To: BSA Board of Directors Fr: Jay Wickersham FAIA ...Notes from January 2018 Board Retreat p.4...

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To: BSA Board of Directors

Fr: Jay Wickersham FAIA, President

Re: BSA Board Meeting Agenda

Date: Thursday, April 19, 2018

This meeting will convene at BSA Space, 290 Congress Street, at 12:00 (noon) on Thursday, April 19.

12:00 pm Call to Order

from January Retreat [VOTE]

Notes from March Joint Meeting with BSA Foundation

12:05 pm TMS arbitration update 12:15 pm Strategic Conversation:

Equity, Diversity & Inclusion – AIA report

Sexual harassment, assault, misconduct and BSA’s responsibility & response

Adopt statement on Equity, Diversity & Inclusion [VOTE] 1:30 pm Introduction to draft strategic agenda

1:45 pm Other Business

Update on work from the BSA Foundation (Rick Dimino & Eric White)

Response to Joint Meeting with BSA Foundation

Syrian Refuge Project Report (Patti Seitz AIA)

2:00 pm Adjourn

Enclosures:

2018 Board Member List p.2 2018 Board Meeting Dates p.3 Notes from January 2018 Board Retreat p.4 Notes from March Joint Board Meeting p.12 President & Executive Director Report p.19 Membership Report p.22 AIA Equity, Diversity & Inclusion (EDI) Report p.24 Proposed BSA statement for EDI p.33 AIA statement & position on sexual harassment p.34 BSA draft statement & action on harassment & EDI p.35 Draft BSA strategic agenda p.37 Syrian Refuge Report p.39 AIA Massachusetts ED report p.42

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2018 BSA Board of Directors

Rebecca Berry AIA (’19) Secretary Finegold Alexander Architects 77 N Washington Street Boston, MA 02114-1908 617-227-9272 x 217/[email protected]

Jeffry Burchard AIA (’18) School Representative Harvard Graduate School of Design 48 Quincy Street Cambridge, MA 02138 208-310-1098/[email protected]

Carol Burns FAIA (’18) Director-at-Large Taylor & Burns Architects 58 Winter Street Boston, MA 02108 617-357-5335 /[email protected]

Jean Carroon FAIA (’20) President-elect Goody Clancy 420 Boylston St. Boston, MA 02116 617-850-6651/ [email protected]

Rick Dimino (’18) BSA Foundation Representative A Better City 33 Broad Street, Ste 300 Boston, MA 02109 617-502-6240 / [email protected]

Christine Dunn AIA (’19) Director-at-Large Sasaki Associates, Inc. 64 Pleasant Street Watertown, MA 02476-2316 617-923-7164 / [email protected]

Natasha Espada AIA (’18) Vice President, Membership STUDIO ENÉE 460 Hillside Avenue, Suite J Needham, MA 02494 781-858-3011/[email protected]

David Fannon AIA (’18) School Representative Northeastern University 360 Huntington Ave. Boston, MA 02115 617-373-2641 / [email protected]

Anda French AIA (’20) Director-at-Large French 2D 5 Monument Square Charlestown, MA 02129-3404 617-281-5751/[email protected]

Shauna Gillies-Smith, ASLA (’19) Affiliate Director Ground Inc. 164 Wachusett Avenue Arlington, MA 02476-7241 617-718-0889 / [email protected]

Kelly Hutzell AIA (’18) School Representative Wentworth Institute of Technology 550 Huntington Avenue Boston, MA 02115 617-989-4494 / [email protected]

Eric Blake Jackson, AIA (’18) Vice President, Advocacy 27 Staten Road Braintree, MA 02184-3117 617-475-4260 / [email protected]

Amy Korté AIA (’19) Vice President, Communication Arrowstreet Inc. 10 Post Office Square, Ste 700N Boston, MA 02109-4616 617-666-7026 / [email protected]

Peter Kuttner FAIA (’18) Fellows Representative Cambridge Seven Associates 1050 Massachusetts Avenue Cambridge, MA 02138 617-492-7000 / [email protected]

Malia Lazu (’19) Public Director Epicenter Community 26 Trescott Street Boston, MA 02125 617-308-8265/[email protected]

Glen LeRoy FAIA (’18) School Representative Boston Architectural College 320 Newbury Street Boston, MA 02115 (617) 262-5000 / [email protected]

Gregory O. Minott AIA (’20) Vice President, Practice DREAM Collaborative 450 Brookside Drive, Apt. L Andover, MA 01810-1225 973-641-1063/ [email protected]

Mary Anne Ocampo Assoc. AIA (’20) Associate AIA Director Sasaki Associates, Inc. 64 Pleasant Street Watertown, MA 02472 617-923-7229 / [email protected]

Daniel Perruzzi AIA (’20) Treasurer Margulies Perruzzi Architects 308 Congress Street, Fl. 4 Boston MA 02210-1015 617-482-3232/ [email protected]

George J. Proakis AICP (’20) Public Director City of Somerville, Director of Planning 93 Highland Ave Somerville, MA 02143 617-625-6600 x 2500 / [email protected]

Patricia Seitz AIA (’18) School Representative Mass College of Art & Design 621 Huntington Ave Boston, MA 02115 617-879-7677 / [email protected]

Josiah Stevenson FAIA (’18) Past-President Leers Weinzapfel Associates 75 Kneeland Street Boston, MA 02111 617-982-0903 / [email protected]

Jay Wickersham FAIA (’19) President Noble, Wickersham & Hart, LLP 1280 Massachusetts Avenue Cambridge, MA 02138 617-491-9815/[email protected]

mailto:[email protected]



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2018 BSA Board Meetings Tuesday, January 9 6-8p Joint BSA and BSA Foundation Boards Reception Friday, January 19 9a-5p Board Planning Workshop Federal Reserve Plaza Thursday, March 1 12p-2p BSA & BSA Foundation Board Mtg. Thursday, April 19 12p-2p Equity, Diversity and Inclusion Thursday, May 17 12p-2p Strategic Agenda Thursday, June 14 12p-2p Thursday, September 13 12p-2p Thursday, October 18 12p-2p Budget Meeting Thursday, November 15 12p-2p Thursday, December 13 6p -8p Annual Meeting & Reception All meetings/events will be held at BSA Space unless otherwise noted.

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BSA Board Retreat Notes January 19, 2018

Most important points from the meeting: From Introductions, financials:

Information available to architects.org/bsaboard. From Member Assessment:

Clarify the relationship and differences between the BSA and Foundation

How do we address our members’ sense of information/communication overload?

Address the hot topics: o Future of Practice – what is the role of the profession in the future, what are the

skillsets needed, what are the economics of architecture? o Design Excellence – seen by members as a very important issue o Climate change, sustainability and resiliency – these are national/international

issues that we need to address on the local level o Equity, Diversity and Inclusion – this is the future of the profession and society –

how are we going to lead?

What is the balance in a membership organization that engages in advocacy?

How do we reframe “committees?”

From Policy Conversation and Policy Breakout group:

How do we advance the role of design in building a “carbon free world” in existing and new buildings?

We need to encourage diversity, inclusion and equity in developing our policy messages. We need to engage other communities, people of color and those with lower income to voice how they can shape carbon free, sustainable, resilient, housing and civic design. We need to make design skills available to those who don’t often have access to or cannot afford these skills. Malia mentioned Grove Hall Main Streets, one of Boston’s poorest neighborhoods with a high number of vacant lots, as an opportunity to engage people.

Set the policy goals and agenda annually. Our top priorities should be: * Climate & resiliency; * Housing shortage; * Big Development areas. This year hot issues are:

o MAPC Regional Planning – Eric Hove/ Rich, George *1 o IB 2030 – placemaking, design charrettes, places of growth *2 o TPL – major new park – what’s the role of design in a major park? *3 o ULI – Fall 2018 Meeting – Amy K. *4 o Create actual design policies for *5

Green roofs

District storm water

Porous paving in alleys o Create a YIMBY tool-kit *6 o Sustainable place-making – open space *7

We should look to engage different groups on difference scales and look to collaborate – especially with local design schools. IB2030 lacks vision of architecture; MAPC regional planning opportunities for vision of architecture. We can offer our services.

We need to be both opportunistic and proactive. Ask the local cities what work needs to be done.

We can collect built examples of design excellence and develop road shows on how design can address different challenges.

We should develop a position advocating for more design guidelines in exchange for mitigation.

From Future of Practice Conversation and Breakout group:

Clarify what are our goals and what is the role of the BSA in addressing this question?

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Focus should be on mid- and beginning career. There is no single model of practice – we should focus on the range of models and encourage different answers to help advance practice.

Now Practice Now is a great program concept and rethink the individual program titles. Think of reframing “Turf” to not sound defensive. Better to blur and expand the lines. Wording of “Subsidy,” “Relevance” and “Turf” all sound “academic” which may isolate the audience or make it too self-selective.

Find ways to engage equity in practice and activism in community. This is an opportunity to engage NOMA, WID, etc.

Be certain to Facebook Stream or other live/recorded forms of sharing this information.

Hot topics for Future of Practice are: Value added, Relevance and Social Justice. Many early career practitioners are very interested in social justice. Early career practitioners also want more transparency in offices around pay, advancement and responsibility.

Continued concern over ceding ground in practice to the OPMs (Contractors are also concerned with this). Is there an opportunity for us to help rethink this? Is the market transforming business or business transforming the market? Are there new means to be paid?

o Royalties o Architects back to leading the process? o Design / Build / Develop?

General sense that the focus should be on Innovations in Practice and examining how people work together.

Future of BSA

We need to clarify the role of the BSA and BSA Foundation. One question to begin with is how important is it for people to understand the difference?

We should create a clear statement about the collaboration between the BSA / Foundation and the role they play in achieving all our goals.

Another important question is how to improve the relationship and communication between the Foundation and BSA boards. What are our shared priorities and how do we help each Board understand what the other is doing?

