled to vote at the meeting. Notice shall be given not less than ten (10) days before the date fixed for the meeting. Notice is sufficient if published by the Chapter and sent to members in time for them to receive it at least ten (10) days prior to the meeting. 5.12 Quorum at Meetings. At any meeting of this Chapter, ten percent of the membership entitled to vote shall constitute a quorum for the transaction of any business. The members present may adjourn the meeting despite the absence of a quorum. 5.13 Minutes of Meetings. Written minutes of every meeting of this Chapter during which business is conducted, recording the matters considered at the meeting and the actions taken shall be kept by the Secretary. The minutes of each meeting shall be signed by the Secretary after they are approved at a subsequent meeting of the Chapter and thereafter filed in the Chapter’s records.
1.) Matters so designated elsewhere in these bylaws; 2.) Elections of Institute Directors; delegates to meetings of the Institute and the California Council; 3.) Instructions to delegates; 4.) Any matters relating to membership; 5.) Voting on dues and assessments for Architect members shall be limited to Architect Members; 6.) Other matters relating to the government, meetings, affiliations, budget and finances or the Institute; 5.25 Mail Ballot. Any vote that may be taken at a meeting of this Chapter may be taken by direct mail ballot of the members of this Chapter, provided that the matters voted on have been introduced and discussed at a regular or special meeting of this Chapter.4
ARTICLE 6 THE BOARD OF DIRECTORS AND EXECUTIVE COMMITTEE 6.0 AUTHORITY
6.01 Powers 6.011 The Board of Directors. This Chapter shall be governed by the Board of Directors, which shall be composed of the officers and directors of this Chapter and shall exercise all authority, rights and powers granted to it by the laws of the State of California, the architects of incorporation and by these bylaws. The Board shall establish and maintain written administrative Policies and Procedures for managing the affairs of the Chapter. None of these Policies and Procedures shall conflict with any provision of these By-Laws or with the laws of the State of California. 6.012 The Executive Committee. The Board of Directors may appoint an Executive Committee to act as its agent in managing the business of affairs of this Chapter or any other duties determined by the Board of Directors. The Executive Committee shall be composed of the officers of this Chapter and any other Directors appointed by the Board of Directors. The Executive Committee shall act only within the scope of powers and duties entrusted to it by the Board of Directors and in no case outside the authority entrusted to the Board of Directors under these bylaws. The Executive Committee may also make recommendations to the Board of Directors for action. 6.013 Custodianship. The Board of Directors shall be and act as the custodian of the properties and interests of this Chapter except those specifically placed by these bylaws in the custody of or under the administration of the Secretary and/or Treasurer. Within the appropriations made therefore, the Board of Directors shall do all the things required and permitted by these bylaws to forward the objects of the Chapter. 6.02 Delegation of Authority. Neither the Board of Directors nor any officer or director of this Chapter shall delegate any of the authority, rights, or power conferred by law or these bylaws, unless such delegation is specifically prescribed or permitted by these bylaws and is not contrary to law. 6.03 Freedom from Commitments. No committee, commission, officer, member, employee or agent of this Chapter shall initiate or carry on any activity that may commit the Chapter to an expense, policy or activity until the matter is reviewed and approved by the Board of Directors.
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6.1 ELECTION OF OFFICERS AND DIRECTORS
6.10 Membership. The Board of Directors shall consist of the officers and at least three additional Directors but not more than eight. One of the member Directors may be the immediate Past President and any of the additional Directors may be Associate members. 6.11 Nominations. Nominations for each office and for each directorship of this Chapter about to become vacant may be made at the annual meeting from the floor. The Board may create a Nominating Committee to prepare and present a slate of candidates for office. 6.12 Elections. The nominee for an office or directorship who receives a majority of the ballots cast at the annual meeting shall be elected thereto. If there is only one nominee for any office or directorship, the Secretary may be directed by the meeting to cast a ballot for the full number of votes of the meeting for that nominee, whereupon the President shall declare the nominee to be elected by acclamation. Otherwise the name of each nominee for each office and each directorship shall be placed by the Secretary on ballots for voting by secret ballot. 6.13 Tellers. The President may appoint three (3) tellers, who shall be members qualified to vote at the meeting, and who shall tally the qualified votes for each nominee, tabulate, give results and immediately notify the Secretary thereof. 6.14 Tie Votes. In the event of a tie vote, the list of nominees for each office and each directorship in question shall be restricted to those in the tie, and the nominee receiving a majority in the runoff election shall be elected to the office. 6.15 Results. The President shall announce to the meeting the results of all balloting, and shall declare all elections.
6.2 TERMS OF OFFICE OF OFFICERS AND DIRECTORS 6.21 Terms 6.211 Term for officers. Each officer shall serve a term of one year or until a successor has qualified.
6.212 Term for directors. Each regional director shall serve a term of two-years, or until a successor has qualified, staggered so that only one term expires in any year for each of the three regions. For the terms beginning in 2002,
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the three candidates for renewal will serve one year upon election. Other candidates will serve two years upon election.
act and shall perform such other duties as are properly assigned by the Board of Directors or the President.
6.22 Vacancies. If a vacancy occurs in the membership of the Board of Directors other than on account of the regular expiration of a term of office, the Board of Directors shall fill the vacancy for the unexpired term of office.
6.331 Succession. The Vice President/Presidentelect shall succeed to the office of President upon expiration of the term of office of the President or at such time, should it occur, of the death, resignation or dismissal of the President.
6.23 Resignation. Any officer of director may resign any time, in writing, which shall take effect immediately upon receipt by the President or the Secretary unless a different time is stated in the resignation. No resignation shall discharge any accrued duty or obligation of an officer (or director).
6.34 The Secretary. The Secretary shall act as the recording and corresponding secretary of the Chapter and the Board of Directors, and shall attend all their meetings and keep minutes of the proceedings; have custody of and shall safeguard and keep in good order all property of this Chapter; keep its membership roll; sign all instruments and matters that require the attestation or approval of this Chapter, except as otherwise provided in these bylaws; keep its seal, and affix it on such instruments as require it; prepare the reports of the Board of Directors and this Chapter; in collaboration with the President, have charge of all matters pertaining to the meetings of this Chapter, and shall perform all other duties usual and incidental to the office.
6.24 Removal of Officer or Director. Any or all of the officers and directors may be removed for or without cause by vote of the members, or for cause by vote of the members, or by cause of the vote by the Board of Directors when there is a quorum of not less than a majority at the meeting at which the vote is taken.
6.3 OFFICERS
6.31 Officers. The officers of this Chapter shall by the President, Vice President/President-elect, Secretary and Treasurer. 6.32 The President. The President shall exercise general supervision over the affairs of this Chapter, except those matters placed by these bylaws or by the Board of Directors under the administration and supervision of the Secretary and/or the Treasurer; preside at meetings of this Chapter and of the Board of Directors; appoint, with the concurrence of the Board of Directors, all committees; sign all contracts and agreements to which this Chapter is a party’ have charge of and exercise general supervision over the offices and employees of this Chapter, and shall perform all other duties usual and incidental to the office. 6.321 Authority. The President shall act as spokesperson of this Chapter and as its representatives at meetings with other organizations and committees unless otherwise delegated by the Board of Directors. The President shall not obligate or commit this Chapter unless the obligations or commitment has been specifically authorized by the Board of Directors. 6.33 The Vice President/President-elect. The Vice President/President-elect shall possess all the powers and perform all the duties of the President in the event of the absence of the President or of the President’s disability, refusal, or failure to
6.341 Reports. The Secretary shall furnish the Institute and the Chapter with such reports as may be required from time to time and at least annually shall furnish the Secretary of each of those organizations with the names and addresses of all officers and directors of this Chapter and report changes in the membership as may be required to keep the records of those organizations up-to-date and complete. 6.342 Delegation of Authority. The Secretary may delegate to an assistant secretary or other assistant employed by this Chapter the actual performance of any or all duties as recording or corresponding secretary, but shall not delegate responsibility for the property of this Chapter, or making of any attestation or certification required to be given by the Secretary, or the signing of any document requiring the signature of the Secretary. 6.35 The Treasurer. The Treasurer shall have charge and shall exercise general supervision of the financial affairs and keep the records and books of account of this Chapter; prepare the budgets, collect amounts due this Chapter, and give receipts for and have the custody of its funds and monies and make all disbursements of funds; have custody of its securities and its instruments and papers involving finances and financial commitments; conduct the correspondence relating
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to the office; and perform all duties usual and incidental to the office. 6.351 Reports. The Treasurer shall make a written report to each annual meeting of this Chapter and a written report to each regular meeting of the Board of Directors. Each of said reports shall set forth the financial condition of this Chapter, and its income and expenditures for the period of the report and the Treasurer’s recommendations on matters relating to the finances and general welfare of this Chapter. 6.352 Delegation of Authority. The Treasurer shall not authorize any person to sign any order, statement, agreement, check or other financial instrument of this Chapter that requires the signature of the Treasurer, unless such delegation is expressly permitted in these bylaws. The Treasurer may delegate to an assistant treasurer or other assistant employed by this Chapter the actual performance of any or all duties as Treasurer, but shall not delegate responsibility for the property of this Chapter, or the signing of any document requiring the signature of the Treasurer. 6.353 Liability. The Treasurer shall not be personally liable for any loss or funds of this Chapter or for any decrease in the capital, surplus, income, or reserve of any fund or account resulting from any acts performed in good faith in conducting the usual business of the office. 6.36 Officer Pro Tem. If any officer is absent or unable to act, the Board of Directors may elect from its membership a chairman pro tem, a secretary pro tem or a treasure pro tem, as necessary, who shall serve until the regularly elected officer is able to act, and during such period shall perform the duties and exercise the power and authority of the office.
6.4 MEETINGS OF THE EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS
6.41 Meetings Required. The Executive Committee and Board of Directors must actually meet in a regular or special meeting in order to transact business. 6.411 Regular meetings. The Executive Committee and Board of Directors may hold regular meetings without notice at a time and place determined by each respective body. 6.412 Special Meetings. A special meeting of the Board of Directors shall be held if requested in writing by one third of the members of the Board of Directors, or at the call of the President.
The Secretary shall issue a written call and notice of each special meeting, stating the time, place and purpose of the meeting and the business to be transacted and only the business stated in the call and notice shall be transacted at the special meeting. 6.413 Waiver of Notice. Either the call and notice of a special meeting or any limitations as to business to be transacted, or both, may be waived by the written consent of every member of the Board of Directors. Any irregularity in or failure of notice of a meeting of the Board of Directors shall not invalidate the meeting or any action taken. 6.42 Quorum and Vote. A majority of the Board of Directors shall constitute a quorum for the transaction of its business. Except as otherwise provided by law, the vote of a majority of the Board of Directors members present at the time of the vote shall be the act of the Board of Directors if a quorum is present. If a quorum is not present, those present may adjourn the meeting from day to day, or to a later date. 6.43 Minutes. The Secretary shall keep written minutes of each meeting of the Board of Directors. recording the matters considered at the meeting and the actions taken. Minutes shall be distributed to the members of the Board of Directors for approval at the next meeting and thereafter signed by the Secretary and filed with the Chapter’s records.
