This meeting will convene at BSA Space, 290 Congress Street, at noon on Thursday, May ... · 2019....

To: BSA Board of Directors Fr: Jean Carroon FAIA, President Re: BSA Board Meeting Agenda Date: Thursday May 9, 2019

This meeting will convene at BSA Space, 290 Congress Street, at noon on Thursday, May 16th. Lunch will be served starting at 11:50 am.

12:00 pm Call to Order • April Board Minutes [VOTE]

12:05 pm Update on work from the BSA Foundation – Rick Dimino, and Eric White

12:10 pm Q1 Financials and Audit update

12:20 pm AIA Elections, Amendments & Resolutions

12:30 pm Strategic Conversations:

• Website update • Recommendations from our consultants and where to go next (most clear through

Richard Russell’s recommendations)

1:25 pm Budget Planning

• Budget schedule • Major topics

o Relationship with the Foundation o New Business o Dues

1:50 pm New Business

• Business planning update • AIA President Bill Bates FAIA visit on Thursday, May 23 • Exhibition opening: Balancing Act: Urbanism in the Digital Age. May 30 • Embodied Carbon Conference. May 31

2:00 pm Adjourn

Enclosures for Board Package:

BSA Board of Directors List p. 2 BSA Board Meeting Dates p. 3 April Meeting Minutes p. 4 Q1 Financial and Membership Report p. 7 Link to AIA Voting information Richard Russell’s Recommendations p. 16 Highlights from BSA Scorecard p. 21 BSA and BSA Foundation Scorecard p. 22 The Strategic Plan p. 38 BSA Foundation Strategic Plan p. 40

2019 BSA Board of Directors

Sam Batchelor AIA (’21) Vice President, Membership designLAB Architects 35 Channel Ctr St Unit 103 Boston, MA 02210 617-350-3005 /[email protected]

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

Sara Carr (’19) School Representative Northeastern University 360 Huntington Ave. Boston, MA 02115 617-373-4507 / [email protected]

Jean Carroon FAIA (’20) President Goody Clancy 420 Boylston St Boston, MA 02116-4002 617-850-6651 /[email protected]

Larry Chan FAIA (’21) Fellows Representative Chan Architecture & Urban Design 116 Lincoln St Apt 2B Boston, MA 02111 617-733-8246 / [email protected]

Brandon Clifford (’19) School Representative MIT 77 Massachusetts Avenue, Rm 5-421 Cambridge, MA 02141 617-285-3772 / [email protected]

Rick Dimino (’19) 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 (’21) President-elect STUDIO ENÉE 460 Hillside Avenue, Suite J Needham, MA 02494 781-858-3011 / [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 (’19) School Representative Wentworth Institute of Technology 550 Huntington Avenue Boston, MA 02115 617-989-4494 / [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]

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

Glen LeRoy FAIA (’19) School Representative Boston Architectural College 320 Newbury Street Boston, MA 02115 (617) 262-5000 / [email protected]

Andrea Love AIA (’21) Vice President, Advocacy Payette 290 Congress St Fl 5 Boston, MA 02210 617-895-1025 / [email protected]

Gregory O. Minott AIA (’20) Vice President, Practice DREAM Collaborative 236 Huntington Ave, Suite 303 Boston, MA 02115 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 [email protected]

Patricia Seitz AIA (’19) School Representative Mass College of Art & Design 621 Huntington Ave Boston, MA 02115 617-879-7677 / [email protected]

Ellen Watts FAIA (’21) Director-at-Large Architerra 281 Summer St Fl 6 Boston, MA 02210 617-778-2470 /[email protected]

Jay Wickersham FAIA (’19) Past-President Noble, Wickersham & Hart, LLP 1280 Massachusetts Avenue Cambridge, MA 02138 617-491-9815 /[email protected] 2

mailto:[email protected]












mailto:617-308-8265/%20malia@the







https://online.architects.org/bsa/ecmmsgqueue.entermessage?p_email_vars=3646:[email protected]:



2019 BSA Board Meeting Agenda Schedule

Dates Agenda Items ReportsFriday, January 25BSA Board Retreat

9 AM - 3 PM

Wednesday, February 20Joint Board Reception

6 PM - 8 PM

Thursday, February 21BSA & BSA Foundation Meeting

12 PM - 2 PM

Thursday, April 1812 PM - 2 PM

Thursday, May 1612 PM - 2 PM

Thursday, June 1312 PM - 2 PM

Thursday, November 1412 PM - 2 PM

Thursday, October 1712 PM - 2 PM

Thursday, September 1212 PM - 2 PM

-Set goals for year-President’s Focus-Joint Strategic Collaboration recap-BSA Board 101-Committee Appointments

-A social event for the Society andFoundation Boards

Strategic Focus: TBD-New Fellows & AIA National Winners-Joint Strategic Collaboration update-Candidate issues for convention

Strategic Focus: TBD-Approve H&A recommendaations-Ethics/Investment CTE recommendations-AIA Grassroots update

Strategic Focus: TBD-2018 Audit results-Committee updates-Policy udate-Honors & Awards recommendations

Strategic Focus: TBD-Approve Nominating Comm. 2019 slate-AIA Convention update-Coordinated Business Plan update