It is important for the BSA to articulate its goals and strategic priorities. o How do we balance strategic goals and priorities with an annually changing

President who also sets an agenda? o How do we sustain both (as well as the work of past presidents?) the strategic

goals and the President’s agenda? How do we create yearly consistency and build long, meaningful partnerships and relationships?

o How do we share the information of goals, strategy and President’s agendas with membership?

Full Notes from the Board Strategy Session Introduction to the BSA, Board Roles & Responsibilities, and the BSA Foundation Eric presented an overview of the BSA, BSA Foundation and the roles and responsibilities. The presentation is available at architects.org/bsaboard. Please note that there is a BSA reference book – this is accessible from the BSA website architects.org/bsaboard. We also ask that each Board member signs and returns to Eric the Conflict of Interest policy. Note all board information – board packets, minutes, contact information, board responsibilities etc are available at architects.org/bsaboard.

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Membership Survey Review Consultant Mil Niepold from Mara Partners discussed some of the findings from the member assessment. 16 “Key Informants” were interviewed – Some architects, others as well Online Survey conducted – 234 respondents. The report will be posted for members. Members responded that programming is highly respected, well used, appreciated and attended Common issue in the conversations centered around the Future of Practice Resilience and climate change are big foci of members Some members also asked about the balance between being a membership organization and an advocacy organization. Want us to be careful in the advocacy realm. Members want to play bigger roles 6 One area of greatest confusion – interplay between BSA and BSA Foundation, how they relate and their roles, who does and doesn’t do what and interested in better clarity. Lots of questions around streamlining the communication. Members feel overwhelmed by information. Inclusivity – Women vs. people of color – pretty good advocacy and work on women – not so much on people of color “Clubby” feeling related to committees – something to think about. Some mentioned we may want to rename the committees and call them “think tanks” “education groups or a name that encourages participation. What about tech to bring more people in – people can’t get to BSA space as often as desired Get the BSA OUT into the community Seaport District much a topic of conversation – question about what can be done. Can this be a spotlight area we can learn from? Idea of creating a kiosk for people to give more regular feedback. Most Important information from survey:

Clarify the relationship and differences between the BSA and Foundation

How do we address our members’ sense of information/communication overload?

Address the hot topics: o Future of Practice – what is the role of the profession in the future, what are the

skillsets needed, what are the economics of architecture? o Design Excellence – seen by members as a very important issue o Climate change, sustainability and resiliency – these are national/international

issues that we need to address on the local level o Equity, Diversity and Inclusion – this is the future of the profession and society –

how are we going to lead?

What is the balance between being a membership organization that does advocacy?

How do we reframe “committees?” Financials Eric reviewed the BSA and BSA Foundation financials. The presentation is available at architects.org/bsaboard. Public Policy and Advocacy Jay introduced the goals and opportunities around the BSA’s policy and advocacy plans including our seven policy points. The presentation is available at architects.org/bsaboard. Some points raised by Board members include:

The importance of design in building a “carbon free world.”

The importance of working with the existing building stock to carbon-free design.

Encouraging diversity and women in shaping our policy messages. We need to engage other communities, people of color and those with lower income to voice how they can shape carbon free design. We need to make design skills available to those who don’t often have access to or cannot afford these skills. Malia mentioned Grove Hall Main Streets, one of Boston’s poorest neighborhoods with a high number of vacant lots, as an opportunity to engage people.

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Future of Practice Anda introduced the goals of Now Practice Now series on the future of practice. The presentation is available at architects.org/bsaboard. Program includes four sessions running from March – June and an ABX summit. Some points raised by the board include

Great program concept

Think of reframing “Turf” to not sound defensive. Better to blur and expand the lines

Wording of Subsidy, Relevance and Turf all sound “academic” which may isolate the audience or make it too self-selective.

Find ways to engage equity in practice and activism in community. This is an opportunity to engage NOMA, WID, etc.

Be certain to Facebook Stream or other live/recorded forms of sharing this information. BREAKOUT GROUPS Group 1 – What is the BSA’s vision and goals? How should we develop a coordinated business plan for the BSA and Foundation that advances the BSA’s and shared vision and goals while responding to our changed financial situation? Posted Notes:

Need to understand the differences and linkages between the BSA and BSA Foundation. BSA BSA Foundation Advocacy Empower community to do advocacy Serve the profession Public service – mission, schools, etc. Earned revenue (membership, programs) Raised Revenue (grants, donations, programs) Elected Board (most architects) Selected board (6 architects, 9 non-architects) For the profession For the public

Questions: o Is there a hierarchy to the two organizations? (They are equal organizations and

legally the BSA cannot have oversight of the Foundation) o How separate are the boards and budgets? o How do we distinguish between civic engagement (Foundation) and advocacy

(BSA)? o Does it matter if membership understands the differences or relationship

between the BSA and Foundation? o The Foundation has created clear goals for the next decade plus. What are the

BSA’s goals? o The President sets an annual priority – is it good to go year to year or better to

create a framework and goals for the President to work within? o What is the organization’s (BSA + Foundation) shared/coordinated vision? o How can the BSA Foundation bring in and share revenue? o How can we improve communication between the BSA and Foundation?

Outcomes we seek: o Better communication to the Board

Foundation updates AB updates Exhibition updates Is there too much information to share?

o How do we strengthen collaboration and ensure equality in the organizational hierarchy?

o Can we create working groups to carry president initiatives forward from previous years?

Should there be a Board member on each working group? o Can we create a strategic plan (5 years) or set of strategic priorities with

articulated needs?

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o How do the priorities relate to the potential of the president’s individual initiative?

o How do we create some decision-making structure to address: Staff level decisions Advocacy Fundraising and revenue generation

Revenue ideas: o Exported classes o Executive education o Affiliate members o Leverage schools in membership – hook ‘em early

Discussion A significant question (as seen in the assessment) is the role of the BSA and BSA Foundation. One question to begin with is how important is it for people to understand the difference? Some of the differences and connections are noted above, but the question is it important to articulate the differences or more important to focus on what we do? They are very important to building the overall success of the organization. The Foundation provides an important tool to members achieving their goals. The members are vital to the Foundation achieving their goals. They are both dependent and symbiotic. One idea is to create a clear statement about the collaboration between the groups and the role they play in achieving our goals. Having the two groups leverages design and design advocacy to the largest and broadest ability Another important question is how to improve the relationship and communication between the Foundation and BSA boards. What are our shared priorities and how do we help each other understand what each is doing? It is important for the BSA to articulate its goals and strategic priorities. There are questions about how to balance strategic goals and priorities with an annually changing President who also sets an agenda. How do we sustain both (as well as the work of past presidents?) the strategic goals and the President’s agenda? Should we change the system to encourage President’s to work within a strategic framework? Is there a way to create yearly consistency and build long, meaningful partnerships and relationships? How do we share the information of goals, strategy and President’s agendas with membership? Other questions:

o What are the roles of the volunteers? o What about good communication between the Foundation and the BSA? o Can we regularly summarize activities of the foundation and BSA to the other’s Board on

a regular basis? o What about a regular Board update also for AB, exhibits, etc? o What about communicating to the membership about what the Foundation is up to?

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Group 2 – What issues should BSA focus on in its 2018 Public Policy and Advocacy agenda? How should we most effectively advance our agenda? Posted Notes

Potential Opportunities o MAPC Regional Planning – Eric Hove/ Rich, George *1 o IB 2030 – placemaking, design charrettes, places of growth *2 o TPL – major new park – what’s the role of design in a major park? *3 o ULI – Fall 2018 Meeting – Amy K. *4 o Create actual design policies for *5

Green roofs

District stormwater

Porous paving in alleys o Create a YIMBY tool-kit *6 o Sustainable place-making – open space *7 o Barr Foundation – Resiliency – Mary Skelton Roberts o Elections – candidates forums o Somerville Vision is an example for us to draw upon o District based resiliency – look to Philly for examples and include evidence,

payback time o Better urban design/architecture in new districts o Jobs – Housing imbalance – examples? o School design o Create “myth-buster” design popups

Discussion Discussed three broad topics: * Climate & resiliency; * Housing shortage; * Big Development areas. We should look to engage different groups on difference scales. Many partners need to include architecture in their planning – IB2030 lacks vision of architecture; MAPC regional planning opportunities for vision of architecture. We can offer our services. We need to be both opportunistic and proactive. Ask the local cities what work needs to be done. There are several key opportunities that we can jump into including. Some examples include:

Policy on Green Roofs

Policies addressing ground water recharge We can collect built examples and develop road shows on how design can address different challenges. We should remember that money and metrics are critical to influence. We can also collaborate with the local design schools. We should develop a position advocating for more design guidelines in exchange for mitigation. Better urban development / architecture in new districts How can we avoid soulless boxes?? What is the BSA role in this? Is there a better way to have community conversations about development, density, traffic, etc Plans (like Imagine Boston 2030) always have good programs What if you applied the stated policies to a growth district – what would that ACTUALLY look like?? It takes TIME to make good neighborhoods – how can you be thoughtful?? Educated people always have power – critical citizens can create change The BSA can SHOW the public what they mean – this we absolutely can do LACK OF HOUSING – affordability and equity – Education – the $1B initiative Vibrant place making – Metro Mayors Coalition – housing push? AIA MA is central part of the Smart Growth Alliance and BSA is 95% of AIA MA

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Group 3 – How should the BSA help its members, particularly practitioners at the beginning and midpoint of their careers, respond to the fast-evolving changes in the practice of architecture? Posted Notes

Who and what to do? o Respond to change in practice? o Who is concerned?

Younger leaders? Youngest staff?

o Interdisciplinary firms o Big mix of concerns o Generational value shift

Equity Environment Relevance

o Work/Life Balance Is Boston unique? Pressure?

o Accommodate multiple values in practice? How? Work harder Is Boston a little better than other areas? Does it matter?

o How can the BSA help? o Do outside Boston big/national/international firms change the questions?

Internal training Empowering younger staff Do these firms’ organizations compete with BSA?

o Does the BSA better help member individuals or member firms? Thomas Friedman – Business is less about business and more about

platforms. M&A action leading to more giant firms.

o Next generation – more entrepreneurial? o Can architects be selective? o What’s the impact of the recession?