6.5 REPORTS OF THE EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS
6.51 Report to Members. The Board of Directors shall render a full report in writing to each annual meeting of this Chapter of the condition, interests, activities and accomplishments of this Chapter, making such recommendations with respect thereto as it deems proper. 6.52 Report to Institute. The Board of Directors or the Secretary shall make a written report to the Chapter as such time as the Chapter requests of the matters and in the form required by it.
6.6 COMMITTEES
6.61 Formation and Composition. The Board of Directors may form committees and commissions to carry out the work of the Chapter. The charge and duration of each committee or commission shall be determined by the Board of Directors. The members of committees and commissions shall be appointed by the President with the concurrence of the Board of Directors.
ARTICLE 7 FINANCES5
7.0 FINANCES
7.01 Budgets and Appropriations. Prior to the beginning of every fiscal year, the Board of Directors (by the concurring vote of two-thirds of its total membership) shall adopt an annual budget showing in detail the anticipated income and expenditures of this Chapter for the immediately succeeding year. 7.02 Expenditure Limitations. 7.021 General. No member, officer, director, committee, commission, employee or agent of the Chapter shall have any right, authority or power to expend any money of the Chapter, incur any liability for or in its behalf, or make any commitment that will or may be deemed to bind the Chapter to an expense or liability unless such expenditure, liability or commitment has been budgeted and authorized by the Board of Directors or a specific resolution at a meeting of the Chapter. 7.022 The Board of Directors. The Board of Directors shall not expend or authorize expenditures in any fiscal year that exceed the estimated income of the Chapter for the year unless specifically authorized to do so (by two thirds majority vote) at a duly called meeting of the members (provided, however, that the Board of Directors may enter into leases and employment contracts for terms longer than one year and may set aside a reserve to be funded with a portion of the Chapter’s income in one or more fiscal years, which may be expended in subsequent years without regard to estimated or actual income or expenditures for such years). 7.03 Review of Financial Records. At appropriate intervals, the Board of Directors shall employ a firm to prepare a compilation of the financial records of the Chapter as the basis for a financial report to the members. 7.04 Fiscal Year. The fiscal year of this Chapter shall by January to December.
7.1 REAL AND PERSONAL PROPERTY
7.11 Authority. In order to carry on its affairs and exercise its powers this Chapter may acquire and dispose or real and personal property for its own use. 7.12 Gifts. Only the Board of Directors shall have any right or authority to solicit or accept any gift, bequest or devise for or on behalf of this Chapter; it shall not accept any gift, bequest or devise that
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will not promote the objects and purposes of this Chapter, or that will place an undue financial or other burden on the Chapter.
7.2 DIVIDENDS PROHIBITED
An unencumbered balance of income at the close of a fiscal year shall never be distributed as profits, dividends or otherwise to the members of this Chapter.
7.3 INSTITUTE PROPERTY INTERESTS
This Chapter shall not have any title to or interest in any property of the Institute nor be liable for any debt or other pecuniary obligation of the Institute. The Institute shall not have any title to or interest in the property of this Chapter, and the Institute shall not be liable for any debt or other obligation of this Chapter.
ARTICLE 8 GENERAL PROVISIONS
8.0 Executive Office The administrative and executive offices of the Chapter, should the Chapter elect to establish such offices, shall be in charge of the Executive Director, who shall be employed by and report to the Board of Directors. The Executive Director shall be responsible for the administration of the affairs of the Chapter and such other duties as the Board of Directors may assign. Specifically, the Executive Director shall: 1. Serve as assistant Secretary and assistant Treasurer to perform such duties as the Secretary and Treasure may delegate; 2. Employ such staff as the Board of Directors may authorize as may be necessary to perform the duties assigned by the Board of Directors; 3. Attend all meetings of the Board of Directors as a member ex officio without a vote; 4. Make reports to the Board of Directors on the affairs and business of the Chapter when requested by the Board of Directors.
8.1 RECORDS OPEN TO MEMBERS
These Bylaws,The correspondence and the minute books, the Treasurer books of account and the Secretary’s records of this Chapter, except confidential matters relating to membership applications and bestowal of honorary memberships, shall be open to inspection at the executive offices of this Chapter during the business hours fixed by the Board of Directors, by any member of this Chapter in good standing.
8.2 PARLIAMENTARY AUTHORITY
The rules contained in Robert’s Rule of Order, Newly Revised shall supplement the rules and regulations adopted by this Chapter and shall govern this Chapter, the Board of Director, and the Chapter committees in all cases in which such rules are applicable and are not inconsistent or in conflict with law, these bylaws or the rules and regulations adopted by this Chapter or by the Board of Directors.
8.3 LIABILITY, INDEMNIFICATION AND INSURANCE
8.31 Liability. In the absence of misconduct, fraud, or bad faith, the present and former officers, directors and employees of this Chapter shall not be personally liable for its debts, obligations or liabilities.
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8.32 Indemnification. If a director or officer of the Chapter is made a party to any civil or criminal action or proceeding arising from the performance by the director or officer of his or her duties on behalf of the Chapter, then, to the full extent permitted by law, the Board of Directors by affirmative vote of a quorum of its members who are not parties to the action or proceeding, may indemnify such director or officer for all sums paid by him or her in the way of judgments, fines, settlements, and reasonable expenses, including attorney’s fees actually and necessarily incurred, in connection with the action or proceeding. 8.33 Insurance. The Board of Directors shall authorize the purchase and maintenance by this Chapter of such insurance on behalf of the resent and former officers, directors, employees and persons acting in any other capacity at the request of this Chapter as may protect them against any liability asserted against them in such capacity, whether or not this Chapter would have the power to indemnify such persons under applicable law.6
ARTICLE 9 AMENDMENTS7
9.0 AMENDMENTS AT MEETINGS OF THIS CHAPTER
9.01 Notice of Proposed Amendments. These bylaws may be amended at any meeting of this Chapter by two-thirds vote of the members present, provided that notice of the proposed amendment and the meeting at which it will be voted on is given to the membership not less than 30 days prior to the date of the meeting. 9.02 Bylaws Relating to Assigned Members. It shall require a vote of not less than two-thirds of the Assigned members of this Chapter who are present at the noticed_meeting to amend a bylaw relating to such assigned members.
9.1 AMENDMENTS BY THE BOARD OF DIRECTORS
9.11 Conformity with Institute Bylaws. The Board of Directors, without action by a meeting of this Chapter, may amend any of these bylaws as may be necessary for conformity with Institute Bylaws. These bylaws, and any amendments to them, shall be forwarded at the request of the Secretary of the Institute for review for conformity with Institute Bylaws. 9.12 Delegation of Authority. The Board of Directors shall be authorized to amend specific provisions of these bylaws if the power to do so has been delegated to it by a two-thirds vote of the members of this Chapter eligible to vote thereon. END NOTES (For convenience and reference Only, Not a part of the actual bylaws)
Pasadena & Foothill AIA Bylaws 1 All the provisions of this Article, as well as Article 6, should be carefully checked against the applicable provisions of the State nonprofit corporation (or other applicable) law, which may specify meeting, quorum and notice requirements, etc. 2 State law may prescribe and percentage of members that can call a special meeting by petition. In New York, for example, t its ten percent. Check the applicable law in your state. 3 If it is decided to permit proxy voting, this section can read, “Any member entitled to vote at a meeting of this Chapter may authorize another person or persons to act for him or her by proxy. Every proxy must be in writing and signed by the member. No proxy shall be valid after the expiration of eleven months from the date it is signed unless otherwise provided in the proxy. Every proxy shall be revocable at the pleasure of the members executing it, except as other wise provided by law� 4 State law may not permit action by mail ballot or may require authorization in the articles of incorporation 5 These provisions should be carefully checked against the applicable provisions of the State nonprofit corporation (or other applicable) law, and of State and Federal tax laws relating to tax-exempt organizations. 6 The indemnification obligation may be covered by insurance. This provision authorizes the Executive Committee to purchase such insurance. This provision should be carefully checked by an attorney and reviewed by an insurance adviser. 7 These provisions should be carefully checked against the applicable requirements of the State nonprofit corporation (or other applicable) law.
AIA Component Performance Criteria
AIA Component Performance Criteria Introduction
In September 2006, The American Institute of Architects (AIA) Board of Directors adopted and published a Member Covenant between the AIA and its Members. This document described what our members could expect of the AIA and how they, as members, can contribute to the success of the organization. To realize the true promise of the Member Covenant, it is vital that the organization function well on all levels: local, state and national. To support this effort, the Component Performance Criteria (“Criteria”) were enhanced to provide more clarity for component services and the Strategies for Component Excellence (“SFCE”) developed to provide the tools and best practice examples of how components can achieve the goals of the Member Covenant and provide enhanced services to our members. Each document is flexible enough to change with the needs of members. It is important to note the spirit of this document, which is to foster assurance that the components of the American Institute of Architects – at the local, state, and national levels – are working in concert for a common goal: The support and professional advancement of our members. In establishing these criteria, which have been developed with the active participation of component leaders from across the country, it is not the intent of the Institute to place undue burden on any individual component, particularly the unstaffed chapters and sections. Rather, the desire is to outline a set of minimum standards for component operation and service delivery and to strongly encourage collaboration between and among components to pool their resources and seek additional partnerships in order to provide a meaningful level of service to those who join the AIA.
1. Purpose
1.1. The Component Performance Criteria, authorized by the AIA Bylaws Sections 4.13(e) and 4.22, outlines a set of minimum criteria for component operation and service delivery that the Institute’s Board of Directors has adopted as necessary for its members across the country and the continued maintenance and operation of Institute Components. 1.2. Each Component provides the minimum level of core services as defined by the current Member Covenant and within the sections below either directly or assures the availability of these services to members through other means.
1.3. Each Component subject to these criteria should incorporate these service elements into its yearly planning and implementation procedures. 1.4. Assistance for all Components in fulfilling these criteria can be tailored to specific Component needs and is available through the Strategies for Component Excellence (“SFCE”), from the Institute (currently through its Component Relations Department), and through other components. 1.5. Each component, annually submits a signed acknowledgment of fulfillment of the Component Performance Criteria. Fulfillment includes services provided in collaboration with other components or organizations.