Strategic Focus: TBD-BSA ExComm to review draft budget-Exhibitions/programs update-Coordinated Business Plan update

2018 Budget review and recommendations

-BSA bylaw changes for Annual Meeting-Board evaluations-ED evaluation-Big Sibs update-Coordinated Business Plan update-Investment Committee recommendations

Thursday, December 12Annual Meeting & Reception

6 PM - 8 PM

-Vote on 2020 Budget-Vote on bylaw changes/other business-BSA Honors presentation-2019 President’s report-Introduce new President, Board, leadership

-Progress Report-Press/letters-Con�ict of Interest Form

2018 Final Reports-Budget & Investment-Progress Report-Membership-Press/letters-AIA National issues/ elections

Q1 Reports-Budget & Investment-Progress Report-Membership (2018 Final & 1st Qtr.2019)-Press/letters

-Budget & Investment-Progress Report-Membership-Press/letters-H&A Report

-Progress Report-Membership-Press/letters-AIA Elections-Nominating Coommittee

Q2 Reports-Progress Report-Press/letters-Membership (2nd Qtr. 2019)

Q3 Reports-Budget & Investment-Progress Report-Membership (3rd Qtr. 2019)-Press/letters

-Progress Report (2019 Summary)

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April 18, 2019 Minutes of the BSA Board Meeting Present: Sam Batchelor AIA, Rebecca Berry AIA, Jean Carroon FAIA, Christine Dunn AIA, Rick Dimino,

Anda French AIA, Shauna Gillies-Smith ASLA, Kelly Hutzell AIA, Glen LeRoy FAIA, Andrea Love AIA, Mary Anne O’Campo Assoc. AIA, Daniel Perruzzi AIA, Patti Seitz AIA, Jay Wickersham FAIA

Staff: Polly Carpenter FAIA, Ben Cohen, Billy Craig, Pamela de Oliveira-Smith, Jenny Effron, Abby Lindauer,

Victoria McKay, Eric White

Absent: Jeffry Burchard AIA, Sara Carr, Larry Chan FAIA, Brandon Clifford, Natasha Espada AIA, Amy Korté AIA, Malia Lazu, Gregory Minott AIA, George J. Proakis AICP, Ellen Watts FAIA

Call to order Noting the presence of a quorum, President Carroon called the meeting to order at 12:09

pm and welcomed board members.

Minutes of Upon a motion by Carroon, seconded by Wickersham, it was VOTED to accept the minutes prior meeting of the January board retreat with adjustment to Carbon Conference date;

Motion was approved: Unanimous. Petition from Upon motion by Leroy, seconded by Wickersham, it was VOTED to accept the motion that the AE911Truth Boston Society of Architects will not host any program, presentation, event, communication, or

committee meeting providing a forum for AE911 nor conduct any outreach to members or the public that supports or implies any support for the AE911 position. We respectfully request that AE911 desist from contacting BSA staff or encouraging BSA members to contact staff.

Motion was approved: Unanimous. Foundation Dimino reported on behalf of the Foundation Board Update 14,000 students are engaged in design projects, majority of students and projects come from under-

resourced and underserved communities Community Design position is open, Eric White and advisory committee are working to create job description Berry reported of Foundation Fundraising retreat with Richard Russell, currently in discussion for next step opportunities in setting up a major gifts campaign

Consultant Updates 1. Business Consultant, David Grasfield- Update given by Billy Craig and Dan Perruzzi - Refocused to look for revenue opportunities between the BSA and BSA Foundation - Identified 10 short term business opportunities, now editing it down to 1 page business plans 2. Upstatement- Update given by Pamela de Oliveira-Smith - Website launch is rescheduled to May 29th now that the jobs board is being created

- Taskforce is being brought together to discuss the redevelopment of the messaging about the relationship between the organizations

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Agreement Review Wickersham motioned to accept the Updated BSA and BSA Foundation Collaboration Agreement with

correction to Section 9, seconded by Perruzzi

Motion was approved: Unanimous. Year of Carbon Carroon led the strategic conversation on the Year of Carbon

-Year of Carbon Presentation brought up the question: How do we get our program word out to the public an building owners? Suggestions included reaching out to people outside of Boston and outreach to firms to have the discussion of spreading the word and getting developers at the conference

Adjourn Upon a motion by Carroon and seconded by Love, it was VOTED to adjourn at 1:51 pm.

Motion was approved: Unanimous. Respectfully submitted,

Abby Lindauer on behalf of Rebecca Berry Secretary

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BSA STATEMENT OF ACTIVITY Q1 2019 DASHBOARD FY 2020

CONSOLIDATED OPERATIONS Q1 Actual Q1 Budget Variance2019

BudgetYTD

Actual Q1 Actual2020

BudgetREVENUE

Knowledge + Practice 156,644 204,125 (47,481) 593,500 1,678,449 146,046 639,300Advocacy + Civic 3,140 3,125 15 12,500 14,805 3,139 12,500Membership Dues 485,984 494,150 (8,166) 1,970,600 2,119,989 449,562 2,078,350Communications 54,447 46,125 8,322 434,500 398,977 128,710 455,000Capital Draw 0 71,250 0 285,000 0 0 285,000Other Income 39,588 37,500 2,088 150,000 67,100 100 175,000