More licenses sought? More wanting to own their own firms? Defining work? Increased mobility of workforce?

o New staff not necessarily on the “Principal” track o ESOP or LCC Cooperative – do these models build commitment? o PIL Practice Innovation Lab

AIA Young Architects Forum Model for Summit

o Make NPN based on Boston then promote. o SUBSIDY

How do we even tell the story of how we pay for this?

Necessary evils of support?

Learn by doing?

Ie. $10M building sold for $60M – do architects get piece of the profit?

Royalties and equity = bonus %?

Fee Structure – do these equal added design value? o % of buiding cost o Fixed fee o Hourly w/upset

Salaries?

How should architects be compensated for added value? (even fixed fee design is only 15%)

Design is at the top of everyone’s mind today – what is the architects’ role?

How do we return architects to a key role in the process? – check out Sarah Goldhagen – Welcome to Your World

o Address transparency with staff regarding salaries and profit RELEVANCE

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Relation between practice and social is:

Social media & marketing

Studio culture/teamwork o Does academia support teams? This is huge for practice. o Interdisciplinary – students and faculty

Civic engagement

Activism BSA support interdisciplinary approach

Use multidisciplinary members to leverage this conversation

Define value to the public Create a Make-Tank model to work on a common project

Come together to define the project

Work for social projects Social, Equity, Justice

How to engage?

Who to engage?

When to engage?

Where to engage?

Undo old mistakes and look at how to examine practice – engage clients

CDRC/Woolson Street is example to get firms and people involved

TURF Space of firm challenged. What are opportunities?

What are business models?

What are the models of innovation?

How do we engage the physical, intellectual and technological resources in our communities?

Blurring the lines o Where do responsibilities lie? o Liability?

Client hires consultants separately – engineers, landscape architects, etc.

OPM interferes with the process and fees o Is there opportunity here? o Do we run from it? How do we align with it?

Kernels of HOPE o Creative individuals working together can morph our

turf! Discussion Some question to what is our goal?

Understanding and sharing information on different practice models?

Helping grow practices by solving challenges of different practice models?

Developing a symposium on the subject?

Bringing in new generations to architecture?

Are we Boston centric? Regionally centric? Or more broadly focused? Our focus should be on mid- and beginning career – they have the time to respond and make changes. There is no single model of practice – we should focus on the range of models and encourage different answers to help advance practice. Hot topics for us to focus on are: Value added, Relevance and Social Justice. Many early career practitioners are very interested in social justice. Also want more transparency in offices around pay, advancement and responsibility. Continued concern over ceding ground in practice to the OPMs (Contractors are also concerned with this). Is there an opportunity for us to help rethink this? Is the market transforming business or business transforming the market? Are there new means to be paid?

Royalties

Architects back to leading the process?

Design / Build / Develop?

General sense that the focus should be on Innovations in Practice and examining how people work together.

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NOTES FROM MARCH 1, 2018 JOINT BSA & BSA FOUNDATION BOARD MEETING TABLE BREAKOUTS Table one Jay Wickersham FAIA, Eric White, Christine Dunn AIA, Eric Blake Jackson AIA, Laura Wernick FAIA, Michela, Rachel Question posed to our table: How can we strengthen the relationship between the BSA and BSA Foundation, better articulate shared goals, and build trust in order to foster the idea of one organization?

It’s helpful to summarize Foundation History to explain it’s connection to the BSA.

If both entities can be operationally split between mission/vision, goal and resources where do those elements overlap, and what are our shared resources?

Income from the BSA is predominately from within the BSA/AIA Membership versus the BSA Foundation whose income is not as strictly tied to dues paying members, but is predominantly gathered from Architecture firms and some A/E/C companies.

How could this information be used to find a new focus or direction for funding both entities?

o The use of income from the BSA is focused upon providing programing and services directly designed for BSA members.

o Funds gathered by the Foundation are exclusively directed at non-member programming and grants.

o New sustainable funds for both entities should perhaps be sought within the A/E/C industries (including real estate and design firms) where there is a crossover of interests and business ties.

NEXT STEPS

Possibly create a joint task force that represents both the BSA and Foundation Boards to ensure a complete message.

This could then facilitate more joint decision making in areas where that would be helpful.

Have more joint board meetings to allow for the joint agenda items to receive more focus.

Create an ongoing plan for sharing key information between both boards.

The resulting joint vision and goals could then be used to create joint strategic planning.

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Table Two Jean Carroon FAIA, George Proakis, Patty Seitz AIA, Rick Dimino, Anne-Marie Lubenau FAIA, Jenny Pamela We’ve agreed that our next step is to develop a coordinated business plan between the BSA and BSA Foundation. How do we identify key questions, next steps in the process, and the necessary timelines and resources to develop a coordinated business plan?

What is the common ground between the two entities?

Understanding what the two entities do

How can coordinated work “put wind in the sales” of both entities?

Examine the need and value of strategic plans and structure policy work

Would the civic work of the organization be addressed through a Policy task force?

Look at the role of BSA staff in driving initiative

What is the need for internal and external communication about the work of the joint boards

Should the focus be more long term in order to maintain momentum?

The Boards are both looking to the BSA Committees for updates about their work.

Joint Board members could have longer terms to build common ground

Can the BSA and the Foundation fill any voids in the area for design leadership? Ideas to Focus on:

Cooperation o What is the status quo? o What is the future? o How can those two elements help us to see shared goals and opportunities? o Create a joint strategic vision. o How does the two board system work or affect the opportunities for

collaboration and communication?

Communication o How can we reduce redundancy and communicate with more clarity? o Can board reports include more information about committees and both

entities? o How to prevent the amount of information delivered from being overwhelming? o Fragmentation can be a problem o The framework of each entity’s structure should include the ability to collect/vet

information and relate it to a workable timeline.

Policy and lobbying o Using a task force which include leadership from both boards and committees,

identify policy issues/priorities and action plans. o Decisions must be made nimbly in order to address issues and have the expenses

of those decisions be accounted for in our budgets. NEXT STEPS

Adopt policy task force where a Chair-person would attend joint Executive Committee meetings.

Evaluate exhibition and AB Committees, mapping all committees and task forces to improve the flow of information

Develop a three year time frame for meeting agenda items, annual agendas that detail responsibilities and funding items.

Transform the Board “Crib sheet” into a graphic document for ease of use

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Table 3 Josiah Stevenson FAIA, David Fannon AIA, Malia Lazu, Rickie Golden, Bennet Heart, Vaugh Horn, Victoria Challenges

The two organizations are divided due to their legal status; does that create a barrier between them?

How do we find ambassadors and leverage the BSA Committees?

How do we create and ensure continuity

Combatting our challenges via o Communication o Content – could be addressed in a follow up meeting o Curation

Ways to communicate between each entity:

The Executive committee o Hold joint meetings that could occur as often as bi-monthly

The Boards of the BSA Foundation and BSA o Create a 5 minute update about the other entity for the beginning of each board

meeting o Make use of a joint task forces

Being mindful of the audience o The BSA membership (AIA and NON-AIA) o The general public o How do we ensure that we are producing thoughtful communication?

NEXT STEPS

Liaison between the two boards will give updates at every Board meeting

Foundation updates to be included in Currents

Create a public facing Think Tank that would allow the public to be involved in the strategic goals of the Foundation which would discuss ideas and brainstorm new ones

Create a second liaison position between the two boards

Create a guest board member sit-in/swap

Foundation reps could attend a bi-annual committee roundtable

Create more opportunities for the President’s agenda to be shared and to become more integrated with the Foundation’s planning

Conclusions and immediate recommendations

Instigate the five minute reports to begin meetings

Create join task force for policy

Increase frequency of joint meetings

Create join statement between the two boards which could be shared with the public

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Table 4

Rebecca Berry AIA, Anda French AIA, Glen LeRoy FAIA, Peter Kuttner FAIA, Ted Touloukian AIA,

Billy Craig, Renee Loth

Business Plan:

What is it: 90% Market (=Budget is the rest)

S.W.O.T.: Sustainable over time: Short/medium/long

1. Corporate a. What is STATUS Quo Future b. Venn diagram with BSA and BSA Foundation

2. Communicate? a. Reduce redundancy? Clarify? b. Change:

i. ABX ii. Victoria

iii. Vaughn iv. Jennifer

A. Key Questions: o How to Get buy in o What works now? Doesn’t? o Does each board even have a business plan?

Different Market (professional vs. public o Do we remember members

Refocus o Do we lose firms?

Where is the sweet spot? Shared Space

o How do we engage membership?

B. Next Steps: o Identify sweet spot o Create methodology for plan o Move from strategic plan to business plan o Both must rely on raising $$ for:

i. ABX replacement ii. Found=Grants=Philanthropy

iii. BSA=programs and fees o Identify new revenues

C. Timelines o 6-8 months for plans (parallel)/for each and for shared= SWEET SPOT

D. Resources o Joint committee o Staff

NEXT STEPS

1. Eric synthesize, vet and disseminate 2. Create action items [Methodology defined] 3. Assign roles [committee joint task force] 4. Establish timelines 5. Agree on budget 6. Communicate

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Table 5

Dan Perruzzi AIA, Shauna Gillies-Smith ASLA, Natasha Espada AIA, Patrick McCafferty PE, Kelly

Sherman, Ben Cohen, Susan Green, Paige McWhorter

OBSERVATIONS:

Foundation:

Fractured initiatives, no overarching initiative

Opportunity for one big mission

Might

BSA

Annual president-driven initiative

BSA members don’t

- Too many emails=> Too MUCH communication

- Hard to know opportunities to volunteer around relevant topics

-Members need to see value in membership

-Don’t know where it is going

- Need to stop thinking of relationship as a charitable donation but rather as a helpful

PARTNERSHIP

-“We’re getting something tangible back”

- Confusion: What Foundation now does was previously done by BSA so how come dues aren’t

enough?