2. Membership
2.1. Membership Database. 2.1.1. Recognizing that members are the cornerstone of the professional association, each Component participates with the Institute in a centralized membership database and dues collection system, as specified in the Institute’s Bylaws. (See Institute Bylaws, Section 4.09.) 2.1.2. Each Component adheres to Institute guidelines for use of the national membership database. (See also SFCE.) 2.2. Meetings. Each Component provides its members with the following: 2.2.1. Regular opportunities to come together to learn, advocate, and engage in fellowship. 2.3. Recruitment and Retention. 2.3.1. Each Component recruits potential members and informs them of the value of AIA membership. 2.3.2. Each Component welcomes and informs new and continuing members about the benefits of membership in a timely manner. 2.3.3. Component recognizes the rights and privileges of all categories of membership as set forth in the Institute’s Bylaws. (See Institute Bylaws, Section 4.055.) 2.4. Ethics. Each Component promotes and encourages public awareness of and member adherence to the AIA Code of Ethics and Professional Conduct (the “Code of Ethics”). Each Component addresses ethical issues through awareness, education, and example. Each
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Component notifies its members that complaints alleging violation of the Code of Ethics must be reported directly to the National Ethics Council (“NEC”) to the degree required by the Code of Ethics.
3. Communications
Each component: 3.1. Informs members about Component programs and activities. 3.1.1. Alerts members to additional professional opportunities for learning and socializing with peers. 3.1.2. Timely and regular notification of how to access AIA’s products and services. 3.2. Provides members with updates on activities of component committees 3.3. Provides members access to the Component’s annual report. 3.4. Provides members access to Component financial information. 3.5. Provides members access to Component Bylaws and meeting minutes. 3.6. Provides information about how to contact Component leadership and/or staff for assistance and with access to regular opportunities to communicate with each other. 3.7. Maintains external communications information: 3.7.1. Maintains access to a current list of community press and media contacts. 3.7.2. Informs members and the community(ies) served by the Component of awards programs held and awards conferred by the Component. 3.8. Use and Protection of Trade Name and Intellectual Property. 3.8.1. Use. Component use of the official monogram and symbol must remain consistent with established rules to help reinforce the AIA graphic identity (“brand”) at every level. It is the responsibility of all components to protect the brand. No alterations or substitutions should be made. (See current AIA “Program for Graphic Identity”.)
3.8.2. Attribution. When the Institute or a Component publishes or otherwise uses material in which the other has an intellectual property interest, it will do so only with the permission of the party holding such interest. Each such use must include proper attribution to the holder of the intellectual property.
4. Government Advocacy
4.1. Elected or Appointed Service. Each Component encourages members to seek election or appointment to leadership positions within the community(ies) served by the Component and supports them when appropriate. 4.2. Position Taking. 4.2.1. Component does not directly or indirectly nullify or contravene any Public Policy or Position Statement of the Institute. (See Rules of the Board, Section 9.242.) 4.2.2. Component informs their communities of positions taken by the Institute. (See SFCE, Sections 3.7 and 4.2.) 4.3. Government Relations Liaison. Each Component provides members opportunities to meet with or otherwise establish connections with elected or appointed community leaders. 4.4. Political Action Committee (“PAC”). Each Component with an established PAC files timely reports and complies with all other legal and regulatory obligations as required by its governing jurisdiction.]
5. Continuing Education 5.1. AIA Registered Provider Program. Continuing education programs provided by the Component meet the standards for approved Continuing Education System (CES) programming as established by the Institute. (Components who are CES Registered Providers can refer to the CES Registered Provider Manual for guidelines for processing programs and for information about use and distribution of the CES Logo.) 5.2. AIA Transcripts. Component provides members with information on how to obtain their transcripts and report self-directed learning activities. (See SFCE Section 5.2.) 5.3. Continuing Education Opportunities. Component informs members of continuing education opportunities offered through the Component or other approved providers and strategic partners to help them achieve the required minimum
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number of learning unit (LU) hours each year. (See SFCE Section 5.3.)
6. Governance, Management & Administration
6.1. Status of the Organization. 6.1.1. Separate Corporate Existence – Proof of Incorporation. Component with assigned members incorporates and, as a condition of receipt of its charter as a Component of the Institute, each new Component provides a copy of its articles of incorporation to the Institute. Upon request, Component provides the Institute with a certificate of good standing from the jurisdiction in which the Component is incorporated. In addition, each Component complies with all applicable federal, state, and local laws and regulations, including those governing filing and other requirements. 6.1.2. Component Bylaws. Each Component adopts Bylaws consistent with applicable law and with the Institute’s Bylaws. Component files its current Bylaws with the Institute. Any amendments to a Component’s Bylaws must first be submitted to, and approved by, the Secretary of the Institute. The Component conducts its activities at all times in accordance with its Bylaws. (See Institute Bylaws, Section 4.06, and SFCE, Section 6.1.2.) 6.1.3. Charter. (a) Performance Assessment. New components chartered on a provisional basis shall undergo periodic performance assessments by the Institute until they have completed their provisional period. (See Institute Rules of the Board, Section 4.13) 6.1.4. Tax-Exempt Status. Each Component obtains tax-exempt status, and remains in good standing in that status, under Section 501(c)(6) of the Internal Revenue Code. (See SFCE, Section 6.2.) 6.2. Finance. 6.2.1. Tax Returns. (a) Each U.S. Component files a completed IRS Form 990 as required by law. A copy of that form, component’s annual financial report, or other financial information is made available to the Institute upon request. (b) International components file forms appropriate to their jurisdiction. 6.2.2. Insurance: Property, Liability, Directors and Officers. Component takes prudent mea-
sures in consultation with appropriate insurance agents and brokers to protect itself, its directors and officers, and its members from liability arising from its operations and activities. Such measures take into account all potential liability, including liability relating to Component premises use, operations, property, personal injury, special events, and directors’ and officers’ activities. 6.2.3. Record Keeping. Component maintains all records related to its corporate and tax-exempt status and operations. The Component also maintains reasonable records related to all of its programs, activities, and operations in accordance with a documented records retention policy that is consistent with applicable law. (See SFCE, Section 6.2.3.) 6.3. Legal. 6.3.1. Compliance with Laws. It is the sole responsibility of Component to examine and comply with all applicable laws, including laws relating to: (a) incorporated associations in the jurisdictions in which the Component is incorporated and in which it conducts business or is otherwise located; (b) the filing requirements for nonprofit corporations; and (c) the nature of activities to be undertaken by the Component to maintain its corporate status in good standing as required by applicable law. 6.3.2. Policy Compliance. Component complies with (and adopts its own policies consistent with) the Institute’s antitrust, conflict of interest, and whistleblower policies, and with such other policies as the Institute may adopt from time to time. The Component permits the Institute or the Institute’s designated agent to review appropriate records pertaining to its programs, activities, and operations upon request by the Institute. (See Component Operations Manual, SFCE, Section 7.0.) 6.3.3. Indemnification (a) If a third party sues or otherwise brings a claim (“Claim”) against a Component or its representatives because of the Institute’s negligence or intentional misconduct, the Institute indemnifies the Component and is responsible for the Component’s reasonable resulting legal expenses. By the same token, if
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a third party sues or otherwise brings a Claim against the Institute because of the Component’s negligence or intentional misconduct, the Component indemnifies the Institute and is responsible for the Institute’s reasonable resulting legal expenses. (b) The indemnifying party promptly notifies the other party of any Claim subject to the provisions of Section 6.3.3(a). If the Component is the indemnifying party but is unable to assume the Institute’s defense, the Institute has the right to assume its own defense at reasonable cost to the Component. 6.4. Governance and Leadership. 6.4.1. Board Membership. Component maintains a documented process for leadership succession and conducts elections according to its bylaws. 6.4.2. Leadership. Component affords members opportunities to become involved in the Component at committee or leadership levels. 6.4.3. Strategic Planning. Component provides members with access to its long-range strategic plan and yearly goals and objectives in addition to its Bylaws, financial records, and minutes of Board meetings addressed in Section 3. 6.4.4. Annual Business Meeting (AIA Convention). Component is encouraged to have representation at the Institute’s annual business meeting and Institute elections to ensure that all members have a voice on important issues raised during the meeting. (Note that if even one accredited Architect member delegate attends the annual business meeting for a component, that component is considered to be fully represented.) If the component cannot send a member to the meeting itself, it can arrange to be represented by proxy.
7. Component Underperformance
7.1. Authority and Events. Component’s charter, granted by the Institute, remains in full force and effect unless surrendered by the Component or revoked by the Institute in accordance with the Institute’s Bylaws, other component-related policies, procedures, and handbooks, or other written guidance disseminated by the Institute. 7.2. Steps to Achieve Success. If a Component’s performance is in question and it appears that
voluntary measures may help resolve any pertinent issues, the Institute will work with the Component to determine steps to help it achieve satisfactory performance within a reasonable time frame. 7.3. Enforcement. In rare cases, the Institute, through its Board of Directors, may find it necessary to reorganize or dissolve the Component, or to take other appropriate action to address a Component’s failure to comply with provisions of the Component Performance Criteria. (See AIA Bylaws, Section 4.07.) Enforcement consistent with any requirements set forth in the Institute’s Bylaws will be undertaken in collaboration with a peer group.
8. Amendments to Performance Criteria
8.1. The Component Performance Criteria may be amended or otherwise revised by the Institute Board of Directors at any time after providing sixty days’ advance written notice of the proposed revisions to Components. Such written notice shall be considered sufficient if it is provided through any print, electronic, or other medium (which may include either AIArchitect and/or newsletters distributed to Component representatives by the Component Relations Department) reasonably calculated to provide the relevant information to the Components. During the sixty day period, the Institute (through its Component Relations Department or other appropriate channels) will accept comments on the proposed revisions and shall inform Components of their disposition.