Total Revenue 739,802 856,275 (45,223) 3,446,100 4,279,319 727,557 3,645,150EXPENSES

Knowledge + Practice 97,671 114,825 17,154 252,600 233,307 115,801 292,100Advocacy + Civic 1,306 1,500 194 136,000 135,811 2,551 136,000Membership Dues 129,713 133,046 3,333 521,685 538,697 135,789 528,685Communications 10,514 7,175 (3,339) 312,200 345,058 53,002 284,750Investments 12,748 17,500 4,752 70,000 63,106 20,476 70,000Compensation + Benefits 353,749 366,362 12,613 1,465,447 1,555,823 388,264 1,469,797Other Expenses 242,433 251,804 9,371 1,007,217 82,216 211,420 949,117

Total Expenses 848,134 892,212 44,078 3,765,149 3,713,020 927,302 3,730,449

Operating Surplus/(Deficit) (108,333) (35,937) (1,145) (319,049) 566,300 (199,745) (85,299)

Depreciation 52,562 52,296 11 209,182 211,475 52,519 183,070Op. Surplus/Deficit after Depr. (160,894) (88,233) (1,156) (528,231) 354,825 (252,264) (268,369)

Investment Income 489,389 489,389 (240,847) (98,911)

MEMBERSHIP YTD YTD YTDASSETS 12/31/2018 Q1 2019 STATISTICS 2019 Budget 2018

Cash 1,037,820 1,232,375 Total Members 4502 4418Investments - Reserves 1,142,479 1,188,675 Total AIA Members 2539 2474 2426Investments - Endowment 5,003,805 6,640,836 Total Associate AIA 407 398 444Inventory & Prepaid Expenses 1,490,391 288,189 Total Emeritus 320 309 304Fixed Assets - Net 2,222,655 2,315,536 Total Individual Affiliate 204 191 195

Total Assets 10,897,151 11,665,610 Total Individual 3786 3372 3679Total Allied 90 89 93

LIABILITIES Total Arch Firm 127 127 129Accounts Payable 40,370 48,258 Total Firm Member 716 739Accrued Expenses 79,855 9,826Deferred Income/Deposits 2,240,697 2,730,281 New Members 30 31Other Liabilities 77,253 89,744 Terminated Members 17 40

Total Liabilities 2,438,174 2,878,109 (includes transfers)

Unpaid Individual 416 501NET ASSETS Unpaid Firm 13 11

Unrestricted 8,458,976 8,787,501 Unpaid Allied 32 28Total Net Assets

Total Liabilities and Net Assets 10,897,151 11,665,610 Dues Waivers 31 61 34 (includes Scholarship Requests)

NET INCREASE/DECREASE IN CASHOpening Cash Balance as of 1/1/19 7,184,104Closing Cash Balance as of 3/31/19 9,048,897

Variance 1,864,792

FY 2018

STATEMENT OF FINANCIAL POSITION

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AIA Revenue, Programs, Committees, AwardsOther Chapters, AIA MA, Civic ProgramsDues, Governance, AB, Website, HPH, Advertising, Sponsorships,

Programs, Committees, AwardsOther Chapters, AIA MA, Civic ProgramsDues, Governance, AB, Website, HPH, Advertising, Sponsorships,

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To: BSA Board of Directors Fr: Ben Cohen and Eric White Re: BSA Financial Dashboard Report on Q1 Date: Thursday May 9, 2019

Enclosed is the BSA Financial Dashboard for Q1 (closed March 31). Q1 closed with the BSA relatively close to target as revenue is running about 5% below budget while expenses are also about 5% below budget.

Good Trends:

Jobs (classifieds) revenue are currently running $10K, or 30% ahead of budget. With the new website Jobs feature opening in June we could see a significant increase in Jobs revenue over budget and last year.

Room Rentals revenue is currently $2K, or 1% ahead of budget and we are already 2/3rds of the way to reaching the total revenue numbers for 2018. It should be noted that Q1 is typically the slowest quarter of the year for rentals, so we could see a significant increase in rentals revenue over budget.

The BSA received a donation of $14K from the estate of Richard White which was not budgeted for in 2019. This generous gift is a significant, unbudgeted donation.

Investment income, which is also unbudgeted, increased by over $480K in the first quarter.

As noted above expenses finished $48K below budget. In particular:

• Awards were $17K or 15% below budget. • Compensation was $12.6K or 4% below budget • Supplies was $6.6K or 42% below budget • And Building expenses were $9K or 7% below budget

Underperformance:

Membership revenue is down $26K. While our total number of AIA members is ahead of last year, our revenue numbers are slightly below budget. Trends are looking good for us to pick up on AIA numbers by the end of the year. Associate AIA, down 19% and Allied membership, down 27% are more significant. Associate AIA decline is part of a national trend and we do not anticipate a major turn. Allied membership is beginning to pick up again and we are putting attention to increasing this area.

Professional programs are down $23K or 75% from budget. This is a timing difference as a significant amount of revenue will be coming in Q2 and Q3 with the Carbon Conference, On the Road Workshops and other professional programming.

Web (including AB) and Currents advertising and sponsorships revenues are down significantly at $46K or 80%. Though not surprising due to the complete rebuild of our web platform and lack of advertising venues during Q1, we are ramping up to sell these opportunities. We also anticipate this revenue to be down in Q2 and may end the year nearly 50% below budget.

