11 The Strategic Council has several ongoing projects where topics are identified and discussed throughout the year. At the end of the year, the discussion groups will formalize the reports and pass these along to the board for review or further action. I currently serve on three committees: the Communications Committee, the Value of Architecture Initiative and the Workplace Culture Group. Value of Architecture This area of study examines the value of the architect and architecture as it is perceived by the public, by actual and potential clients, and by our communities/society as a whole. The premise is that, over time, there seems to be less understanding of what architects actually do, what we are uniquely suited to provide, and what the value of that knowledge/expertise is. Additionally, in some sectors, there seems to be growing marginalization of the architect by other players/competitors in the design/construction/development community. This appears to be exacerbated by broad societal trends toward a general rejection of expertise and disruptions to accustomed approaches to executing endeavors such as design and construction. Included in these areas of study are Member Prosperity and Value for our Clients. Workplace Culture Our Workplace Culture Group has assembled and scheduled a round table discussion where leaders from highly successful firms will be interviewed. They will discuss the secrets of success. Also discussed will be how to deal with “suffer culture,” or the practice of overworking, underpaying and abusing young architects. The round table discussion will be shared with members across the country. Technology Impacting Practice The Technology Impacting Practice (TIP) Area of Study has been a topic of discussion within the AIA Strategic Council for well over five years. This report summarizes research and findings to frame a “no member left behind” roadmap and framework for digital transformation. TIP’s focus this year was to continue the work from TIP’s 2020 Call to Action Virtual Summit on Digital Transformation’s key problem: frame members’ needs, hypothesize solutions, and validate gaps to create a roadmap to a “no member left behind” framework for digital transformation. It is imperative that AIA take an assertive leadership stance on the shift to a digital-first practice. AIA emphasizes decarbonization under its Code of Ethics. Ethical Standards of Knowledge and Skill of the members is also a vital concern. Our profession is at a crossroads and must address the three most important challenges of our society and environment. Given the radical changes in our environment, climate change must be urgently addressed. Members must have the tools and knowledge to move toward net zero or net positive buildings and developments. We must equip our members to support AIA’s goals and the strategic plan through an urgent and rigorous action plan to lead the digital transformation in the AEC industry and profession and AIA’s membership. We cannot afford to leave any firm or member behind. Our profession is at a crossroads and must address the three most important challenges of our society and environment. Given the radical changes in our environment, climate change must be urgently addressed. Scalable Climate Action The Scalable Climate Action area of study focuses on identifying how to catalyze a long-term “snowball effect” so all practitioners are motivated and able to engage in daily climate action through their practice, client work, and communities. This aggregating effect should have a measurable impact on the climate impact of the built environment in the next 10 years. The Scalable Action Group, supported by the Strategic Council, suggests that AIA has an obligation to fulfill its commitment to create a significant impact within the climate action agenda, not just for our profession but for our communities and neighbors, and has identified specific efforts that could create an ever-increasing rate of change with measurable impacts. This report addresses changes to implement in the short term and levers of change that contribute to a more long-term impact. This will ultimately result in measurable improvement for the future of the profession and the built environment. Summary In the next two months, the Strategic Council will be finalizing many studies and reports and will be submitting these to the Board for review and further action. These reports will be distributed to state components for distribution to all of our members. The reports are important first steps, talking points that we hope will encourage discussion and, more importantly, foster member feedback. b
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