appendix A
MARCH 23, 2009
Extractions – AIA Bylaws 1.0 GENERAL PROVISIONS
1.01 Organization Name. The name of this membership corporation is The American Institute of Architects. In these Bylaws the corporation is called the Institute. 1.02 Organization Objects. The objects of The American Institute of Architects shall be to organize and unite in fellowship the members of the architectural profession of the United States of America; to promote the aesthetic, scientific and practical efficiency of the profession; to advance the science and art of planning and building by advancing the standards of architectural education, training and practice; to coordinate the building industry and the profession of architecture to insure the advancement of the living standards of people through their improved environment; and to make the profession of everincreasing service to society. 4.09 Centralized Membership Database and Dues Collection. All components shall participate with the Institute in a centralized membership database and dues collection system that shall provide for 1) collection of all component and national dues, and 2) unified membership record keeping. The requirements of the system shall be determined by the Institute, in accordance with procedures stated in the Rules of the Board, and shall include the following: a) Each participant shall establish the annual amount of its regular dues, supplemental dues (if charged), and assessments, subject to uniform policies on incentive programs and dues structures. b) Funds collected through the system shall be promptly available to the participant to which the funds are due. 4.05 Authority and Duties of Components. 4.055 Limiting Membership Rights. No component shall limit the rights or privileges of any category of membership as set forth in these Bylaws. Components shall permit assigned members to participate in the affairs of the component to the fullest extent permitted in these Bylaws. Persons in other authorized categories of membership may participate in the affairs of the component except as may be prohibited in these Bylaws. 4.06 Bylaws of Components. Every component
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shall adopt bylaws consistent with these Bylaws and of their general form and order, and every such bylaw and every amendment thereto must be submitted to the Secretary for approval before the bylaw or amendment becomes effective. Every component shall amend its bylaws to conform to the Bylaws of the Institute as soon as it can properly do so after these Bylaws or any amendments become effective. 4.07 Delinquent Components. 4.071 Component Reorganization. Should the executive committee of any component fail to hold an annual election of officers, or otherwise grossly neglect its prescribed functions, the Secretary of the Institute may, after calling the attention of the executive committee to the delinquency, notify each member of the component and invite a reorganization of the component. 4.072 Dissolution of Component. The Institute may withdraw or suspend any charter it has issued to a component, whereupon the organization shall cease to be a component of the Institute, but such withdrawal shall not be made until and unless the component has been offered an opportunity to be heard in the matter. 4.08 Property Interests of Components. A component shall not have any title to, nor interest in, any property of the Institute nor be liable for any debt or other pecuniary obligation of the Institute. The Institute shall not have any title to, nor interest in, the property of any component unless the Board and the component agree otherwise in writing, and the Institute shall not be liable for any debt or other obligation of any component. The Institute and a component are not agents for each other unless they so agree in writing. 4.13 Authority and Duties of Chapters. Each chapter: a) shall cooperate with its state and regional organizations to further the interests of the members, and by agreement with these organizations, may represent and act for them within the chapter’s domain. b) may establish allied member, student affiliate, and honorary affiliate membership categories, under conditions set forth in the bylaws of the chapter. c) may levy and collect annual dues from
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its members, except Members Emeritus and Honorary Affiliates. d) may levy and collect admission fees for admission of allied members and student affiliates. e) shall meet the Performance Criteria for the AIA. 4.22 Authority and Duties of Sections. Membership in a section is voluntary and shall not be assigned by the Institute or the chapter, except that sections of statewide chapters may request, by two-thirds majority vote of the section board, that all assigned members of the chapter whose residence or principal place of business is within the territory of the section be required to join the section and pay dues. Upon approval of the request by two-thirds majority vote of the board of the parent chapter, the Institute will assign membership in the section. Members assigned to sections are subject to termination of membership in the Institute for default in payment of section dues as provided in these Bylaws. Sections with required membership have the authority and duties of chapters stated in section 4.1 of the Bylaws, including the obligation to meet the Performance Criteria for the AIA.
appendix B
MARCH 23, 2009
Extractions – AIA Rules of the Board
4.1 FORMATION AND ADJUSTMENTS TO COMPONENTS 4.13 Provisional Approval. The Executive Committee may approve an initial charter that must be reaffirmed by the Executive Committee after three years of component operations. The monitoring process prior to reaffirmation will be as directed by the Secretary.
9.2 PUBLIC POLICIES 9.24 Policy Conformance. 9.242 Component Conformity. Public Policies and Position Statements are binding on components. A component may not directly or indirectly nullify or contravene any Public Policy or Position Statement of the Institute.
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appendix C
MARCH 23, 2009
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Extractions – AIA Strategies for membership. Component Excellence 5.3 Continuing Education Opportunities
Components are often the first point-of-contact
3.2 External Communications (public re- for continuing education and as such are enlations) couraged to take responsibility for the continued Intent Enhance the public’s perception of architecture and architects. The community served by the component should be aware of awards and community service programs, member involvement and contributions to the community at large, as well as awards conferred upon members by the component by any level of the AIA. To further the mission of advancing One AIA, external communications should follow the established AIA brand.
learning of their members by providing programs that allow members to meet their annual Continuing Education requirements. There are a number of organizational strategies that can be employed to meet this intent.
Outcome External communication can be accomplished through a variety of ways such as press releases, electronic announcements and website links.
6.1.2 Bylaws
4.2 Position Taking
Intent In order to keep the AIA in the eye of elected officials, components should, with regularity, weigh in on issues that affect the built environment or the business of architecture when they come before elected bodies in their communities. Outcomes Components take positions on such legislative or regulatory activity as necessary for the benefit of the components members. (See also Section 3.7.1 “Component Public Positions/ White Papers”). Letter writing and testifying before government committees are effective tools when communicating AIA positions.
5.2 AIA Transcripts
Intent A service that members value is the AIA Transcript—an individual record of each member’s continuing education activities. These transcripts are widely accepted by governing bodies as proof of an AIA member’s compliance with applicable licensing laws. AIA/CES transcripts constitute a five-year history file of each member’s continuing education credits. Outcomes Components assist members by providing them with information for obtaining their transcripts and how to report self-directed learning activities. AIA components may also choose to contact members who are deficient in their learning units to ensure their continued ability to maintain
It is equally important that members have access to multiple learning opportunities that are based on quality programming and are offered in such a way as to meet the needs of members.
Intent “Bylaws are the formal, internal documents that provide the operational framework regarding the establishment, integration, and maintenance of an effective governance system.”1 Bylaws are subordinate to Articles of Incorporation and most often are used to define how the association is formed and how it is run.2 These two documents are complementary to one another and serve as the primary source for organizational and governance decision making. According to Section 4.06 of The Bylaws of The American Institute of Architects, “every component shall adopt bylaws consistent with these Bylaws . . . and every amendment must be submitted to the Secretary for approval before the bylaw or amendment becomes effective.”3 (See also Section 3.5 “Bylaws and Meeting Minutes”). Outcome Each component has met the requirements contained in the Institute’s Bylaws and has, (1) filed copies of its current bylaws with the general counsel in the AIA national component; (2) submitted changes or amendments to the Secretary of the Institute; (3) maintains current copies for review by members or other interested parties upon request. Component provides copies of the bylaws to each director (Board Member) as part of a Board Member Handbook.
6.2.1. Tax Returns
Intent Finance is the economic activity of an organization. Accurate reporting of financial activity is essential to constructive decision-making by the organization’s leadership. In addition, the timely filing of necessary tax documents by non-profit organizations is often crucial to maintaining their
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tax-exempt status. (See also Section 3.4 Financial Information) Outcome Each component has filed appropriate tax returns for the previous fiscal year within the required time frame; copies of prior year returns are available for review by members of the component or staff at the national component upon request.
6.2.3 Record Keeping
Intent Record keeping by an organization is both a legal obligation in the case of certain documents, and good operating policy in the case of others. It enables future leaders to understand the decisions of past boards and committees and provides an historical record of the growth and development of the organization. Outcome Records of the official business of the component are retained in compliance with appropriate laws and regulations (both state and federal). This includes meeting minutes of the Board of Directors and Executive Committee; meeting minutes of committees and of the annual meeting of the association. It also includes financial records, membership records, and other component records.
1 Professional Practices in Association Management, p. 23 2 Association Law Handbook, p. 23 3 Section 4.06, Bylaws of The American Institute of
AIA Strategies for
Component Excellence
-Version 1.4.08—July 2008-
Contents FOREWARD SECTION 1 SETTING EXPECTATIONS FOR YOUR COMPONENT 1.1 Common Goals 1.2 Following the Legal Basics 1.3 Institute Bylaws and Reorganizing a Component 1.4 Meeting the Performance Criteria 1.5 Expectations: The Roadmap to Success
SECTION 2 MEMBERSHIP
2.1 Membership Application Processing 2.2 Membership Meetings 2.3 Membership Recruitment and Retention 1.3.1 Membership Inclusiveness 2.4 Ethics
SECTION 3 COMMUNICATION
3.1 Program and Meeting Information 3.1.1 Non-Component Sponsored Programs and Meetings 3.2 Ongoing Component Update and Information 3.3 Annual Report 3.4 Financial Information 3.5 Bylaws and Meeting Minutes 3.6 Internal Communications (between members) 3.7 External Communications (public relations) 3.7.1 Component Public Positions/White Papers 3.7.2 Awards 3.8 Intellectual Property
SECTION 4 GOVERNMENT ADVOCACY
4.1 Elected or Appointed Service 4.2 Position Taking 4.3 Component Government Relations Liaison 4.4 Political Action Committees (PACs) 4.5 Task Forces & Study Commissions 4.6 Relationships with Government Officials 4.7 Legislative Monitoring 4.8 Collateral Organizations
SECTION 5 CONTINUING EDUCATION
5.1 AIA Registered Provider Program 5.2 AIA Transcripts 5.3 Continuing Education Opportunities 5.3.1 Specific Interests or Knowledge Communities 5.3.2 Monthly Meetings 5.3.3 Organized “Lunch and Learns” 5.3.4 Strategic Partnerships
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SECTION 6 GOVERNANCE, MANAGEMENT & ADMINISTRATION 6.1 Status of the Organization 6.1.1 Articles of Incorporation 6.1.2 Bylaws 6.1.3 AIA Charter 6.1.4 Tax Exempt Status 6.1.5. Governance Policies 6.2 Finance 6.2.1 Tax Returns 6.2.2 Insurance 6.2.3 Record Keeping 6.2.4 Annual Financial Review 6.2.5 Financial Advice and Oversight 6.2.6 Operating Policies 6.3 Legal 6.3.1 Legal Advice and Review 6.3.2 Policy Compliance 6.4 Governance & Leadership 6.4.1 Board Membership 6.4.2 Leadership 6.4.3 Strategic Planning 6.4.4 Annual Business Meeting 6.4.5 Political Action Committee Formation and Reporting 6.4.6 New Board Member Orientation 6.4.7 Component Staff
SECTION 7 OFFICE OPERATIONS (TBA) SECTION 8 PEFORMANCE CRITERIA (SECTION TBA)
8.1 Component Performance Criteria 8.2 Acknowledgement of Receipt 8.3 Extractions: Institute Bylaws and Rules of the Board
SECTION 9 ADDITIONAL RESOURCES FOR COMPONENTS 9.1 Component Clearinghouse web link 9.2 CACE Best Practices web link 9.4 Member Covenant 9.5 Protocols (TBA)
foreward The American Institute of Architects (AIA) is the voice of the architectural profession and the resource for its members in service to society. As society continues to change at an ever-accelerating pace, as significant practice issues become social issues, like sustainability, and as the flattening world calls for increased collaboration, cooperation, and integration, now, more than ever, the Institute at all levels must consistently demonstrate its relevance to the profession and society at large. One of the most visible, tangible demonstrations of that relevance is the success of the Institute’s individual components and sections. The advantage to being a 150-year old organization with over 280 components is that the whole burden for meeting member needs does not just fall on one component. The goal of this document and the related family of documents were created to assist the leaders and staff of state and local components as you seek to deliver member value to the best of your ability and to the satisfaction of your members. Being a leader in a professional society, like the AIA, is a unique endeavor. Did anyone say, “When I grow up I want to be president of my local chapter or an association executive?” Probably not. Nor is it likely that anyone earned a degree in how to be a member of a board of directors. While no one really intends to do these jobs, they can be fulfilling and satisfying. For all of those who “fell into” AIA leadership and are looking forward to a rewarding tenure, the following is offered to: (1) identify the context in which you serve and, (2) offer a series of recommendations for leading your component to excellence in its work.