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Q1 2019 Individual Membership ReportBoston Society of Architects Membership Report

April‐15 April‐16 April‐17 April‐18 April‐19

Other Affiliate 201 139 117 109 105

AIA 2207 2295 2384 2426 2539

Associate AIA 553 529 495 444 407

Emeritus 286 288 292 304 320

Student 71 66 34 86 99

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Indvidiual Dues Reve

nue


AIA Membership Dues $1,220,991 $1,191,779 $1,210,674 $1,225,562 $1,291,627

Associate Membership Dues $107,485 $91,387 $104,055 $86,801 $85,101

Individual Affiliate Dues $28,492 $15,859 $14,890 $16,321 $16,484

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Q1 2019 Firm Membership ReportBoston Society of Architects Membership Report


Architecture Firms 147 149 130 129 127

Allied Members 130 126 119 93 90

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enue


Architecture Firms $469,672 $386,973 $365,725 $363,098 $382,978

Allied Members $130,765 $91,662 $73,086 $85,301 $73,989

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Boston Society of Architects Membership Report April 1, 2019 Advanced to Emeritus Steven D. Allen AIA Cambridge, MA Jaswant Singh Chani AIA Holliston, MA Michael David Cohen AIA Newton, MA Patricia L. Cornelison AIA Medford, MA Bruce Skiles Danzer, Jr., AIA Provincetown, MA Ann D. Gleason AIA Boston, MA Lester E. Lloyd AIA Duxbury, MA Thomas W. Parks AIA Boston, MA Robert J. Peterson AIA Salem, MA Stephen W. Rich AIA Saugus, MA New AIA Members Caroline Alsup AIA MASS Design Group Michele Baldock AIA Shepley Bulfinch, Boston William Boehm AIA Boehm Architecture Carol J. Chiu AIA William Rawn Associates, Architects Laurel Bennett Christensen AIA Dyer Brown Architects Matthew Cramer AIA Hutker Architects Erin Flaherty AIA Finegold Alexander Architects Andrew Keating AIA Stack + Co. Namjoo Kim AIA Cambridge, MA Michelangelo LaTona AIA Revere, MA

Adam P. LeBlanc AIA Baker/Wohl Architects Rachel Lehr AIA Boston, MA Daniel LEsperance AIA Bergmeyer Associates Stephanie Lopez AIA saam architecture Michael Roland MacEachern AIA AECOM Ben Marcionek AIA Wilson Butler Architects Matt Marotta AIA ICON architecture Tanguy Marquis AIA Payette Kristian Mizes‐Tan AIA Jill Neubauer Architects Shaelena Morley AIA Sasaki Associates Jill S. Neubauer AIA Jill Neubauer Architects Ji Seok Park AIA Perkins+Will Edward David Rader AIA Dyer Brown Architects Michael C. Sepenoski AIA Baker Design Group Nathaniel Skerry AIA Jacobs Frank C. Smith IV, AIA Prellwitz Chilinski Associates (PCA) Shannon Sturm AIA Boston, MA Rita Terjeki AIA Ann Beha Architects Owen Weinstein AIA Studio G Architects John R. Williams, Jr., AIA Maxwell Architects Christopher L. Winkler AIA Sasaki Associates

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Advance to AIA Jason E. Beal AIA Roger Overton Hoit Architect Kevin S. Burns AIA LWDA Adriane L. Cody AIA SmithGroupJJR Tracy Daviau AIA Kingston, MA Michelle Ouellette AIA

DSK | Dewing Schmid Kearns Architects + Planners

Bradford Pineau AIA Perkins+Will Tyler James Shannon AIA Kao Design Group Kimberly Young AIA Prellwitz Chilinski Associates (PCA) New Assoc. AIA Members Amanda Boccio Assoc. AIA Shepley Bulfinch, Boston Jarrid Chrissos Assoc. AIA Dennis J. Swart ‐‐ Architecture Elizabeth Forester Assoc. AIA Boston, MA Heather Gillam Assoc. AIA Wiss, Janney, Elstner Associates Jennifer Ha Assoc. AIA Hue Architecture Ching‐Hua Ho Assoc. AIA Payette Elias Konstantinidis Assoc. AIA Dedham, MA Rebecca Krupkoski Assoc. AIA The Architectural Team Kate Lux Assoc. AIA Stantec Architecture & Engineering Naureen Mazumdar Assoc. AIA Payette Nicole Pinot Assoc. AIA Boston, MA Masoud Sharikzadeh Assoc. AIA Payette Mary Shoufan Assoc. AIA Somerville, MA Rebecca Sturgeon Assoc. AIA Payette

Christopher Tierney Assoc. AIA Stantec Architecture & Engineering Philip Tomlinson Assoc. AIA NBBJ Sebastian Torrente Assoc. AIA Skanska USA Building Aoife Troxel Assoc. AIA Helicon Design Group Jennifer Williams Assoc. AIA Perkins+Will Ronghui Wu Assoc. AIA Arrowstreet Returning Members Robert Buchetto Assoc. AIA