- Organizations operate in fundamentally different ways

- Are we really ONE organization

IDEAS:

- Annual themed agenda o Housing, urban design, excellence

- More Focused work o Will help to communicate better

- Better Communication o Between organizations o About what staff do o Relationship between committee and staff work/output

- Create Interest Groups o Schools, sea level rise, increasing diversity o Donate to specific causes/issues

- Foundation can show value of membership - Panel Discussions as specific interest areas

o What’s happening in schools - Create multi-layers - Leverage the interest to work - Better BSA Board updates on Foundation

NEXT STEPS

-Liaison will give update on partner org at EVERY meeting

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- Foundation update added to currents

- Evening THINK TANK open to public on each strategic goal of Foundation

- Share

- Discuss

- Brainstorm ideas/opportunities

- Second liaison from BSA to Foundation

- Guest board member sit-in/swap

- Foundation reps at bi-annual committee roundtable meeting

- President sharing AGENDA with Foundation board to find synergies

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Table 6

Jeffry Burchard AIA, Amy Korte AIA, Meera Deean, David Silverman AIA, Polly Carpenter FAIA,

Fiona Luis

Agenda for Next BSA/BSAF Meeting

-Building trust and sharing goals

1. Communication between committees/ambassadors/branding

2. Content

3. Curation

NEXT STEPS

-Schedule next joint board meeting

-Create task force to

-Map overlapping goals and programs

-Redesign shared committee meeting to include Foundation initiatives

The three c’s

1. Communication 2. Content 3. Curation

Challenges

1. Turnover of the BSA Board 2. Communication issues

a. Finding ambassadors b. Leveraging BSA committees

3. Continuity 4. Identifying roles for board members 5. How do we blur boundaries?

a. Where have they blurred successfully? b. The public doesn’t care; does the profession?

6. Branding/Marketing 7. Communicate Goals A-X 8. Opportunities to dovetail with all factions 9. Content

a. Leverage AB Magazine for programs and more audiences b. 2nd meeting to focus on content

i. Structure/framework ii. Articulating shared goals

10. Committees

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To: BSA Board of Directors From: Jay Wickersham FAIA, President and Eric White, Executive Director Re: Executive Director’s and President’s Report Date: April 19, 2018

Administrative We are excited to have on board our new Policy Director, Jenny Effron, and Community Design Director, Vaughn Horn. To reduce expenses, we will no longer use ADP Total Source for payroll and benefit services and have moved to Paylocity and Blue Cross. We anticipate the changes will save us about $20K on payroll costs, while having minimal impact on benefits. Financials Annual audit is in progress and will be wrapping up soon. We will schedule the audit committee to review the audit when it is prepared. We are looking to streamline credit card processing for cost savings. Q1 has closed and we expect to have a report at the May meeting. Membership & Committees Despite large numbers of committee meeting cancellations due to winter/spring storms, BSA committees had a fairly active March. From the committees a few items of note: Marketing/PR Wizards have offered new, programming and increased meeting attendance by 100%. Kudos go to co-chairs Gillespie and Salvatierra for their hard work and great energy! The Fellows Committee has finalized plans for the 35th Annual BSA Fellows Dinner on May 2 with guest speaker Neri Oxman, Sony Corporation Career Development Professor and Associate Professor of Media Arts and Sciences at the MIT Media Lab. BSA SCUP and Committee for Research and Innovation Design teamed up to offer a three-session CEU program at Northeastern University followed by a tour of the new Interdisciplinary Science and Engineering Complex (ISEC). The event was a big success with 90 participants. BSA’s Building Enclosure Council honored Wagdy Anis with a memorial program, slide presentation of his life and accomplishments, and reception on March 26. Wagdy, who passed away on March 10, was active in the BEC for many years and was instrumental in creating similar groups across the United States. Women in Design filled the Fort Point Room on March 26 with the third in their series on career mentoring: Design Your Brand Workshop. WiD continues to provide valuable programs for an ever expanding group of women in the Massachusetts AEC industry. BSA Ethics Committee is helping prepare recommendations to address the serious issues of sexual harassment and misconduct. They have also been meeting with committees to review the AIA Code of Ethics with members. We’ve been reaching out to those few members who have not renewed (see membership report for full news). We’ve also begun a weekly, social media “shout out” which we call Member Monday. Each week we choose a BSA member architecture firm, and an Allied Member to highlight online. We Link to their BSA directory listing with a big thank you to them for their role in making the BSA such a vibrant community. Look for #membermonday on Twitter every week. We’ve also created “BSA Membership Open House” connecting staff with members understand their needs and how can we better equip them to achieve their goals. By making a date and time specific available for walk-in conversations with BSA Staff about membership/sponsorship/advertising, we hope to encourage a visibly open environment for engagement with members and potential members. Professional Programs & Awards Now Practice Now series of workshops begins with a panel-led town hall discussion on Monday, April 23, examining the subsidization of contemporary architecture practice. We also look

20

forward to convening an Alphabet Summit on Tuesday, May 1, intended for governmental and similar agencies to share their best practices for pursuing and promoting design excellence. The 2018 BSA Design Awards season is underway, with a successful transition to online submissions. The first deadline (for the new Hospitality Design Awards) has passed; six more categories remain, with deadlines spanning from April to June 2018. The Rotch Travelling Scholarship, administered by BSA staff, announced the 2018 winner, Elle Gerdeman (associate, Höweler + Yoon; MArch, Harvard Graduate School of Design). Elle will receive $38,500 from the Rotch trust to travel for a minimum of six months to explore architecture. The spring 2018 “Port" issue of ArchitectureBoston is featured a public forum on March 28 co-sponsored by Massport and held at the Fish Pier. Editor Renée Loth moderated, and Massport generously purchased 100 copies of the magazine to distribute to attendees. Community & Policy Initiatives (Joint BSA and BSA Foundation) Vaughn has completed his first few weeks as the new Community Design Director, and is:

Attending networking events through the Mel King Institute, Massachusetts Association of Community Development Corporations, and the Social Innovation Forum

Assembling a think tank, scheduled to meet on 4/25, to discuss how we perform community projects

Jen’s first month focused on discussions and what’s happening in the areas of Resiliency, Climate Adaptation and Affordable Housing. She’s met with many people from the BSA, the BPDA and partner organizations to get a sense of what is going on. There are several potential partnerships for resiliency projects with The Green Ribbon Commission, the BPDA and Boston Harbor Now. There is also some potential collaboration with the City and ULI for some affordable housing projects. She is working to revive the Designing Boston Series within the next few months focusing on our policy principles. Public Programs (BSA Foundation) The two partnership programs with the Boston Public Schools took place in March: ‘Architecture and Design Thinking Day’ with high school students and ‘We Design Together’ with Kindergarteners. Over all, over 300 BPS students were engaged in design thinking with over 50 volunteer architects. KidsBuild! was April 7 & 8 in BSA Space and drew over 900 people! We continue to work on spreading the word on the Guide to Boston app and awareness of the Boston Architectural Diary (BAD) that highlights design events around the region. Exhibitions The spring exhibition The Annual Mosaic Arts Exhibition comes to a close at the end of April. This summer’s major show NatureStructure will open May 17 and the minor show, Design for Diversity: The Aga Khan Award for Architecture will open May 23. Installation will begin soon for two smaller exhibitions, ArchitectureBoston’s “Now Docking” with young design firms re-imagining great public spaces for the undeveloped Dry Dock Four; and the Rotch Travelling Scholarship in the Salt Gallery. Communications The 2018 edition of the Homeowner’s Project Handbook is about to launch online (May 15). A limited number of print copies will be displayed at BSA Space and at the Architects and Designers Building in New York City. A potential non-exclusive and in-kind partnership with New England Home is being negotiated right now to reach out to homeowners. Planning continues for the comprehensive communications plan to identify our strategies and platforms for the future. The spring Port issue of ArchitectureBoston is out. We are currently putting together a promotional strategy to reach new advertisers for the summer issue (FOOD). New ways of distributing the magazine are also being explored.

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Recent press (for both)

“NatureStructure” highlights innovative projects working in harmony with nature (archinect.com)

“NatureStructure” highlights innovative projects working in harmony with nature (bustler.net)

Boston will survive if it can prevent the effects of climate change (salon.com)

BSA Space premiers NatureStructure Showcase (csengineermag.com)

Fight or Flight: Will Boston Be Prepared for Sea Level Rise? (ecowatch.com)

Equitable Boston (nerej.com)

The Girl Uninterrupted Project Wants to Hear From Emerging Professionals (architectmagazine)

Council hears calls for more money, planning for flooding (dotnews.com)

Boston Design Week Brings Opening Event to Everett (everettindependent.com)

East Coast Nor’easters Amplify Calls for Resilient Building Code Regulations (enr.com)

This Week, Mosaic Artists Put The Pieces Together In Boston (wbur.org)

This Week, Mosaic Artists Put The Pieces Together In Boston (wbur.org)

https://archinect.com/news/bustler/6425/naturestructure-highlights-innovative-projects-working-in-harmony-with-nature

http://bustler.net/news/6425/naturestructure-highlights-innovative-projects-working-in-harmony-with-nature

https://www.salon.com/2018/04/02/boston-will-survive-if-it-can-prevent-the-effects-of-climate-change_partner/

https://csengineermag.com/bsa-space-premiers-naturestructure-showcase/

https://www.ecowatch.com/boston-climate-change-sea-level-2555556358.html

https://nerej.com/calendar/218

http://www.architectmagazine.com/practice/the-girl-uninterrupted-project-wants-to-hear-from-emerging-professionals_o

https://www.dotnews.com/2018/council-hears-calls-more-money-planning-flooding

http://www.everettindependent.com/2018/03/23/boston-design-week-brings-opening-event-to-everett/

https://www.enr.com/articles/44146-east-coast-noreasters-amplify-calls-for-resilient-building-code-regulations

http://www.wbur.org/artery/2018/03/13/mosaic-artists-boston

http://www.wbur.org/artery/2018/03/13/mosaic-artists-boston

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24

EQUITY, DIVERSITY,

AND INCLUSION

COMMISSION

EXECUTIVE SUMMARY

January 25, 2017

The value proposition

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Equitable practice has the potential to foster success on multiple levels—equity in the

workplace, plus socially just access to basic resources, healthier communities and resilient

public space in our urban centers. The value proposition of equity at all these levels is rooted in

empathy, transparency, education, collaboration, and trust.

