Pub. 1 2021 Issue 1

8 AIA IDAHO ARCHITECTURE | 2020-21 | www.aiaidaho.com H aving joined the American Institute of Architects in 1983, I was not always the most active member. I became involved with the AIA Portland Design Awards program several years later but continued to stay on the periphery of activities. I always seemed to find time to attend events but never stepped up to get involved. As a sole practitioner, I always felt there was never time for AIA and wondered what it did for me. But that began to change — and I was hooked once I attended the Oregon Design Conference. I became a member of the AIA Oregon Council board of directors and served from 2005 until 2016, and after holding every executive committee position, became president in 2014 and 2015. Before that, I was the liaison from the Architecture Foundation of Oregon to the Center for Architecture and became treasurer after several years on that board. Five firms started the Architecture Foundation of Oregon in Portland, and I was fortunate enough to be invited to serve on their board, eventually becoming president in 2016 and 2017. Each opportunity became a rich experience with a group of peers and friends who will never be forgotten. I guess I simply found some time. As one of two regional representatives for the Northwest and Pacific Region, I am also a member of the AIA Strategic Council, Class of 2018-2020. My dual role is to help lead the NW&PR and participate in the council’s Future of AIA Regions BY RODERICK ASHLEY, FAIA NORTHWEST & PACIFIC REGION REPRESENTATIVE TO THE AIA NATIONAL STRATEGIC COUNCIL numerous activities. This year is my last one in this position, and I can say without a doubt that it has been one of the most rewarding opportunities I have had in connection with the AIA and my professional career. I am often asked what the Strategic Council is about and what it does. When the repositioning discussion began in 2012, the AIA’s governance model was challenged, and the national board of directors, consisting of over 60 members, was eventually reduced to 16 officers. Most members of the previous board were region directors elected directly by members of their regions. In reducing the board’s size, part of the repositioning plan was to create the Strategic Council, comprising members who would become the institute’s strategic thinkers. The new board of directors would have the fiduciary responsibility to the institute’s members. The council representatives would inform the institute of issues and opportunities that would affect the profession and lead the institute’s strategic planning effort. Tasked with creating the AIA’s Strategic Plan, the council also became referred to as the institute’s “Think Tank.” The council looks ahead to the future for changes, disruptors, opportunities, and how to assure success for its members and the profession. It is charged with researching and reporting