Integrated Design Group Incorporated

Michael Doiron Assoc. AIA Beyer Blinder Belle Arch. & Planner Jennifer L. dos Santos Assoc. AIA CBI Consulting Laurel A. Francke AIA Elkus Manfredi Architects Stephen R. Holt AIA Stephen R. Holt Architects Timothy Ippolito AIA CUBE 3 Hyeonjoo Park AIA Shepley Bulfinch, Boston Christopher M. Smee AIA HDR Architecture Eric Smoczynski Assoc. AIA Michael Kim Associates Brian J. Spangler AIA Perkins+Will New to Boston Noelia Bitar AIA

NBBJ (from from AIA New York State/AIA New York)

Milena Haskovec AIA Cambridge, MA (from AIA National) Leigh T. Jester AIA

Bozzuto Group (from AIA New York State/AIA New York Chapter)

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Thomas E. Kinslow AIA Elkus Manfredi Architects (from AIA New York State/AIA Central New York)

Claudia Porras Assoc. AIA Utile (from AIA Florida/AIA Tampa Bay)

Steven Savonen AIA New England Design + Construction NE Design Build (from AIA Minnesota/AIA Minneapolis)

Maxwell A. Werner Assoc. AIA Somerville, MA (from AIA Washington Council/AIA Seattle)

Sara Zettler Assoc. AIA Stantec Architecture & Engineering (from AIA Central Massachusetts)

Leaving Boston Nicholas John Koulbanis AIA

Cambridge, MA (to AIA Rhode Island)

Xingjian Liao Assoc. AIA Montreal, QC (to AIA Canada) Carter Michael Reich AIA

Philadelphia, PA (to AIA Pennsylvania/AIA Philadelphia)

Dongcheol Yang AIA Palisades Park, NJ (AIA New York State/AIA New York Chapter)

New Allied Member American Institute of Steel Construction Centria Architectural Systems Electric Supply Center Oaktree Development/Greenstaxx The Behr Paint Company Returning Allied Member Arup USA New Professional Affiliates Tracey Clarke HMFH Architects Matthew O. Martin Boston Redevelopment Authority James Thomas McNeil The Garland Company

Athena Moore Autodesk Returning Professional Affiliate Hugh J. Glazer, CPA Winterview Group Nancy Goldstein Nancy Goldstein dba Light Positive New Student Affiliates Northeastern Ju‐Hui Chia Wentworth Institute of Technology Esti Shapiro

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To: BSA Board of Directors Fr: Eric White Re: AIA Proposed Bylaws, Resolutions and Candidates Date: Thursday May 9, 2019 The AIA Business meeting will be held on Wednesday, June 5 in Las Vegas at the AIA National Convention. The BSA has 194 ballots (votes) at the convention which are cast by the BSA President and/or her designee. For the full packet please see the attachment listed AIA Official Delegate Packet. Below is a summary of the items to be voted on: Bylaws Amendment 19-A - Titling of Allied Members. Current Bylaws restrict the ways chapter Allied members may describe themselves. This amendment “streamline the title that [chapter] Allied members may use to publicly demonstrate their engagement and support of the organization.” The AIA Board supports this amendment. The AIA CACE Board supports this amendment. Bylaws Amendment 19-B – Long-term Financial Stability and Flexibility Current Bylaws do not permit the AIA to use reserves/endowment, which has grown to $33.8M, for anything other than an emergency. This amendment gives the Board the ability to use a portion of these funds for strategic investments, while maintaining conservative reserves and limiting the annual amount that can be used to 2.5% of the budget. The AIA Board supports this amendment. The AIA CACE Board supports this amendment. Resolution 19-1 – The Formation of Sections by the AIA International Region Currently Sections can be formed only under state or local components, but not a Region. While there are seven AIA International Chapters chartered by the AIA, there are areas around the world that do not have enough AIA members to form a chapter. This resolution allows the International Region to form sections to manage core member services. The AIA Board does not support this amendment. The AIA CACE Board has taken no position on this amendment. Both Boards acknowledge the importance of AIA members practicing abroad. The Boards also acknowledge this resolution presents many unanswered questions including the potential impact on Resolution 18-7 that passed last year and is reviewing the functions and purpose of AIA Regions and whose work is not complete, as well as unanswered questions on funding, staffing and administrating the International Region Sections. Resolutions 19-2 through 19-10 – Resolutions expressing appreciation to those serving the AIA The AIA Board supports these resolutions. The AIA CACE Board supports these resolutions AIA Candidates for Office: 2020-22 At-Large Director (one elected) Verity L. Frizzell FAIA (AIA New Jersey) Britt Lindberg AIA (AIA Silicon Valley/ AIA California) 2020-21 Treasurer Evelyn M. Lee AIA (AIA San Francisco/AIA California) 2020 First Vice President / 2021 President-elect Peter J. Exley FAIA (AIA Chicago / AIA Illinois) Bruce W. Sekanick FAIA (AIA Eastern Ohio/AIA Ohio

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To: BSA Board of Directors Fr: Eric White Re: Recommendations from Foundation Consultant Date: Thursday May 9, 2019

Attached is a brief report from the BSA Foundation major gifts consultant Richard Russell which we are sharing with the BSA Board for the recommendations that connect the two organizations. Richard’s recommendations concisely articulate many of the points we have been exploring. Below are my follow up recommendations which apply to the BSA:

Organization: To the outside world we become one organization and only for narrow, specific purposes use the individual brands of the c3 charity and c6 association. Richard, Upstatement and business consultant David Grasfield have recommended using the “BSA” brand as the unifier, and consider expanding it’s meaning to “architecture.”