The lack of equity in architectural practice and allied professions has made architects prone to

lose talent to other more lucrative career paths. The factors that challenge retention include

long hours, modest pay, work that is misaligned with professional goals, and lack of

transparency in promotion and compensation practices.

In order to achieve equity in the built environment, the architecture workforce needs

to reflect the rapidly changing demographics of those people we are charged to serve.

Architecture is also susceptible to some public misunderstanding of the value or potential of

what architects can bring to the table.

In terms of social impact, design has the power to inform more equitable, resilient, sustainable,

and relevant built environments for the increasingly multicultural population of our nation.

Rosa Sheng, AIA

Author, AIA Resolution 15-1, May 2015

Introduction

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In late 2015, the American Institute of Architects issued a call to action for the profession. After

14 months of work, the AIA Equity in Architecture Commission released a report with its

recommendations for expanding and strengthening the profession’s commitment to equity,

diversity, and inclusion (EDI) in every practice.

The Commission and its goals were products of AIA’s 2015 Resolution 15-1: Equity in Architecture.

That resolution was born from yet an earlier industry-wide initiative, in 2014. Architectural

organizations had come together then to address the concern of architects about a

disproportionate mix among the profession’s members.

What emerged from that 2014 effort was a study, Diversity in the Profession of Architecture. It

examined the impact of demographics on success in the field. The intent was to create greater

urgency surrounding the need for a profession that more accurately reflected the varied faces of

our nation.

There has been progress in achieving that goal in past years, but there is still much work to be

done. Equity, diversity, and inclusion is a priority of the American Institute of Architects. The

Institute believes the need to foster a more inclusive workforce is both a professional and

societal imperative.

The AIA Equity in Architecture Commission, a blue-ribbon panel of leading architects,

educators, and diversity experts, was formed to meet those challenges. Following is a summary

of the five “keystone” areas of focus it identified, and within those areas the 11 priority

recommendations, or action items, that it selected for implementation over the next three years.

Emily Grandstaff-Rice, FAIA

Chair, Equity in Architecture Commission

1.2017 | Equity, Diversity, and Inclusion Commission Executive Summary

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“

Keystones

Keystone [kee-stohn]; 1. The wedge-shaped piece at the summit of an arch that holds the other pieces

in place. 2.

Something on which associated things depend for support: The keystone of one’s philosophy.

Diversity may be both the hardest thing to live with—

and the most dangerous thing to be without.” —William Sloane Coffin, clergyman, civil right activist

The Commission focused its work on the future implications of increased equity, diversity, and inclusion

within the profession; including impact on the architecture it provides our society. It identified five

themes or areas—which it called “keystones”— that would reflect those implications.

Leadership development

Strongly restating the AIA’s commitment to equity, diversity, and inclusion will reinforce its goal to be

a leader in that societal quest. This effort needs to permeate every level of the AIA, from the Board to

local chapters. It also must transcend the conventional year-to-year focus of individual leadership.

Leadership excellence action items should include EDI training; the addition of an EDI impact

statement to all new Board resolutions; strategic engagement of allied organizations to share resources

and develop initiatives; sufficient resources for AIA Diversity and Inclusion staff; and expressed

commitments from every level

of membership.


27

Firms/workplace/studio culture

Attracting, developing, and retaining the best talent is a priority for the entire national workforce, not just

architecture.

Many young and emerging professionals prefer to work in teams that reflect the global and demographic

richness of our population. Plus, studies have shown that a diverse range of people creates greater

innovation and creativity.

Therefore, demonstrating a commitment to EDI in recruitment efforts is imperative. And, as workforce

demographics change, the AIA and the profession need to plan for and embrace an expanded range of

workplace models, including benefits.

Excellence in architecture

Collecting data on projects that succeed through EDI. Greater recognition must be awarded to projects

that honor EDI, both in the architects’ practices and in their products.

The creative ethos within an innovative team offering a variety of perspectives and priorities is a

powerful force. Architecture will go beyond physical, technical, and aesthetic distinction—it will reflect

awareness

and empathy. It will serve the best of humanity.

Education and career development

The industry-wide study, Diversity in the Profession of Architecture, identified gaps in the future

workforce pipeline, as well as “pinch points” in career development for women and minorities.

There must be a focus on K–12 education; resources for higher education, including transitions from

two-year programs to NAAB-accredited programs;

a clearer path to licensure; leadership training in continuing education for under-represented groups;

and support for emerging professionals and re-emerging professionals that highlights engagement

and retention.

Marketing, branding, public awareness, and outreach

An equity, diversity, and inclusion lens must

be applied to every form of communication by and for the profession. Special focus must be made on

messages that increase the visibility of underrepresented groups and expand practice

opportunities. Visual images used in communications vehicles should be carefully considered for their

representation of the face of the profession.

In addition, continued emphasis should be made on how architects contribute to communities through

cultural engagement and volunteerism.

Guided by these five keystones, the Commission developed 32 recommendations for action. Then, using

an impact analysis process, it narrowed the list to 11 priority recommendations

for near-term implementation.


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Priority recommendations for action

1. Make equity, diversity, and inclusion a core value for the Board of

Directors

The AIA Board of Directors and Strategic Council should consider equity,

diversity, and inclusion among the evaluation criteria for

future actions. Those actions include resolutions, business items, and member-

led initiatives that make the AIA an even more relevant and socially-conscious

organization. By consistently considering EDI, the Board and Council will ensure

that future efforts are evaluated for their societal impact and ability to bring

people together.

2. Measure and report how EDI permeates the AIA

As well as embracing EDI as a core value, the Institute must measure and report

how that value is influencing demographics, behavior, attitudes, awareness,

retention, recruitment, culture, and engagement within the AIA. The Commission

urges that compilation of the data start with AIA staff, volunteers, and elected

and appointed leaders on national, regional, local, and component levels.

3. Launch EDI training for AIA volunteers and components

In order to elevate awareness of the societal

and business case for greater equity,

diversity, and inclusion in the profession of

architecture, the Commission recommends

that the Institute create customized

EDI training for AIA volunteers and

leadership. This could be a combination of

in-person sessions at large AIA events such

as the AIA Conference on Architecture,

Grassroots Leadership Conference, and

Knowledge Leadership Assembly; materials

and guides for interested groups to facilitate

local sessions; and on-demand learning that

can

be used for components.


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4. Create guides for equitable, diverse, and inclusive practice

The Commission recommends that the Institute create and provide members and their firms with

guides on best practices in observance of equity, diversity, and inclusion principles, and how those

principles can be a part of any architectural practice. The guides would address such issues as career

progression, work culture, leadership development, talent recruitment and more. The guides could be

accessible on- demand publications.

5. Create a position paper on EDI and the profession

The Institute now has extensive data on demographic trends within the profession. But it can’t always

answer the question of why those trends occur. There’s a need for more specific understanding of the

issues

and implications in the quest for full equity, diversity, and inclusion. The Commission recommends that

the AIA commission an academic study to document and research the impact of EDI in architecture.

This study would rigorously analyze and interpret available data and provide qualitative evidence to

support a broader knowledge base.

6. Develop a firm self-assessment tool

It is the responsibility of the AIA to provide members and their firms with the means to measure their

engagement with EDI principles. The Commission recommends development of a firm self-

assessment tool on EDI issues. Examples of criteria to assess include EEO policies, internal and

external diversity issues, scope of diversity initiatives, family-friendly benefits, and overall firm

commitment. Further, it’s recommended that the data be collected nationally and included in the

biannual AIA Firm Survey. 7. Require EDI data as part of AIA awards submissions

Based on studies within other industries, the more the profession of architecture reflects the society we

serve, the better the product of our work will be. It will incorporate greater sensitivity to and empathy

for cultural, societal, and environmental concerns. What’s needed is

more proof—a data set that illustrates the connection between equity, diversity, inclusion, and

architecture excellence. The Commission recommends the collection of demographic data on teams

submitting for AIA awards.

8. Advocate for a more accessible path to higher education

It’s been determined that creating an accessible route for architecture students enrolled in two- and

four-year programs to move to NAAB- accredited programs is a successful strategy for increasing the

number of under-represented individuals. The Commission recommends that the AIA advocate

strongly for support of existing bridge programs,

and the creation of new ones. Suggested tactics include sharing of articulation agreements among

institutions, and raising awareness of bridge opportunities within under-represented communities.

The

Commission also recommends the Institute make an annual fundraising commitment to the Diversity

Advancement Scholarship Program administered by the AIA Foundation.

9. Engage children with K-12 architecture programs

Building a more equitable, diverse, and inclusive architecture workforce needs to start early. We must

engage children and their families with more exposure to the profession through K–12 programs within

all demographic communities. The Commission endorses the work of

the AIA 2016 K–12 Task Force, and recommends that it includes EDI considerations in developing new

curricula, and in its plan to enlist architects to volunteer in communities.

10. Tell our stories

Increasingly, the face of our profession reflects a cross-section of America. But more needs to be done

to communicate that expanding profile. The Commission recognizes the good work being done through

the I Look Up campaign and urges the AIA to continue developing messaging that highlights the equity,

diversity and inclusion within

the profession. Those communications also serve to humanize and personalize architects as a

welcoming community, and one sensitive to the built environment.

11. Ensure that AIA publications reflect EDI

The Commission recognizes public comments indicating that visual images in AIA publications reflect

limited multicultural and gender representation. It recommends that the AIA ensure that it makes

broader depictions in its media of the full range of communities represented in the ranks of architects. It

should also urge component publication editors to do the same—and those efforts can be celebrated

through the Institute’s national channels.


30

Concluding comments

The thoughtful decision by the AIA to re-emphasize its commitment to equity, diversity and inclusion

is more than fitting and appropriate. It is an ethical and moral obligation.

We are a profession in need of some re-design. On one hand, our member profile is improving. Studies

by the Institute and other industry organizations are reporting growing evidence of EDI within our

ranks.