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What do associations do?
Advocate. The First Amendment of the Constitution guarantees that the right to assemble and petition the government for redress of grievance shall not be abridged. Assemble and petition is what associations do; this is one of their first obligations in a democratic society. Associations lobby state legislatures, local council, the U.S. Congress, and the federal government on issues that are important to their members— including legislation or regulations that affect their ability to conduct business in a state or other jurisdiction. Influence. The ancient Greeks formed the very first associations for the purpose of favorably influencing trade, commerce, culture and politics on behalf of its members. Federalist Paper No. 18 from 1787 speaks of the origins of these alliances formed prior to the 6th century BC. Share. “In no other country in the world has the principle of association been more successfully used or applied.” (de Tocqueville, Democracy in America). What de Tocqueville observed in 1830’s America were people who joined forces quickly and instinctively—in the market to sell goods, in the public square to provide services, in professional societies to sharpen their skills, in philanthropy to care for widows and orphans and in collective service to build homes, barns and public spaces. Associations allow individuals to do together what they can not accomplish alone.
So, why do people join?
-To gain access to insight and professional knowledge not available elsewhere; -To network with like-minded colleagues; -To be part of something larger than themselves. Associations offer three opportunities for action by their members: Inform, Interact, and Inspire. The best associations do all three.
Local Resource
For many AIA members, the primary source of service is the local chapter to which they are assigned and where many of them engage with the Institute. For many, it the first point of contact when members are in need of answers. They rely on the chapter’s ability to deliver what they need when they need it.
Member Resource
Members look to the AIA, at all levels, to inform
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them, educate and train them so they are better practitioners. The AIA provides resources at every level, whether through local programming, state advocacy efforts, or national initiatives. Members need to have the ability to access information in the method they want to, at a time they need to, and in a format that provides them with the greatest value.
Public Resource
The public, too, often looks to the AIA for information, such as information or policy statements regarding major initiatives within the community. Architects and the AIA can be great advocates for improving the quality of the built environment for our communities. Each level of AIA needs to function effectively in this role in order to realize the potential of the association.
Why Publish Strategies for Component Excellence?
This document, along with the corresponding resources and best practices, offers leaders within the organization, both professional and voluntary, assistance in meeting members’ expectations. This is a resource for all chapters and sections (aka, components); and serves as a vehicle to discuss individual component performance, both positive and negative; and allows each part of the organization to maximize performance at every level.
Increase Value and Collaboration
While it may be daunting to read through all the following pages and to think that your component must deliver on every strategy and meet every intent with a fully documented outcome, the purpose of the document is otherwise. The objective is to offer component leaders, especially those in all-volunteer components, a set of options for providing service to members within each of service area – Membership, Communications, Government Advocacy, Continuing Education, and Governance. It is very important that each component provide at least a modest level of service in each of these areas so that collectively a member has access to all of these services or programs. Equally important is to work with other components in providing these services. Collaboration is an effective and efficient way to increase and deliver value to members at a level of service that a component working alone may not have the capacity to achieve.
One AIA: Working Together Toward Excellence
We hope that you will use these strategies regu-
larly for we are only as strong as our weakest link. This document includes links to and recommendations for resources you can use to think through or develop your own programs; some of these are online in the AIA’s Component Resource Center, others are available from other sources. The Component Resource Center also includes other information and ideas you might find useful. Please also feel free to call the members of the Component Relations Team, as well as the members of the Council of Architectural Component Executives (CACE). The latter work in AIA components themselves and are often willing to share their unique and creative solutions for meeting members’ needs. Together, we can fulfill the promise of our association and become the resource for our members.
Section 1 Setting Expectations for your Component
Setting expectations can be difficult, especially without understanding the needs of members. It is very tempting to compare ourselves with other components and to want to be “like them.” Rather than looking over the fence to the component next door, components are encouraged to start with these questions: - “What are our members’ expectations for what we do, when and how?” - With ever-changing leadership, and even staff, at the national level, are the expectations for what components do a constantly shifting target? - Is it even possible to fairly set expectations for the performance of a component when all vary from each other in myriad ways and all have such different resources? Members have right to know what to expect from each level of the AIA. Staff has the right to understand the expectations for their performance and how their performance will be evaluated. Leadership has the right to expect success in their endeavors and a clear road map for how success can be achieved.
1.1 Common Goals
While our current organizational structure allows most components to be separate corporations, the success of the AIA depends on cooperation, collaboration and communication between and among the entities. Working in concert towards common goals with clear expectations of designated responsibilities will enable the whole organization to achieve much more than we ever could playing solo parts. The AIA national component has worked with component leaders to create a general member satisfaction survey or needs assessment that components can use to determine what members value or what services they want to receive from individual components. Components can use the results of these surveys to make choices about what they can and will do in response and to set expectations and goals accordingly.
1.2 Following the Legal Basics
While the Strategies for Component Excellence (“SFCE”) outlines a number of outcomes components can use to set expectations for themselves, there are legal requirements that must always be met. Components not meeting the minimum requirements of federal and state laws may be subject to fines and penalties in the jurisdiction in which they operate.
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1.3 Institute Bylaws – Reorganizing a Component/Charter Withdrawal or Suspension
In addition to meeting minimum legal requirements, Components are expected to comply with requirements found in the Institute’s Bylaws and the Component Performance Criteria. (See Section 1.4 below.) If a component’s executive committee should “fail to hold an annual election of officers, or otherwise grossly neglect its prescribed functions” the Institute’s Secretary may seek to reorganize the component. (See AIA Bylaws, Section 4.071.) In certain cases, the Institute may seek to withdraw or suspend the component’s charter. No such action would be taken without providing an opportunity to the component to respond. The resources and Best Practices provided in this document and in the Component Resource Center are intended to assist components that may need advice in these areas, as well as in others. There are several strategies in this document which, if applied to the activities and governance of the chapter, will significantly decrease any likelihood of problems; these are indicated by a next to the heading.
1.4 Meeting the Performance Criteria
The Institute Bylaws state that every Chapter and all sections with required (assigned) membership must “meet the Performance Criteria for the AIA.” (AIA Bylaws, Sections 4.13(e) and 4.22.) Those criteria have been revised several times over the last 15 years. This document is intended to recommend strategies for meeting them. (See also Performance Criteria, SFCE, Section 8.)
1.5 Expectations: The Roadmap to Excellence
Setting clear expectations gives everyone a clear roadmap to proceed. Energy can be spent on creative and fulfilling ways to reach our goals rather than on meeting the whims of a few chosen members. Success and the recognition for our individual roles within the organization are hallmarks of a strong association.
Section 2
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Membership
lationships with others who participate in creating the built environment. Through local membership meetings, AIA components play an important role in promoting fellowship and collaboration within our local and state communities.
The American Institute of Architects (AIA) is the voice of the architectural profession, dedicated to serving its members, advancing their value, and improving the quality of the built environment. AIA is about people: Architects working together, helping each other create better places to live, work, and play. The community of AIA members may include AIA architects, associates, honorary members and allied members who share professional relationships with architects. Because members are the cornerstone of the profession, components have a responsibility to participate with the national organization in the management and record keeping, retention and recruitment of members in their assigned regions. Components are expected to participate in the central membership database and to process and report membership information in a timely manner.
2.1 Membership Application Processing Intent
Any component that receives a membership application is required to review the application and ask the applicant to provide proof of eligibility for membership (AIA Rules of the Board, Section 2.02). Applications for membership should be acted on as soon as they are submitted. Moreover, all components shall participate with the National Component in a centralized membership database that provides for the collection of dues and unified record keeping (See AIA Bylaws, Section 4.09.)
Outcomes
All components shall receive applications for membership and verify them for accuracy and completeness, make appropriate changes to the consolidated data base and process applications in a timely manner. The component staff shall make a copy of the application for their files. Resources and Best Practices: 1. AIA Rules of the Board, Section 2.02 2. AIA Bylaws, Section 4.09 3. Component Clearinghouse: Membership— AIA Policies and Procedures
2.2 Membership Meetings Intent
As members of the AIA we are joined by shared community values. We create opportunities for all architects to connect with each other, to share experiences, and to celebrate great work in gatherings around common interests. We build re-
Outcomes
Components hold regularly scheduled meetings, events and or programs with members including at least one annual membership meeting to comply with local and state laws for non-profit membership organizations. All components publish or distribute a calendar of events to notify members of upcoming meetings and activities, either annually or more frequently as appropriate. (See also Section 3.1 “Program and Meeting Information”). Resources and Best Practices: 1. Component Clearinghouse—celebrations/ awards programs, conventions/conferences, communications
2.3 Membership Recruitment and Retention Intent
Retaining and recruiting members is a win-win for all: by working to generate a steady and/or growing dues revenue stream, The Institute and components are afforded opportunities to provide additional programs and services to members. Towards this end, all components should ideally work to develop formal or informal programs to retain and to recruit new members with a goal of reinforcing member value.
Outcomes
Components establish an explicit focus on recruiting and retaining members and develop programs and materials to reinforce the value of membership. Resources and Best Practices: 1. Component Clearinghouse – Membership recruitment and retention programs 2. Online resources for All Volunteer Component Leaders
2.3.1 Membership and Inclusiveness Intent
AIA represents a widely diverse group of people along a broad spectrum of characteristics such as age, gender, ethnicity, professional focus, or other unique interests. We see this diversity as key to our collective strength and work to cultivate programs, committees and forums that provide opportunities for similarly inclined members to formally and informally assemble.