Recommendation – the BSA and Foundation boards should explore changing the “BSA” meaning to serve as the brand unifier, but should address messaging and governance as part of this conversation.

Messaging: We are working on clarifying who we are and what makes us unique, inspiring and aspirational. As we have evolved, this is really a recalibration of our messaging and not developing something new. This will require messaging at multiple levels including:

• One organization • The c3 charity and c6 association • How we execute on our aspirations (including our iterative programming process).

Recommendation – we are beginning with clarification internally to see how far we proceed and if we need help, engage outside consulting help.

Governance: As with our messaging, it is time for our governance structure to evolve and recalibrate to balance the needs of the BSA and Foundation. Richard has recommended keeping two boards, encourage them to meet together more often, but come together under one board leader.

Recommendation – we engage a non-profit governance consultant familiar with c3 and c6 best practices. to advise us on the creation of independent, but coordinated government structures and best practices. The consultant should advise on independent, as well as coordinated government structures; board numbers, makeup and membership criteria; independent and coordinated board meeting processes; and board performance plans and assessments.

Planning: Recommendation Expand our budget planning horizon to five years (which will add two more years to our budget forecast). This is particularly helpful in approaching major philanthropists.

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April 3, 2019

Report and recommendations following Boston Society of Architects Foundation fundraising workshop 21-22 March 2019

Prepared for: Ted Touloukian, Boston Society of Architects Foundation, Board Chair

Eric White, Executive Director, Boston Society of Architects and Boston Society of Architects Foundation

Victoria McKay, Managing Director, Advancement, Boston Society of Architects and Boston Society of Architects Foundation

Thank you for the opportunity to facilitate your fundraising workshop. This report summarizes my observations and recommendations.

In advance of the workshop, I had conversations with several board and staff members about their hopes for the workshop and observations about the organizations. I also reviewed various materials – strategic, planning, budgeting, marketing, and fundraising – about the Boston Society of Architects and Boston Society of Architects Foundation.*

At the workshop, participants expressed interests in focusing on fundraising strategy and innovation, in becoming comfortable requesting and conducting meetings and asking for gifts, in building on previous fundraising success and finding some continuity from previous/current modes of fundraising into a next phase, in how to make a vibrant and compelling case for support, and generally in developing a culture of giving at BSA/BSAF.

As I observed at the time, the workshop participants were remarkably and fervently engaged, to a degree unusual for board members. Discussion was robust throughout the sessions. We loosely followed an agenda (attached) that included an overview of major gifts philanthropy and fundraising, the role of the board, what makes a good prospect, how to get a visit with a prospect, what to do during the visit, how to tell the BSA/BSAF story in a new and personal way, and how to solicit a gift.

There was considerable roleplaying; each participant had at least one opportunity to practice, with feedback. I encouraged authenticity, passion, persistence, and fearlessness.

About an approach to philanthropy that focuses first on what prospects really care about, one of the most resonant observations during the workshop was that the group already has

* As shorthand – and to underscore the tension of having two entities – I will refer to BSA/BSAF.

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extensive professional experience connecting first with clients’ interests and passions, and that applying that skill to the major gifts process should be possible (though probably not easy).

I note that while we hovered around the focus of the workshop described in the request for proposals – a) reviewing best practices and skills for Foundation’s evolving fundraising operation, b) developing a prospect pipeline, and c) developing high-level five-year fundraising goals and framework for implementation – we did not strictly achieve it. However, given the intensity of participants’ engagement, I feel it appropriate to make the following observations and recommendations.

Over the course of the workshop, a number of deep concerns arose, not only for me, the outsider/newcomer, but around the room. I heard them all as having to do with the need to focus resolutely on the organizations’ top priorities, particularly in these three areas:

1. Messaging

• Clarity about what BSA does and how to talk about it

• Challenges of and confusion about two organizations, name (“Boston,” “Society,” “Architects,” “Foundation”), and history

• Communications internally, externally throughout the building-related community, and more broadly

2. Leadership

• Establishment of and regular review of goals, of action plans, and of performance metrics for the organizations themselves, for boards, and for staff

• Ensure that every program, event, and activity aligns with mission

• Recruit a next generation of board and staff leadership

• Encourage candid and open conversation among boards and staff

3. Resources

• Focus existing resources strategically

• Determine what human and other resources are required to support organizational priorities and aspirations

• Build an individual philanthropy program while maintaining what’s successful about the current corporate membership approach to fundraising

o Requires buy-in, investment, and prioritization throughout BSA/BSAF

o Ensure capacity to develop and work through a top individual prospect list; many high net worth, philanthropic individuals – even architects – are not currently on the BSA/BSAF list

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• Review and refine systems for collecting and managing data

Based on what I heard in advance of and during the retreat, and on the information I analyzed, I believe BSA/BSAF has tremendous potential to support and to deliver on its goals. In order to more thoroughly achieve this potential, I recommend that BSA/BSAF focus immediately and urgently on these seven areas:

1. Rebrand, change your name, and become from the outside world’s perspective one organization, with one board leader and one staff leader, while maintaining two legal entities for fundraising, advocacy, and other reasons; two organizations and two names are and will continue to be an impediment to fundraising

2. Clarify your reasons for existence, differentiate yourself from other organizations (particularly ones working on climate resiliency), and articulate your aspirations for the future; “to build a better Boston by engaging communities, inspiring vision, and provoking positive change” is good if vague; your three goals – “ensuring access to design education for every child in Boston,” “providing access to design resources for every neighborhood in Boston,” and “using design to engage and empower the public to address regional challenges” – are not aspirational enough to inspire high-level philanthropy

3. Create and implement a major gifts program (and planned gifts program**), with a focus on genuine and deep relationships with individuals who have the capacity to support BSA/BSAF significantly and who are philanthropic; don’t scuttle your extant corporate support program but build and sustain those relationships year-round; deemphasize events; understand and commit to the time and effort this initiative will require of board and staff

4. Expand your planning horizon to 5 years, a usual expectation of major philanthropists

5. Review your board membership criteria and expectations using a philanthropy lens (e.g. who can give and connect)

6. Institute board and staff leadership performance plans and review processes and provide training and coaching so that leaders can be as successful as possible

7. Pursue strategic partnerships – you can’t build this future alone, and philanthropists look for mutually productive relationships among organizations

Just as the common thread among the themes I heard at the retreat – messaging, leadership, and resources – was the need to focus on the organization’s priorities, so the common thread among these recommendations is focus – an unwavering determination to keep the organization on mission and on message and to support that with an equally unshakeable drive to create a culture of philanthropy at BSA/BSAF.

** This is parenthetical only because a planned giving program easily can be started as part of a major gifts effort.

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As next steps, I suggest that your boards meet to review these observations and recommendations. I would be happy to join that meeting to answer questions and to provide perspective if helpful. You then would estimate costs and other resources required for the efforts the boards decide to undertake, and boards and staff will determine how to pay for and resource them, and in what sequence. This discussion could happen, at least preliminarily, at the same meeting at which the boards review the observations and recommendations.

Then it’s time to begin…

Thank you for choosing me to participate in your process. It has been an interesting and gratifying assignment, and I hope you have found my involvement helpful. I will look forward to responding to any questions or suggestions you have.

Respectfully submitted,

Richard Russell Founding Partner

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Highlights of BSA and BSA Foundation Scorecard April – May, 2019

Goal 1 Architectural Practice Excellence Activities: 40 committee meetings, 4 EP professionals programs, and Fellows Dinner. Planning underway for

additional EP programming, traveling Codes programs (North & South Shore, Cape, Metro West). Results: 40 programs reaching 470 participants including 2 EP programs for 60 people. 16.5 hours of CEU

including 7.5 HSW. Impact: Significant continuing education offering. BSA continues to lead AIA in offering CEU education. Goal 2 Design & Building Excellence Activities: Design Awards CFE posted with new EDI guidelines. Work in planning the May Embodied Carbon

Conference. Impact: Advancing EDI goals. Carbon program looks to bring major content to sustainable project and

generate net revenue $40K. Goal 3 Policy Activities: Allston Esplanade Charrette, two Smart Utilities sessions, the Affordable Housing Competition

(FHLB), work on Universal Design Standards and program on Boston’s Carbon Free program. Work underway to hire a Community Design Director, host 3-4 Patio Café design workshops, work on the Tactical Public Realm Guidelines, and ongoing work with three projects. 5 new public appointments processed.

Impact: Increasing reputation with the city leading to strong opportunities to lead the way on both

designing Boston for carbon free communities; and design to meet Mayor’s affordable housing goals.

Membership Activities: Total individual membership up 140 over last year, AIA up significantly. Assoc. AIA down. Currently

32 Assoc. AIA participating in Future Architect Scholarship. Other: Hosted reception for job seekers and firms looking for staff, as well as 2 memorial services. Impact: Continued membership growth and revenue. Communications, Operations, Governance Activity: Website platform in final stages – extended to develop new Jobs page. Problems arising with TMS

dispute as they are not meeting agreement to pay and I will explain at meeting. Impact: Looking to increase the coordination and relationship between BSA and Foundation to increase

capacity for revenue generation. Will be primary focus of Board meeting with Richard Russell’s recommendations.

Financial Activity: Q1 report enclosed and generally on track financially. Audit underway. Investments (not

budgeted) particularly strong. Impact: Current financial progress good and positioned to meet goals.