On the other hand, as the findings of both the AIA and other groups point out—there is more work to

be done.

• Women and minorities are under-represented in the profession.

• Aligned with the perceptions on representation of women, half of the surveyed women respondents

report that women are less likely to achieve their career advancement objectives.

• Women and minorities say they are less likely to be promoted or compensated at rates equal to their

peers.

• Minorities reported that their barriers to entering the profession included fewer education financing

opportunities; a perceived low “return” on the expense of schooling; a lack of role models; and low

awareness of the career path.

To be better professionals in the face of a complex world, we need collaboration and cooperation within

our practices. We need innovation and ingenuity. And we need the energy and engagement of our best

people—whoever they are, whatever their heritage, wherever they call home.

Time and again, studies by global talent management organizations have validated the bottom line: The

most productive and successful businesses and organizations also happen to be the most committed to

the principles of equity, diversity, and inclusion.

As a community working to improve the world around us, we also seek a workplace free of discrimination in

any form. A workplace rich with flexibility and fairness. A place where team members have a sense of pride, a

sense of connection and a sense of passion.

Our vision is more than communities transformed and enhanced by innovative architecture. It’s also a place

where we celebrate, and take full advantage of, our differences. A rich mix of our ethnic, cultural,

religious and societal influences. A place where every person can realize his or her goals.

Working with clients, we use the impact of innovative design to strengthen and transform communities,

boosting their vibrancy and enhancing the quality of life they offer.

The impact of equity, diversity, and inclusion is no less powerful.

As a community ourselves, our goal must be to meet the challenge presented us by the Commission’s

recommendations. If we do, we will become a model profession that is diverse, robust, responsive, and

sensitive.

This is a continuing journey, one AIA members take with pride and passion. Because our work here can help

change the world.

31

AIA 2017 Equity, Diversity and Inclusion Statement

The American Institute of Architects, as part of the global community, champions a culture of equity,

diversity, and inclusion within the profession of architecture to create a better environment for all.

Achieving this vision has a direct impact on the relevance of our profession and the world’s prosperity,

health, and future.


Commission members and contributors

Chair

• Emily Grandstaff-Rice, FAIA, Senior Associate, Arrowstreet Inc.

Commission members

• William Bates, FAIA, Vice President of Real Estate, Eat’n Park

Hospitality Group

• Jorge Bermudez, President and CEO, Byebrook Group

• Jan Blackmon, FAIA, Executive Director, AIA Dallas

• Gabrielle Bullock, FAIA, NOMA, Principal, Director of Global

Diversity, Perkins+Will

• Verity Frizzell, AIA, Principal, Feltz & Frizzell Architects LLC

• Linsey Graff, Assoc. AIA, Campus Planner, Ayers Saint Gross

Architects

• Francis Murdock Pitts, FAIA, President/CEO, architecture+

• Elizabeth Chu Richter, FAIA, CEO, Richter Architects

• Ikhlas Soubani, PhD, Assoc. AIA, Dean/Professor, Prairie View

A&M University School of Architecture

• Tania Salgado, AIA, Principal, Handprint Architecture

• Kate Schwennsen, FAIA, Director and Professor, School of

Architecture, Clemson University

• Rosa Sheng, AIA, Senior Associate, Bohlin Cywinski Jackson

• Steven Spurlock, FAIA, Managing Principal, WNUK SPURLOCK

• Lowell Tacker, AIA, Principal, LPA

• Dr. Gordon White, MD

• Shirley Davis, PhD, President, SDS Global Enterprises Inc.

32

Facilitator and diversity & inclusion consultant

• Shirley Davis, PhD, President, SDS Global Enterprises Inc.

Subject matter experts

• Alexis Terry, American Society of Association Executives

• Candi Castleberry Singleton, Founder/CEO, Dignity & Respect Inc.

AIA staff leads

• Damon Leverett, AIA, Managing Director, Diversity and Emerging

Professionals Engagement

• Marcia Jones Calloway, MS, Director, Diversity and Inclusion

• Jeffrey Ostrander, Manager, Diversity and Inclusion

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DRAFT

Policy Statement (based upon the AIA statement)

The Boston Society of Architects/AIA, as part of the global community, champions a culture of

equity, diversity, and inclusion within the profession of architecture to create a better

environment for all. Achieving this vision has a direct impact on the relevance of our profession

and the world’s prosperity, health, and future.

The BSA/AIA supports the promotion of human and civil rights, the universal respect for human

dignity, and the unbiased treatment of all persons in employment, civic and business

transactions. Embracing a culture of equity, all programs and initiatives of the BSA/AIA and its

members shall reflect the society that we serve, regardless of race, ethnicity, gender, gender

identity or expression, sexual orientation, physical abilities, or religious practices.

April, 2018

34

AIA Statement and Position on Sexual Harassment “AIA stands by a set of values that guide us as a profession and a Code of Ethics that define standards of behavior for our members. Sexual harassment is not only illegal, it flies in the face of our values and ethics,” said Carl Elefante, FAIA, 2018 President of the American Institute of Architects. “We are deeply troubled by the allegations in The New York Times today, and believe that sexual harassment—in any form and in any workplace—should not be tolerated and must be addressed swiftly and forcefully.” "Several years ago, AIA embarked on a multiyear process to understand and address the equity and diversity issues in our profession. In 2014, AIA adopted a sexual harassment policy for all AIA leadership and staff, and is committed to extending it to all AIA components, members, and their firms." Carl Elefante, FAIA, 2018 AIA President

https://www.aia.org/pages/3296-code-of-ethics-and-professional-conduct

35

DRAFT On sexual misconduct and harassment and other workplace abuses The Boston Society of Architects/AIA asserts that every human being has inherent dignity and is entitled to be treated with respect. Every individual within every workplace deserves to be safe from sexual harassment and similar abuses. We applaud the courage of those who come forward to challenge abuses within their workplaces and schools, because doing so brings personal risks calculable only by those who take them. We agree with and support the recent statement of AIA President Carl Elefante FAIA that “sexual harassment -– in any form and in any workplace -– should not be tolerated and must be addressed swiftly and forcefully.” (See www.aia.org/pages/185386-where-we-stand-sexual-harassment- and aia.org/articles/183371-a-statement-by-2018-aia-president-carl-elef. Sexual harassment and assault are symptoms of a workplace culture that lacks diversity, equity and inclusion. Architecture, along with the entire building-industry, has been plagued by longstanding patterns of racial and gender discrimination. We continue to struggle with establishing a culture that is truly diverse, inclusive and equitable. We appreciate the proactive initiatives to understand and correct these inequities by BSA committees, including Women in Design, the Boston chapter of the National Organization of Minority Architects, the Women Principals Network, the Emerging Professionals Network, and the Equity Roundtable. The ongoing surveys by Equity In Design and Girl UNinterrupted will add to our understanding of workplace culture. Still, there is much work to be done. The AIA has charged the national Ethics Committee with the task of strengthening Canon V of the AIA Code of Ethics. We urge that the vague wish that members should “provide a suitable working environment” be replaced with clear language that bans harassment and discrimination, requires active steps to advance inclusion and equity, and binds AIA members to these expectations. We believe that the overwhelming majority of architects and firms care deeply about providing great workplace cultures for all their staff, clients and affiliated professionals. They want to rectify the imbalances and inequities of the current culture. The BSA, as an organization comprising nearly 4,000 members, acknowledges our responsibility in how this culture has affected and continues to affect all of us in and around the profession. We have a duty to ensure that every individual, firm and institution associated with the field of architecture is accountable for building a more equitable, diverse and inclusive future. To that end, we are engaging our members, with the help of external experts, to help us identify and take actions that will change this culture.

1. Equity, Diversity & Inclusion a. Engage members, the Board, staff, and external experts to review the AIA Equity,

Diversity & Inclusion Report with the aim to: i. Identify any weaknesses or gaps in the report, and recommend what

should be added as it pertains to the BSA.

http://www.aia.org/pages/185386-where-we-stand-sexual-harassment-

36

ii. Advise the BSA Board on how to implement the report’s recommendations and any additional actions.

We will focus on specific actions that improve individual opportunities, the workplace culture of firms, and the operations and culture of the BSA itself.

2. Engage members, the Board, staff, and external experts to advise the BSA on actions around issues of sexual misconduct, harassment and inappropriate workplace conduct. We will focus on four key questions:

a. How can the BSA provide support to those who are or may be victims of workplace abuse or misconduct? b. How can the BSA support firms in creating positive workplace environments for all employees, consultants, clients and the public? c. What would be appropriate processes and procedures relating to allegations of BSA member misconduct or abuse? d. Does the BSA need to strengthen current employee procedures around misconduct, to ensure the staff is provided a safe environment free from harassment? We will be fully transparent in this initiative, and will provide regular communications to members highlighting specific actions we are taking to advance this work. If you are interested in participating or have any recommendations, please feel free to let us know at [email protected] or 617-391-4000.


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BSA Syrian Refugees, Resiliency and Public Space Initiative Draft Proposal to the BSA (4-10-18)ps/jk Global displacement has surpassed anything witnessed in recent history and children remain the most impacted victims. The average stay of refugees in temporary encampments is 17 years: an entire childhood. As architects we must ask: What roles can design and designers play in supporting community resilience? The Boston architectural community piloted an international collaboration to design, fund, and construct child-focused public space in a Syrian refugee camp in Lebanon as a reproducible development model. This model was intended to highlight design’s role in addressing pressing crises, and to build resources for other marginalized populations in partnership with AIA practitioners and the local academic community. The model proposed a multi-national, multi-disciplinary practice-based approach between faculty, students and professionals in all aspects and phases of the project, including design, process, outreach, funding and technical expertise. The initiative sparked the interest of a diverse array of young professionals, bringing new interest in the BSA from a multicultural generation through BSA events.

Approximately 50 participants engaged in the panel discussion in December 2016 of professionals and local experts in social resiliency

A group of approximately 50 participants engaged in the charrette over three weeks in March of 2017 – primarily members from the professional and academic communities.