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Outcomes
Components are encouraged to facilitate communications among members that support the programs and to support the development of programs that meet the needs of interested and diverse constituent groups. Components determine what constituent groups might exist among their membership and provide vehicles for them to develop programming and opportunities geared to appeal to and meet the needs of selfidentified members of the group. On the national level, AIA cultivates these groups through programs like the National Associates Committee, Young Architects Forum, Diversity Committee and through a broad range of diverse knowledge communities organized along specific professional interests and specialty areas. Components are encouraged to make these national opportunities known to their members, and to support local programming specific to their members’ interests and backgrounds. Resources and Best Practices: 1. Emerging Professional’s Companion, a tool to assist IDP participants organize and report supplemental credits. 2. Emerging Professionals Home Page, which includes links to the following: 3. AIA’s IDP Resources Page 4. AIA’s ARE Resources Page 5. Mentoring Knowledge Spot – part of the Continuing Education Services section of the AIA website. NCARB’s links: 6. Intern Development Program 7. ARE
2.3 Ethics Intent
Components have the opportunity to address ethical issues through awareness, education, and example. Components can notify their members that complaints alleging violation of the Code of Ethics must be reported directly to the National Ethics Council (“NEC”) to the degree required by the Code of Ethics.
Outcome Resources and Best Practices:
Section 3 Communication
Thriving membership organizations are focused on their members. A successful communication strategy enables members to talk to other members, as well as to staff and their elected leadership. Likewise staff and elected leadership are able to talk among themselves and to the members. This multi-directional communication is necessary to establish a shared sense of purpose and agreed-on operating strategy. Components are expected to develop a simple strategy and action plan for communicating with members and sharing information on programs of interest, governance activities, and the financial health of the component.
3.1 Program and Meeting Information Intent
Programs and meetings bring members and the broader community together to share ideas, to learn, and network. This leads to a strong sense of community and underscores the value of a professional association.
Outcome
Components regularly communicate planned events with their members through a variety of means including but not limited to newsletters, magazines, electronic newsletters, email blasts, websites and direct mail. Resources and Best Practices:
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the profession, and the community. This underscores the value of the architect in the community and keeps the component sustainable.
Outcome
Components regularly communicate to their members the progress that groups within the component are making on the regular business of the component, as well as on ad hoc assignments. Resources and Best Practices:
3.3 Annual Report Intent
Members have a right to meaningful programmatic and financial information on the annual progress of the component towards meeting its goals.
Outcome
Components provide programmatic and financial information to their members annually that demonstrates their progress; this information can be transmitted through a variety of means including but not limited to an annual report, a newsletter article, or a website article. Resources and Best Practices:
3.4 Financial Information Intent
3.1.1 Non-Component Sponsored Pro- As not-for-profit corporations, components are required to file certain forms and reports with the grams and Meetings Internal Revenue Service and their state and loIntent Many organizations and companies provide opportunities for members to learn, socialize and participate in activities that broaden their perspective and afford members additional opportunities for growth and development.
Outcome
Components should strive to provide such information where possible to their members while exercising prudent judgment about the quality and usefulness of such endeavors. Resources and Best Practices:
cal governments. (See also Section 6.1.4 “Tax Exempt Status”.)
Outcome
Components provide access to such reports to members with in a reasonable period of time after a written request is made. Resources and Best Practices:
3.5 By-Laws and Meeting Minutes Intent
Members are better able to make meaning-
3.2 Ongoing Component Update and In- ful contributions to the work of the component when they understand the rules under which the formation component operates and the history of past acIntent Through committees, boards, task forces and staff, components conduct business pertinent to the well being of the component, its members,
tivities. (See also Section 6.1 “Status of the Organization”).
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Outcome
to the members.
Members will have access to the current By-laws of the component and pertinent meeting minutes of the Board of Directors meetings. Access can be accommodated through a variety of tools such as annual reports, websites, magazine articles or a physical repository at the component office. Resources and Best Practices:
3.6 Internal Communications (between members) Intent
A component is a community of members. As such, members need regular opportunities to communicate among each other.
Outcome
Components provide means for members to get together and share. This can be done through a variety of ways such as member meetings, website forums, chat rooms or teleconferences. Resources and Best Practices:
3.7 External Communications (public relations) Intent Enhance the public’s perception of architecture and architects. To further the mission of advancing OneAIA, external communications should follow the established AIA brand.
Outcome
External communication can be accomplished through a variety of ways such as press releases, electronic announcements and website links. Resources and Best Practices:
3.7.1 Component White Papers Intent
Public
Positions/
Since components often speak as the collective voice of the membership, it is essential that members know what is being said and have an opportunity to have input into what is being communicated.
Outcome
Members will have a means to provide input on public positions whether through a meeting of the membership, a comment period on a document or a forum on a website. Any positions taken will be distributed and accessible
Resources and Best Practices:
3.7.2 Component Awards Intent
The community served by the component should be aware of awards and community service programs, member involvement and contributions to the community at large, as well as awards conferred upon members by the component by any level of the AIA.
Outcome
The public becomes aware of the contribution to the built environment through a concentrated focus of public awareness of design excellence.
3.8 Use and Protection ofTrade Name Intent
Over the last 150 years, the AIA has established a strong graphic identity (“brand”). The identity is reinforced at every level through a cohesive use of and adherence to the established rules for combining the names of the Components with the AIA monogram and the AIA symbol. It is the responsibility of all components to protect the brand.
Outcome
The brand remains a consistent and publically recognized representation of its professional membership. Resources and Best Practices: 1. AIA “Program for Graphic Identity” Resources and Best Practices: 1. AIA Rules of the Board, Section 2.02 2. AIA Bylaws, Section 4.09 3. Component Clearinghouse: Membership— AIA Policies and Procedures
Section 4 Government Advocacy
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Components are encouraged to implement programs, policies and opportunities that position the AIA and architects in close collaboration with elected leaders and government officials. Components are expected to provide their members with access to opportunities to advocate for legislation or regulations that affect their ability to conduct business.
Outcomes
4.1 Elected or Appointed Service Intent
The realities of the American political system dictate that successful lobbying efforts come at a financial price. Political Action Committees are most useful when attempting to build or strengthen relationships with elected officials who hold similar values to the AIA. Most jurisdictions that allow PACs highly regulate their activities.
Encourage and support AIA Members to become elected officials or appointees to state or local boards and commissions. One of the best ways for the AIA to maintain a good working relationship with political bodies is for its members to assume leadership roles within those groups. In addition, there are numerous opportunities for members to serve within government on appointed bodies.
Outcomes
Components identify, recruit, and prepare members to run for and achieve elected leadership positions at all levels of government. Resources and Best Practices:
4.2 Position Taking Intent
In order to keep the AIA in the eye of elected officials, components should, with regularity, weigh in on issues that affect the built environment or the business of architecture when they come before elected bodies in their communities.
Outcomes
Components take positions on such legislative or regulatory activity as necessary for the benefit of the components members. (See also Section 3.7.1 “Component Public Positions/ White Papers”). Letter writing and testifying before government committees are effective tools when communicating AIA positions. Resources and Best Practices:
4.3 Component Government Relations Liaison Intent
To maintain a consistent government relations program, every component should have at least one individual with a relationship to their Board reporting regularly on activity occurring in the component’s political subdivisions. This consistency at the board level will ensure that government relations core services are being monitored and attended to on behalf of the members.
Establish and maintain a government relations liaison position within the component that is either on the Board of Directors or has direct reporting responsibility to the Board. Resources and Best Practices:
4.4 Political Action Committees (PACs) Intent
Outcomes
Where legally appropriate, political action committees should be established and strengthened to assist elected officials with close ties and agendas supported by the architectural profession. Components must familiarize themselves with the local or state laws regarding PACs and follow all necessary reporting requirements. (See also Section 6.4.5 “Political Action Committees”). Resources and Best Practices:
4.5 Task Forces & Study Commissions Intent
Secure appointments of AIA Members to relevant government task forces or study commissions. As with elected bodies, it is equally important for architects to serve on special one-time government commissions and other appointed bodies. Many times these task forces or commissions lead to significant legislative recommendations affecting the practice of architecture and the built environment.
Outcomes
Components are able to identify those non-elected bodies which are a priority for advancing the positions of the Institute and establish methods for recommending and promoting members to accept appointments to these boards and panels. Resources and Best Practices:
4.6 Relationships with Government Officials Intent
Promote and develop effective relationships between AIA members and their elected officials at national, state and local levels.
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Outcomes
Components develop consistent opportunities for members to interact with elected officials. Breakfasts, legislative days, receptions, awards luncheons, and invitations to regularly scheduled chapter activities are all methods that have been employed effectively to maintain a constant presence with government officials. Resources and Best Practices:
4.7 Legislative Monitoring Intent
Every component has a duty to provide consistent information on legislative and regulatory activity that affects their members in its defined geographic area. This provision of information should be viewed as a core service for AIA members.
Outcomes
Components routinely monitor legislative and regulatory activity within the jurisdiction and report this activity to its members. This can be done in collaboration with the Government and Community Relations (Government Advocacy) department at the National Component. Resources and Best Practices:
4.8 Collateral Organizations Intent
Expand partnerships with collateral organizations that are mutually beneficial in the political and legislative arena. The AIA can increase its effectiveness in advocating for its members and the built environment by joining forces with other collateral, like-minded groups. Joint lobbying days, coordinated coalition activities and targeted legislative efforts with our colleagues in the design and construction industry usually prove more effective with decision makers than when the Institute or our members approach legislators individually.
Outcomes
Components identify key professional and industry partners for developing coalitions and joint legislative efforts in support of commonly held principles and positions. Resources and Best Practices:
Section 5 Continuing Education
The AIA believes it is each member’s responsibility to engage in lifelong learning. In a world that is changing rapidly, the public is best served by architects who have the knowledge and the abilities to create a positive impact on the communities we serve and the built environment in general. All active AIA members must successfully complete 18 learning unit (LU) hours each year with at least 8 of the 18 LU hours relating to health, safety, and/or welfare (HSW). In addition, many jurisdictions also require continuing education in order to maintain a current license to practice architecture. Sustainability requirements TBA. Components are expected to provide opportunities for continuing education for their members either by offering programs directly; partnering with other components, national Knowledge Communities, or Registered Providers; or by advertising learning opportunities offered by other, related organizations.
5.1 AIA Registered Provider Program Intent
The AIA created the Registered Provider program as a method of ensuring members receive quality educational programming, and credit for attending. Providers must register their programs with the AIA, clearly stating the learning objectives and outcomes. Program quality is monitored through audit/review reports filed by members, subject matter experts, and providers. The AIA works in close cooperation with the state licensing boards and will audit any program requested by a licensing board. The primary object of an audit/review is to determine whether program content meets learning objectives.
Outcomes
AIA components register themselves as providers and adhere to the standards provided. This includes documenting every program the component provides that may qualify for learning units under the Registered Provider program criteria. Resources and Best Practices: CES Registered Provider Manual Protocol for Use of CES Logo
5.2 AIA Transcripts Intent
A service that members value is the AIA Transcript—an individual record of each member’s continuing education activities. These transcripts
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are widely accepted by governing bodies as proof of an AIA member’s compliance with applicable licensing laws. AIA/CES transcripts constitute a five-year history file of each member’s continuing education credits.