We raised approximately $38k in just over 3 weeks to support the initiative managed by our fiscal agent for the first project, now complete

At ABX this past November 2017 a booth with visuals describing our activities to date collected 70+ names of persons interested in future initiatives.

We have identified ways to engage with local/Boston designers who are immigrants/international as well as ways to work in partnership with international professional peers in a balanced exchange of design approaches, expertise and process. The BSA Initiative also helped Boston-area designers better understand immigrant issues locally, leading the Steering Committee to the future development of similar projects in the Boston area as well as refine the model in new overseas projects. We are asking that BSA to continue to support our efforts in these initiatives in the present and future projects, as defined by the following roles:

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Role of the Steering Committee The Syrian Refugee Initiative Steering Committee was formed from members of the BSA, including one staff person, architects, and faculty among the local architecture schools, each with a deep interest in the need for social resiliency and the development of projects for displaced communities post disaster or war, locally and internationally. The Steering Committee will facilitate the development of local and international projects with components to engage membership, creating materials for the projects, developing panels, charrettes and workshops on behalf of the projects, and working closely with a specified BSA staff member (also a Steering Committee member) in review of the materials of project reviews, presentations, summaries of project work, for use by BSA in representing and reviewing the projects. The Steering Committee representatives will identify potential local and international projects meeting criteria set by the Steering Committee and the BSA (to be developed in more detail) Future project MOUs and other agreements will designate the Steering Committee as the preliminary design and outreach lead for the proposed Projects. The Steering Committee will review and approve design details and construction documents of projects conducted by architects, designers and/or builders contracted by community-based organizations overseas and locally working in partnership with the BSA, including the final inspection of construction upon completion of the project. The Steering Committee will support and assist community-based organizations working in partnership with the BSA with construction administration and on-site project management on projects through MOUs and other agreements. BSA The BSA will be the signatory (MOU’s - joint undertakings) for accepted international projects that provide opportunity for membership participation, and develop a knowledge base of social resiliency through these projects by and for the membership The BSA will provide direction and support for project outreach efforts with the Steering Committee for local projects to departments within the City of Boston, and other city/town or private organizations within the eastern MA territory of the BSA, and be the signatory for any MOU’s or other agreements The BSA will be outreach facilitator; providing in-kind expenses associated with design charrettes, panel discussions, workshops primarily serving the BSA membership, and also including interested members of the public such as academics in other fields, playground designers, BSLA members, builders, and others who shall be invited to these events through

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outreach (email and website). This includes announcements, providing space on site, marketing of the events, and receptions The BSA through such events as noted above and organized by the Steering Committee, provides preliminary design ideas, conceptual in nature: the BSA and the Steering Committee will have no design liability arising from design, construction, or operation of the playgrounds The BSA staff member (anticipated at +/- 8 hours/month) Is a member of Steering Committee and attends meetings as available Reviews materials drafted by the Steering Committee (events, announcements, summaries, thank-you letters to donors) Publishes and Announces events and projects (website and email) Manages Charrette participants etc. as a component of membership development

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290 Congress Street, Suite 200 • Boston MA 02110 • 617-951-1433 x.263 • Fax: 617-951-0845

MEMORANDUM To: AIA MA Board From: John Nunnari Date: 03/17/2018

Re: Executive Director Report

Legislative Action In terms of Legislative advocacy, we are now three-quarters of the way through the current two-

year session. Formal sessions resumed at the beginning of January and will end July 31st. Legislative leaders have 136 days remaining until formal sessions end for the year and seem content

letting the weeks slip by and postponing action on major bills until sometime in the future.

Illustrating this point, winter came and went with no measurable progress on health care and

criminal justice bills that legislative leaders have deemed major priorities. And as spring nears and

cities and towns line up Town Meetings and road repairs, there's once again still no clear signal from

the Legislature about reliable levels of Chapter 70 local aid or Chapter 90 road and bridge repair

funding. By contrast, the Baker Administration has unveiled a $610 million economic development bill, and

most recently a $1.4 billion environmental bond bill. The environmental bond surfaced this week as

many residents coped with cold or damaged homes and no power, the byproduct of back-to-back-

to-back nor'easters and flooding that caused more people to feel the wrath of severe weather and

wonder if there's something that can be done or whether it's too late. With House budget deliberations to begin in April, the final public hearing was held on the

Governors $40.9 billion fiscal 2019 budget proposal. The state budget picture is as bright as it's been

in a while. After overly optimistic revenue estimates required major revisions to the last two state

budgets, tax receipts over the first seven months of fiscal 2018 are beating estimates by $810

million or 5.4 percent and are running $1.22 billion or 8.3 percent over the same fiscal year-to-date

period in 2017. While it's premature to conclude a surplus is inevitable, a major surplus is possible if

the current revenue trends hold or escalate and spending is held in check. Tempering the hope for “current revenue trends holding” are four ballot questions proposed for the upcoming November elections; the Income Tax for Education and Transportation Amendment which creates a 4 percent tax on incomes that exceed $1 million for education and transportation purposes; the $15 Minimum Wage Initiative which would increases the states minimum wage to $15/hr by 2022; the Paid Family and Medical Leave Initiative which would create a fund to provide for paid family and medical leave; and finally the Sales Tax Decrease and Tax-Free Weekend Initiative which would decreases the states sales tax from 6.5% to 5.0% and establishes a tax-free weekend. While the Income Tax for Education and Transportation Amendment has the potential to increase

state revenues by $2 billion a year, it encountered some skeptical Supreme Judicial Court justices in

February who questioned the constitutionality of the proposal. A ruling on whether this proposed

amendment to the states Constitution can proceed to the ballot is expected in mid-June. The

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remaining three initiatives, which still have General Court considerations or additional signature

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gathering requirements in front of them before they can become certified for the November ballot,

all have the potential to negatively impact states revenues.

In terms of AIA MA’s legislative agenda, since the last Executive Directors report in December 2017

all 161 bills being tracked by AIA MA have had a public hearing and committee action has been taken.

With regard to our top tier bills the following actions have been taken:

HB1317 - An Act establishing the building code coordinating council - AIA MA supports -

Received a favorable reporting from Joint Committee on Public Safety and Homeland Security

HB1785 - An Act relative to the architect laureate – AIA MA supports - Received a favorable

from Joint Tourism and is now in House W/M’s.

HB2149 - An Act relating to the effective and efficient implementation of the Global Warming

Solutions Act of 2008 – AIA MA supports - Received a favorable from Joint Committee on

Environment, Natural Resources & Agriculture, rolled into Senator Pacheco’s Omnibus Energy

bill and is now in Senate W/M’s

HB2420 - An Act building for the future of the Commonwealth (Zoning Reform bill) – AIA MA

supports - Received a favorable from Joint Committee on Municipalities & Regional

Government and attached to SB 81 and is now in House W/M’s

HB2826 - An Act relative to advancing the profession of interior design – AIA MA opposed Sent to study

SB132 - An Act relative to advancing the profession of interior design – AIA MA opposed - Sent

to study

SB296 - An Act relative to projects funded by the school building authority – AIA MA

opposed - Sent to study

SB472 - An Act providing for the establishment of a comprehensive adaptation management

plan in response to climate change – AIA MA supports - Passed in the Senate and is now in

House W/M’s (also included in Sen. Pacheco’s Omnibus Energy bill)

SB1821 - An Act combating climate change (Sen. Barrett’s carbon fee bill) – AIA MA

supports - Discharged from the Joint Committee on Telecommunication, Utilities and Energy

Gardner and referred to Senate Committee on Global Warming and Climate Change, rolled into

Sen. Pacheco’s Omnibus energy bill and is now in Senate W/M’s

SB1871 - An Act relative to net metering – AIA MA supports - Extension order filed by Joint

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o Committee on Telecommunication, Utilities and Energy

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With regard to our second tier bills, the following actions have been taken:

HB279 - An Act relative to the consideration of ergonomically designed school buildings –

AIA MA is neutral - Sent to study

HB1232 - An Act relative to elevator inspections - AIA MA is neutral - Reported favorably

by Joint Committee on Public Safety and Homeland Security

HB1263 - An Act relative to vertical reciprocating conveyors - AIA MA is neutral - Reported

favorably by Joint Committee on Public Safety and Homeland Security

HB1540 - An Act relative to promoting energy efficiency – AIA MA is neutral - Sent to study

HB1649 - An Act relative to the health and safety on public construction projects - AIA MA

is neutral - Reported favorably by Joint Committee on State Administration and Regulatory

Oversight and is now in House W/M’s

HB1721 - An Act relative to the state building code (stretch code bill) – AIA MA supports -

Sent to study

HB1788 - An Act relative to procurement services for artists - AIA MA is neutral - Reported

favorably by Joint Committee on Tourism, Arts and Cultural Development and awaiting

House floor vote

HB2138 - An Act reducing human exposure to particulate matter pollution – AIA MA is

neutral - Sent to study

HB2237 - An Act to address equal access to housing through local zoning - AIA MA is neutral

- Reported favorably by Joint Committee on Housing

HB3390 - An Act promoting solar-ready construction – AIA MA supports - Sent to study

HB3395 - An Act to transition Massachusetts to 100 per cent renewable energy – AIA MA

supports - Sent to study but was included in Sen. Pacheco’s Omnibus Energy bill

SB92 - An Act to promote livable communities and zoning reform act – AIA MA is neutral - Sent to study

SB93 - An Act to promote livable communities - AIA MA is neutral - Reported favorably by

Joint Committee on Community Development and Small Businesses

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SB197 - An Act relative to innovative communities - AIA MA is neutral - Reported favorably

as amended by Joint Committee on Economic Development and Emerging Technologies

SB413 - An Act relative to sustainable water conservation practices - AIA MA is neutral -

Reported favorably by Joint Committee on Environment, Natural Resources and Agriculture

SB1041 - An Act relative to the recognition and registration of professional employer

organizations operating in the Commonwealth of Massachusetts - AIA MA is neutral -

Reported favorably as amended by Joint Committee on Labor and Workforce Development

SB1334 - An Act relative to window guards in residential rental properties - AIA MA is

neutral - Reported favorably by Joint Committee on Public Safety and Homeland Security

and is now in Senate W/M’s

SB1379 - An Act relative to the Architectural Access Board - AIA MA supports with

amendments - Reported favorably by Joint Committee on Public Safety and Homeland

Security and is now in Senate W/M’s

SB1613 - An Act relative to clarifying property tax exemptions for solar and wind systems -

AIA MA is neutral - Reported favorably as amended by Joint Committee on Revenue

SB1698 - An Act promoting the use of total energy impact analysis - AIA MA is neutral -

Reported favorably by Joint Committee on State Administration and Regulatory Oversight

and is now in Senate W/M’s

SB1756 - An Act to reduce energy burdens and increase competitiveness in the

Commonwealth – AIA MA is opposed - Sent to study

SB1757 - An Act to increase the transparency of the Massachusetts Historical Commission

AIA MA is neutral - Sent to study

SB1777 - An Act relative to structural steel – AIA MA is opposed - Sent to study

SB1849 - An Act transitioning Massachusetts to 100 percent renewable energy – AIA MA

supports - Sent to study

AIA MA will continue its efforts to reach out to members of either branch who will have influence

over our designated priorities. We will continue to both identify and work with these members to

ensure that our professions voice is heard. As has been said in the past, in an ongoing effort to continually strengthen AIA’s relationship with

the legislature, it is strongly encouraged that AIA MA Board members continue their efforts in

reaching out to their respective membership to identify members who have personal relationships

with members of the legislature. These relationships should be reported back up through the Board

and to the Executive Director so that they may be documented and called upon when/if time is

appropriate.

Regulatory Action AIA MA has been asked to participate on a number of state commissions/task forces. The subject

matter of each commission/task force varies, but each commission /task force is tasked with

solving a particular problem related to the built environment. The state has asked AIA

Massachusetts to serve on the following commissions/task forces: 1. Blended Building Code

The last ED report noted the following: The 9th edition went into effect on October 20th, with the concurrency between the 8th and 9th ending on January 1, 2018. The code was not printed in a blended fashion. AIA MA will redouble their efforts in an attempt to get the future 10th edition printed as a blended code. Progress: Nothing new to report (the BBRS has not even begun their deliberations re: the

10th

edition) 2. New Fire Code

The last ED report noted the following: Nothing new to report. The new 527 has still not been promulgated. Progress: The new 527 CMR based on NFPA 1, 2015 went into effect on January 1, 2018.

3. Architectural Registration Board – New Regulations

The last ED report noted the following: DPL Commissioner Borstel has confirmed that DPL is working on the letter to send to all state agencies. In addition, ARB member Gail Sullivan AIA has resigned from the board and the Administration is in the process of appointing AIA member Sunni Dillard to replace. Lastly, the term of ARB member Diane Georgopulos FAIA will be up in January 2018. AIA MA is working with the Administration to have AIA WM member Lindsay Comeaux Schnarr AIA appointed as Diane’s replacement. Progress: The Baker Administration has reached out to Lindsay Schnarr and provided her

with background check information that she must complete before they can appoint. It is

anticipated that her paperwork will be reviewed and her appointment made official in time

for her to begin serving at the March 2018 meeting. 4. Construction Codes – Regulatory Restructuring

The last ED report noted the following: Nothing new to report. Administrations says if it

takes any formal action on this idea/issue, it will not occur until their second term.

Progress: While the Article 87 bill passed in early 2017 moved the Administration in the

right direction, they are now taking actions administratively to create the “top-down”

structure that all interested parties have been advocating for. With an exception of DPH,

DEP and BFPR, all other construction related Boards will report up through Rob Anderson,

Chief of Inspections – Buildings, within the Division of Professional Licensure. Mr. Anderson

will report directly to Dept. Commissioner Robert Fortes who reports directly to the

Commissioner. 5. Reformation of AIA MA/ACEC/DCAM Working Group

The last ED report noted the following: DSB work is still ongoing. Progress: While the DCAMM Working Group has not met, the DSB has been hard at work

revising their processes. In February, the AIA MA GAC held a well-attended meeting that

hosted DSB Chair and Vice Chair Charles Redmond and Beth McDougal along with DSB

Executive Director Bill Perkins. At the meeting the following topics were discussed; DSB’s

movement from a fee schedule to negotiated fees, DSB’s proposed changes to the Chapter

7C designer selection thresholds, DSB application procedures, Improvement to DSB

operations, What the DSB specifically look for from designers in their applications, Where

the biggest need/opportunity for designers of public projects exists and suggestions from

memberships regarding their application process

6. DPU Interconnection Sub-Group – The November 20th meeting was postponed till December 20th - Progress: The new meeting has been scheduled for May 3, 2018

Coalition Work

AIA MA participates on a number of coalitions that work to make policy changes at both the

legislative and regulatory level. The subject matter of each is different, but all are tasked with

working to solve a particular problem related to the built environment. 1. The Massachusetts Smart Growth Alliance (MSGA)

03/17/18: The MSGA promotes healthy and diverse communities, protects critical

environmental resources and working landscapes, advocates for housing and transportation

choices, and supports equitable community development and reinvestment. The Alliance

was founded in 2003 by seven Massachusetts organizations which represent different

constituencies but share the powerful mission of advocating for a Commonwealth that is

better

planned, more prosperous, and more equitable. Today the Steering Committee is

represented by the following organizations/people; AIA MA, the Citizen Planning and

Housing Association (CHAPA), the Conservation Law Foundation (CLF), the Environmental

League of Massachusetts (ELM), the Fair Housing Center of Greater Boston, the

Metropolitan Area Planning Council (MAPC), LISC Boston, the MA Public Health Association

(MPHA), the MA Association of Community Development Corporations (MACDC), Lisa

Wong (former Mayor,

City of Salem) and Ramon Borges-Mendez Ph.D (Clark University, Associate Professor of

Community Development and Planning). The vast majority of the MSGA’s current work is

around passage of a Great Neighborhood bill, also known as zoning reform. To that end the

MSGA is scheduled to meet with all the candidates for Governor. The MSGA is also involved

with other legislative issues such as; community benefits districts, brownfield funding, tax

abatement for affordable housing, the environmental bond bill and the economic

development bill. 2. The USGBC/AIA MA Environmental Advocacy Roundtable (EAR)

03/17/18: As organized by AIA Massachusetts and USGBC Massachusetts, the purpose of

the Environmental Advocacy Roundtable is to bring together the many diverse groups

advocating for awareness, education, legislation, and regulation to maximize the positive

environmental

impact of the built environment in Massachusetts. The EAR is co-chaired by Jim Stanislaski

AIA and Kate Bubriski AIA from AIA MA and USGBC MA respectively. Members of the EAR

include such organizations as: the Metropolitan Area Planning Council (MAPC), the New

England Clean

Energy Center (NECEC), the Massachusetts Sierra Club, the Conservation Law Foundation

(CLF), the Climate Action Business Association (CABA), Northeast Energy Efficiency

Partnerships (NEEP), Environmental League of Massachusetts (ELM), Environment

Massachusetts, Environmental Entrepreneurs (E2), The Nature Conservancy (TNC), A Better

City (ABC), the Department of Energy Resources (DOER), the Cities of Cambridge and Boston

along with various individuals. While there is no one particular piece of legislation or

regulation that this group is working on together, in general, there is support for any

legislation/regulation that moves the state toward zero-net energy buildings, 100%

renewable energy production and elimination of all fossil fuel usage.

3. The Massachusetts Climate Adaptation Coalition (MACAC)

03/17/18: The Massachusetts Climate Change Adaptation Coalition is comprised of

architects, engineers, planners, and conservation and environmental organizations working

to reduce the Commonwealth’s vulnerability to the impacts of climate change. The

Coalition operates from a four part strategy; Executive - we are working with the Baker

Administration to support existing state agency efforts in public safety, public health,

infrastructure and the environment, expand efforts through public funding in both the

operating and capital budget, convene stakeholders and develop integrated policies and

program among cabinet secretariats; Legislative – we are advocating for passage of

legislation preparing Massachusetts for climate change impacts (CAMP bill). Coalition – we

are establishing and building a coalition of stakeholders that represent the diversity of

stakeholders that are being impacted by climate change; and finally Public Education &

Outreach - using traditional and social media, such as Twitter, to spread the word about

climate adaptation and strategy updates. The Coalition is made up of the following

organizations; A Better City (ABC), American Council of Engineering Companies of

Massachusetts (ACEC), AIA MA, Appalachian Mountain Club, Association to Preserve Cape

Cod, Boston Harbor Now, Boston Preservation Alliance, Boston Society of Civil Engineers

(BSCE), Cape Cod Commission, Cape & Islands Self Reliance Corporation, Ceres, Charles River

Conservancy, Charles River Watershed Association, Clean Water Action, Climate Action

Business Association (CABA), Codman Square Neighborhood Development Corporation,

Collaborative Institute for Oceans, Climate and Security at UMass Boston , Consensus

Building Institute, Conservation Law Foundation, (CLF), Environmental League of

Massachusetts (ELM), Great Marsh Coalition, Green Newton, Health Care Without Harm,

Historic New England, Interfaith Power & Light, Mass Association of Conservation

Commissions, Mass Association of Planning Directors (MAPD), Mass Association of Regional

Planning Agencies (MARPA), Mass Audubon, Mass Land Trust Coalition, Mass Rivers Alliance,

Massachusetts Climate Action Network (MCAN), Massachusetts Organization of Scientists

and Engineers (MOSEs) Metropolitan Area Planning Council (MAPC), Mystic River

Watershed Association, The Nature Conservancy Massachusetts (TNC), National Wildlife

Federation, New England Forestry Foundation, Newton Conservators, Ocean River Institute,

Sierra Club Mass Chapter, Storm Surge, Transportation for Massachusetts (T4MA),Trust for

Public Land, The Trustees of Reservations, Union of Concerned Scientists, Urban Harbors

Institute at UMass Boston, Urban Land Institute Boston/New England (ULI), and US Green

Building Council - MA Chapter (USGBC MA).

END.

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