Outcomes
Components assist members by providing them with information for obtaining their transcripts and how to report self-directed learning activities. AIA components may also choose to contact members who are deficient in their learning units to ensure their continued ability to maintain membership. Resources and Best Practices:
5.3 Continuing Education Opportunities
Components are often the first point-of-contact for continuing education and as such are encouraged to take responsibility for the continued learning of their members by providing programs that allow members to meet their annual Continuing Education requirements. There are a number of organizational strategies that can be employed to meet this intent. It is equally important that members have access to multiple learning opportunities that are based on quality programming and are offered in such a way as to meet the needs of members.
5.3.1 Specific Interests or Knowledge Communities (KCs) Intent
Many AIA members have a specific skill set, practice specialty or interest. These are supported on a national basis by the AIA’s Knowledge Communities. Members often see this virtual community as their primary point of entry for the national component. Likewise, some components are also able to organize their activities by interest area. These groups are often autonomous, determining their own agendas and meeting schedules.
Outcomes
Members are able to access learning through programs designed to meet the needs of a special interest or practice type. These programs may be offered by a national KC or a local special interest group. Resources and Best Practices:
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5.3.2 Monthly Meetings Intent
Often, AIA members treasure the opportunities that regular general gatherings encourage. They come together to share common experiences and information in a non-competitive setting. Members often practice using a Generalist model. Many AIA components organize their activities around a monthly lunch or dinner meeting. There is frequently a social hour before the meeting that may or may not be combined with a vendor presentation. A program on a particular area of interest typically follows the meal. Chapter business may also be conducted at these meetings.
Outcomes
Members are able to meet regularly in a forum or venue that, in addition to networking, provides a structured learning opportunity designed to meet an identified need of the membership. Resources and Best Practices:
5.3.3 Organized “Lunch and Learns” Intent
Many vendors to the architectural community are also AIA Registered Providers. These vendors offer learning opportunities to AIA members as well as non-member architects in the form of “lunch and learn” presentations. Smaller components invite vendors to present their programs to groups of members who might not otherwise have the opportunity to receive such a presentation. This not only offers members the opportunity to receive credits, but allows the vendors the ability to reach a wider audience. This has proven effective where small firms are prevalent.
Outcomes
Members have access to learning opportunities offered by vendors or other organizations that are AIA Registered Providers. Resources and Best Practices:
5.3.4 Strategic Partnerships Intent
There are many groups that offer learning opportunities that benefit AIA members as well as their own. These groups can be identified based on their mission, target audience, or expertise. Many successful partnerships have
been established to produce content to help AIA members meet the goal of becoming a more active, competent profession. These include partnerships with organizations who represent other professionals with a stake in the built environment (e.g. contractors, landscape architects, planners), public policy groups (e.g. planning agencies, environmental groups), public officials (e.g. elected representatives, building officials, planners), related institutions and organizations (e.g., museums, schools of architecture, or local chapters of related professional organizations); and client focused groups (developers, homeowners, financiers).
Outcomes
Members have access to content produced through successful partnerships between components and other organizations. Resources and Best Practices:
Section 6 Governance, Management & Administration
In a modern professional society, it is important to establish standard practices relative to the governance, management, and administration of the association. Such practices provide stability, especially to all-volunteer components, continuity for boards that transition regularly, and transparency in operations and decision-making. It is increasingly important that components establish methods of working together that are processoriented rather than people-dependent. Such a transition strengthens organizations and supports their long-term growth and development. Adopting as many of these strategies as possible provides a framework for any component seeking to develop a solid, administrative foundation; many of them can be implemented by using electronic means (e.g., Websites or FTP sites). Components are expected to manage their legal, administrative, governance, and financial affairs in compliance with all federal, state, and local laws that may govern their activities.
6.1 Status of the Organization 6.1.1 Articles of Incorporation Intent
Articles of Incorporation are considered “an agreement between the state that grants incorporated status and the association that holds that status.”1 Incorporation has several advantages—in particular it eliminates personal liability of volunteer leaders, establishes the continuity of the association, gives the association the ability to own property, and makes it easier to obtain liability insurance for the directors and officers.2
Outcome
Each component is properly incorporated in the state in which it operates and, (1) has filed copies of the Articles of Incorporation with the general counsel in the AIA national component; (2) maintains current copies for review by members or other interested parties upon request.
6.1.2 Bylaws Intent
“Bylaws are the formal, internal documents that provide the operational framework regarding the establishment, integration, and maintenance of an effective governance system.”3 Bylaws are subordinate to Articles of Incorporation and most often are used to define how the association is formed and how it is run.4 These two documents are complementary to one another and serve as the primary source for organizational and governance decision making. According to Section
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4.06 of The Bylaws of The American Institute of Architects, “every component shall adopt bylaws consistent with these Bylaws . . . and every amendment must be submitted to the Secretary for approval before the bylaw or amendment becomes effective.”5 (See also Section 3.5 “Bylaws and Meeting Minutes”).
Outcome
Each component has met the requirements contained in the Institute’s Bylaws and has, (1) filed copies of its current bylaws with the general counsel in the AIA national component; (2) submitted changes or amendments to the Secretary of the Institute; (3) maintains current copies for review by members or other interested parties upon request. Component provides copies of the bylaws to each director (Board Member) as part of a Board Member Handbook. Resources and Best Practices: 1. Bylaws of The American Institute of Architects 2. Jacobs, Jerald A., Association Law Handbook. Third edition; ASAE, (1996, Washington, DC) 3. John B. Cox, CAE, Executive Editor, Professional Practices in Association Management, ASAE, (1997, Washington, DC)
6.1.3 AIA Charter Intent
“Within the territory assigned to it, each component shall represent and act for its assigned membership under a charter issued to it by the Institute.”6 Charters are issued by the Institute in conformance with Chapter 4 of the Institute’s Bylaws. Receipt of a charter obligates each component to comply with the conditions outlined in Chapter 4.
Outcome
Each component is in compliance with the terms of its charter, as issued and recorded by the general counsel at the AIA national component. Any changes or other modifications that may be needed are requested and reviewed with the general counsel in a timely fashion. All members of the component have access to copies of the charter for review, upon request. Resources and Best Practices: 1. Bylaws of The American Institute of Architects
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6.1.4 Tax Exempt Status Intent
Each Component must obtain tax-exempt status, and remain in good standing in that status, under Section 501(c)(6) of the Internal Revenue Code.
Outcome TBA
Resources and Best Practices: 1. Bylaws of The American Institute of Architects 2. Internal Revenue Service
6.1.5 Governance Policies Intent
Governance policies serve to interpret in day-today terms how an organization conducts business and serve as a guideline for making consistent decisions as issues arise. This set of statements is especially important in all-volunteer components and during any transition in a component with professional staff because it reduces the organization’s need to rely on specific individuals and instead moves the organization to a processoriented method of working. A corresponding procedures document may also be valuable for implementing certain policies.
Outcome
Components have documented their policies for governance, operations, and setting public policy. These documents are available for review by any member upon request and include provisions for regular review and amendment as appropriate for the component. Resources and Best Practices: 1. John B. Cox, CAE, Executive Editor, Professional Practices in Association Management, ASAE, (1997, Washington, DC), Chapter 2 2. Conflict of Interest Policy (link TBA)
6.2 Finance
6.2.1 Tax Returns Intent
Finance is the economic activity of an organization. Accurate reporting of financial activity is essential to constructive decision-making by the organization’s leadership. In addition, the timely filing of necessary tax documents by non-profit organizations is often crucial to maintaining their tax-exempt status. (See also Section 3.4 Financial Information.)
Outcome
Each component has filed appropriate tax returns
for the previous fiscal year within the required time frame; copies of prior year returns are available for review by members of the component or staff at the national component upon request. Resources and Best Practices: 1. Lang, Andrew. Advanced Financial Management, ASAE 2007. 2. Jacobs, Jerald A., Association Law Handbook. Third edition; ASAE, (1996, Washington, DC)
6.2.2 Insurance: Property, Liability, Directors and Officers Intent
Sometimes, despite best intentions, unforeseen situations arise in the course of operating a chapter or hosting an event or program, with this in mind, it is important that measure are taken (including consultation of appropriate insurance agents and brokers, and the purchase of appropriate insurance coverage) to protect the component, its directors and officers, and its members from liability arising from its operations and activities. These measures should take into account all potential liability, including liability relating to Component premises use, operations, property, personal injury, special events, and directors’ and officers’ activities.
Outcome
The component and its member leadership are protected from liability in their service to the organization and its full membership. Resources and Best Practices:
6.2.3 Record Keeping Intent
Record keeping by an organization is both a legal obligation in the case of certain documents, and good operating policy in the case of others. It enables future leaders to understand the decisions of past boards and committees and provides an historical record of the growth and development of the organization.
Outcome
Records of the official business of the component are retained in compliance with appropriate laws and regulations (both state and federal). This includes meeting minutes of the Board of Directors and Executive Committee; meeting minutes of committees and of the annual meeting of the association. It also includes financial records, membership records, and other component records. Resources and Best Practices:
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1. John B. Cox, CAE, Executive Editor, Professional Practices in Association Management, ASAE, (1997, Washington, DC)
6.2.4 Annual Financial Review Intent
An annual financial review is the best way to check a component’s internal financial processes, procedures and, controls. This exercise can reveal important information about how the organization is managed and operated. Information included in these reports should be clear, accurate, and complete. Transparency in this process is important and components are encouraged to engage the services of a financial professional who is not a member of the organization to undertake this review.
Outcome
Each component completes an annual financial review, or if appropriate an audit, within three months of the end of the fiscal year. This report is available for review upon request by members and the national component staff. Resources and Best Practices:
6.2.5 Financial Advice and Oversight Intent
The financial landscape for non-profit organizations is increasingly complex and often involves laws and regulations promulgated by both state and federal agencies. Ensuring compliance, especially for components with significant nondues revenue and all-volunteer components with limited human resources, can be difficult. Nevertheless, an annual or bi-annual consultation with a financial advisor or accountant can aid components in long-term decision-making and planning.
Outcome
Each component undertakes a regular review of its financial policies and practices with a financial professional to ensure compliance with appropriate state and federal laws and optimization of the component’s financial resources. Resources and Best Practices:
6.2.6 Operating Policies Intent
In addition to governance policies (see Section, 6.1.5), organizations are encouraged to have written policies and procedures for financial management activities. Such policies enable organizations to make timely and well-informed
financial decisions and provide a measure of protection from fraud, waste, and abuse of an organization’s resources. This includes, but is not limited to: internal controls (authority for signing checks, committing the association’s resources, use of information technology, use of information, and record retention); reserves (what percentage of the component’s annual budget should be set aside in reserve for emergencies or major planned expenditures); and investment (how and by whom the association’s investments will be managed).
Outcome
Each component has documented policies for financial management activities including but not limited to internal controls, reserves, and investments. These policies are periodically reviewed by the component’s board of directors. Resources and Best Practices: 1. Lang, Andrew. Advanced Financial Management, ASAE 2007. 2. ASAE Best Practices on reserves policies
6.3 Legal
6.3.1 Legal Advice and Review Intent
The legal landscape for non-profit organizations is increasingly complex and often involves laws and regulations promulgated by both state and federal agencies. Ensuring compliance, especially for components with significant non-dues revenue and all-volunteer components with limited human resources, can be difficult. Nevertheless, an annual or bi-annual consultation with competent legal counsel can aid components in longterm decision-making and planning.
Outcome
Each component undertakes a regular review of its policies and practices with competent legal counsel to ensure compliance with appropriate state and federal laws.7 NOTE: The Sarbannes-Oxley Act of 2002 (SOX) effectively requires every corporation, including non-profits, to have (or adopt) a Whistleblower Policy and a document retention policy. In addition, trends in association law indicate that members, donors, and sponsors are beginning to ask whether associations comply with other provisions of the Act. Components are encouraged to seek the advice of competent legal counsel on this and related matters. Resources and Best Practices: 1. Lang, Andrew. Advanced Financial Man-
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agement, ASAE 2007 [memo under development from general counsel] 2. National Council of Non-Profit Associations 3. Grassroots Presentation 3. Whistleblower Policy (link TBA)
6.3.2 Policy Compliance Intent
Associations by their very nature bring competitors together and serve as conduits for sharing information. As such, they are under scrutiny for violations of antitrust laws. Because of this exposure, components are encouraged to take steps to minimize the danger of litigation or investigation. A large body of case law developed in the U.S. courts brings significant penalties to any group that may be found to engage in anticompetitive activities. It is therefore important for any organization to have a clearly defined and documented compliance program. Other policies requiring compliance include conflict of interest and whistleblower policies.
Outcome
Each component has a clear, documented statement regarding compliance with antitrust law that is widely and regularly circulated to component members, staff, officers, and directors. This notice should be included in the notice for all board and committee meetings, continuing education programs, and other component-led meetings of members. Resources and Best Practice: 1. AIA National Component Office of the General Counsel, Antitrust Policy, Conflict of Interest Policy, Whistleblower Policy 2. Jacobs, Jerald A., Association Law Handbook. Third edition; ASAE, (1996, Washington, DC)
6.4 Governance & Leadership 6.4.1 Board Membership Intent
“Governance, in the context of associations, is the participation of volunteers in making decisions that are crucial to the viability of an organization.”8 In addition, members of an association’s board of directors have “a fiduciary duty to the association…” that requires the “exercise of reasonable care in performing functions for the association—exhibiting honesty and good faith.”9 Thus, it is important that components have a consistent method for identifying and selecting the members of their boards of directors. Typically, this process is outlined in the component’s governance policies (see Section 6.1.5) and is aligned
with the association’s bylaws10.
Outcome
Directors and officers are selected in accordance with the component’s bylaws and governance policies. The roster of each component’s officers and directors is reported to the AIA national component annually on or before January 31 of the year in which the roster is active.
6.4.2 Leadership Intent
Organizations that depend on volunteers to serve in leadership roles must accept a corresponding responsibility to identify, recruit, and develop new and emerging leaders from among their members in order to ensure that the governance of the organization is carried out by individuals able to make decisions in the context of the needs of the current membership.
Outcome
Each component has an established a program for recruiting and developing new leaders.
6.4.3 Strategic Planning Intent
“While there is no one template for all, every association must engage a broader spectrum of participants in a dialogue on how the environment is changing and how the association and its profession or industry should adapt – preferably before the consequence of change has affected everyone else. And in the adaptive framework one point is clear: Having a strategy is more important than having a document called ‘A plan.’” The concept of strategy and the process of strategy making are front and center.” (Source: Professional Practices in Association Management by John B. Cox, CAE, published by ASAE & The Center for Association Leadership)
Outcomes
Each component creates a strategic plan that spells out goals and objectives for the organization and shares the Plan with its members. The component leadership reexamines the plan on a regular basis to validate its approach. Based on the plan, the component creates a yearly action plan that determines decisions during the year. Resources and Best Practices: Sample component strategic planning retreats
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6.4.4 Annual Business Meeting Intent
To ensure the most inclusive representation of its membership, each component has the opportunity to be represented at the Institute’s annual business meeting and Institute elections (AIA Convention), except where it can demonstrate good cause for its inability to participate.
Outcome
The initiatives and actions of the board represent a wide body of the membership through their ability to vote during the business meeting and during Institute elections. Resources and Best Practices:
6.4.5 Political Action Committee Formation and Reporting Intent
Federal legislation permits the formation of political action committees (PACs) by corporations including incorporated associations and permits the corporation to pay the costs of organizing, operating, and soliciting contributions. However, incorporated associations may not use their own funds for making contributions to federal candidates. Creating a PAC obligates the association to comply with all laws and regulations governing them including reporting requirements. The AIA national component oversees ArchiPAC – the PAC created to solicit and contribute funds for candidates for federal office. State law governs the creation of PACs that solicit and contribute funds for candidates for state office. State-level PACs are required to comply with the laws of the state in which they are incorporated regarding formation, governance, and reporting.
Outcome
Any component interested in forming a state PAC is advised to consult competent legal counsel regarding the requirements and regulations governing such activity and to determine whether creating a PAC is in the best interest of the membership and likelihood of contributing to the component’s legislative and regulatory objectives. Resources and Best Practices:
6.5.6 New Board Member Orientation Intent
Providing new leaders with the tools and information they need to exercise their fiduciary duty to the organization and to make timely and effective decisions is critical to an organization’s ability to transcend a people-dependent culture.
Outcome
Each component conducts an orientation for those elected (or appointed) to its board of directors for the first time. This includes a review of the component’s bylaws, policies and procedures, and reports from prior years’ activities. Resources and Best Practices: 2006 Board Handbook
6.4.7 Component Staff Intent
Component staff are professional, competent individuals. An increasing number are trained in association management or may also work for a consulting service that specializes in providing association management services to organizations. Any component seeking to employ a staff director, or to engage the services of an association management company, is encouraged to support the growth and development of these individuals by providing fair compensation and benefits, professional development opportunities, a position description, annual performance goals, and an annual performance review. NOTE: It may not be appropriate or prudent for every component to engage the services of a professional to support or assist the component in carrying out its mission and activities.
Outcome
Individuals employed directly by components or engaged through an association management company consistently report high levels of job satisfaction in surveys by the AIA national component. Resources and Best Practices: HR Council: The HR Toolkit, Employee Training and Development
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(Office Operations Manual under development –Will add link upon completion)
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Section 8 Performance Criteria
8.1 Link to Criteria to be added upon Board Approval, September 2008 8.2 Acknowledgement of Receipt (Attach sample) 8.3 Extractions: Institute Bylaws and Rules of the Board
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Section 9 Additional Resources for Components
9.1 Component Clearinghouse 9.2 Best CACE Studies 9.3 Member Covenant 9.4 Protocols
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Pasadena & Foothill AIA Strategies for Component Excellence – v1.2.08 1 Jacobs, Jerald A., Association Law Handbook. Third edition; ASAE, (1996, Washington, DC) p. 19. 2 John B. Cox, CAE, Executive Editor, Professional Practices in Association Management, ASAE, (1997, Washington, DC) p. 2 3 Professional Practices in Association Management, p. 23 4 Association Law Handbook, p. 23 5 Section 4.06, Bylaws of The American Institute of Architects. 6 Section 4.051, Bylaws of The American Institute of Architects. 7 It may be possible for components to receive this review as a pro bono service from a local attorney or law firm. 8 Ernstthal, Henry L., CAE, Principles of Association Management, 4th ed., ASAE (2001, Washington, DC), p.13 9 Association Law Handbook, p. 78 10 Components are encouraged to set term limits for officers and directors in their bylaws and governance policies.
Proposed Mission Statement
Pasadena & Foothill AIA BOARD BOOK
“The Mission of Pasadena & Foothill Chapter is to enhance the quality of the architectural profession and the built environment through the promotion of Architecture, Urbanism, Walkablility, Sustainability, Green Design, Adaptability, Social Equity, Best Solutions, Open Communications, Affordable Housing, Preservation, Adaptive Reuse, and Historic Preservation.”
Current Mission Statement “The Mission of Pasadena & Foothill Chapter of the AIA is to promote and enhance the quality of the architectural profession and the built environment through fellowship, education and interaction with the community.”
Brief History
Pasadena & Foothill AIA BOARD BOOK
In 1948 nine tenacious charter architects broke off from the Southern California Chapter of AIA to became incorporated and subsequently granted a charter at the 80th AIA National Convention in Salt Lake City on June 25, 1948. World War II had been over for three years and Southern California was a place of exuberance, expansion and what seemed to be limitless possibilities. The first “freeway” in the country, The Pasadena, was nearly complete and sleepy towns amid fragrant orange groves were resounding to the echo of hammers, saws and an accelerated communal heartbeat. The population was burgeoning and the architects and builders of Southern California were responding to an unprecedented building boom. With a proclaimed focus on service and the goal of “handling problems in zoning, civic buildings [and] schools” the Chapter began its existence. Over the next 60 years this Chapter has consistently honored these early goals by continuing to: • Honor our own with Design Awards for the best architectural design accomplished by its members. • Sponsor community service programs in support of the schools in our Communities • Sponsor members as Fellows, FAIA, in recognition of outstanding service to the profession and the Community. • Be recognized in the greater Los Angeles area for outstanding architectural license preparation seminars • Honor architectural students for significant and creative student work and foster close relationships with architecture schools • Award student scholarships in the name of Jean Roth Driskel, FAIA. (Ms Driskel began her practice in Pasadena in 1949 and was influential throughout the State in affairs of the profession and particularly in the development of the role of the woman architect. Her legacy lives on in the scholarship founded in her name.) • Create effective avenues of public outreach by fostering a network of connections among the AIA and industry, business and potential client referrals • Participate in civic partnerships through participation in workshops and task forces organized to address planning and design issues • Present programs, seminars and workshops on topics that advance the knowledge and skills of our members • The Chapter has for 60 years honored its mandated responsibility to its members, the community, the profession and to nurturing the architects of the future. This commitment continues to forge the future trajectory of this dynamic group of architects. The Chapter has always taken seriously its mandate and its responsibility to members, the Community, the profession and t the nurturing of the architect of the future. This continues to be our goals.
Pasadena&Foothill Chapter Service Area Map
Pasadena & Foothill AIA MAPS
Pasadena & Foothill AIA MAPS
Pasadena & Foothill AIA MAPS