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BSA & BSA Foundation ScorecardGoal Recent Activities Inputs Outputs Outcomes Notes

Steps being taken to advance the goal resources, financials, staff/volunteer time

1 Low, 10 high

# of programs, participants,

demographics

impact on participants or

community1 Architectural Practice Excellence - Advance design and professional excellence and equity through supporting a diverse range of models of

architectural practice and design

Emerging Professionals Program

"Emerging" to "Mid-Career" professional development panel

low staff time; low volunteer time; low

cost (food and beverage only)

45 attendees (emerging

professionals)

advice given to EPs on becoming "mid-career"

from three different perspectives (2 large firm, 1 small); formal

and informal Q+A opportunity


FeedBack Mentorship program - kickoff and month 1 of 5

low staff time; low volunteer time; low

participant time; low cost (food and

beverage for kickoff)

5-month mentorship program with one 2-

hour kickoff (April) and one 2-hour wrap-up

(September); 30 participants (15 EP

mentees, 15 mentors)

each mentee meets with 5 potential

mentors; program provides loose

structure for meeting; up to participants to

build relationship

Emerging Professionals Event

EPNet Grad Partylow staff and volunteer

time, moderate-low cost (food + beverage)

social networking opportunity for EPs

and recent architecture school grads

TBD


Leadership Lunches

moderate staff time; moderate volunteer

time; (food + beverage for 1-4 lunches of 5-12

EPs)

18 - 30 participants, low cost, high

engagement with low commitment

TBD4-week program 2 weeks in June, 2 weeks in July) during which firms welcome a small group of EPs

for informal conversation + questions

University Connect Wentworth Institute Student Review Minimal staff timeProvided venue for

student workIncreased student awareness of BSA

Professor Jared Ramsdell AIA hosted student project review

Employment Job Meet & Greet4 - Moderate staff time

to coordinate and market

25 job seekers and 40+ firms looking for talent

Increased member service

Program resulting from closing of Steffian Bradley and employees looking for work and firms needing talent

Fellows Fellows Dinner at St Botolphs

4 - Moderate staff time, significant

volunteer time, food and speaker costs

75 Fellows attendedFellows pay for event and offsets expenses

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Goal Recent Activities Inputs Outputs Impacts Notes2 Design & Building Excellence - Improve the quality of building construction through collaboration and thought leadership in the AEC industry

Continuing Ed BSA on the Road

moderate staff & volunteer time; moderate cost

(presenter stipend, food, rental costs)

4 2-hour, 2 HSW presentations on MA State Building Code - 1 each in MetroWest, South Shore, North Shore, Cape/Islands

Reaching membes outside the local Boston area for important content

will take place on May 8, 9, 10, & 17; will provide in-person HSW learning opporutnities for those in Eastern MA but for whom BSA Space is not easily accessible

Knowledge Communities 40 Committee meetings

4 - majority are minimal staff

involvement, with high volunteer time

Most 2 hour and many provide key CEU and some HSW credits

Strong network and educational opportunities for AEC community. Doorway to Membership

Knowledge Communities BSA/SCUP College & University Roundtable 2

95 participants in this program at WIT's Center for Engineering, Innovation & Sciences led by Josiah Stevenson

Participants learned about the latest research in designing higher education facilities for the unique needs of Generation Z.

Knowledge Communities Urban Design Committeemoderate staff time;

low costsAllston Throat Charrette

Over 100 in attendance

Potential to shape the future of this section of property with robust design ideas. Urban Design chairs are compiling data from charrette for submission to State agencies.

Knowledge CommunitiesAudit of meeting frequency, number of

attendees, LUs offered, as well as the length of service for each chair

minimum to moderate staff time, no cost

determine the levels of staff & marketing support warranted for each kno-co; which should be sunsetted; for which we need to seek new leadership

TBD

Knowledge Communities Joint meeting of Codes & Access Committees 3

45 in attendance with an additional 14 joining remotely by Zoom meeting - for ADA and AAB Requirements for Buildings

Reached a broader membership with participants earning 1.5 HSW credits.

Codes Committee is leading the charge as advocates for remote meeting participation. Their Zoom meeting attendance has consistently been around 15-20 with participant across Massachusetts.

Knowledge CommunitiesMeeting of Large Firm principals and survey sent out to determine interest in continuing

the group

4 - Modest staff time organizing and pulling

together survey

Over 20 firms interested in coming together periodically to address issues specific

Will be following up with firms to determine next steps and identify chair/co-chairs.

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ABX Conference Program High staff timeApprox. 240 submissions for 80 spots in show program

TBD

Conferences/ Seminars Embodied Carbon in Buildings Conference

High staff time (communications, sponsorship/sales, logistics, content

management); high volunteer time with

Advisors direct content development; high

expense - space rental, AV, food/beverage

150 attendees plus 15tabletop showcase exhibitors; Revenue

target $75K

Embodied carbon in buildings is a nascent

field and industry leaders are clustered

on the west coast; this conference will bring

those leaders to Boston to establish a leadership base in the

northeast

will take place Friday, May 31; organizational supporters: NESEA, USGBCMA, APTNE, MIT

Concrete Sustainability Hub, AGC MA, Green Ribbon Commission; providing Embodied Carbon "101" knowledge to AEC practitioners; national

AEC leaders (practitioners, researchers, consultants) will share expertise. additional

benefit = opportunity to gather data on firms who opt in to answering these questions

EDI+SH Design Awards low staff time; no

financial cost

Included EDI requirements in Design Awards submission page:

Increase firms'/submitters' awareness of their firm makeup, AIA ethics and professional conduct expectations, and BSA position on EDI+SH

questions about demographics (gender, firm size, racial/ethnic diversity); affirmations (AIA code of ethics and professional conduct; intern declaration; BSA statement on EDI+SH). additional benefit = opportunity to gather data on firms who opt in to answering these questions

23

Goal Recent Activities Inputs Outputs Impacts Notes3 Policy 1 -Advocate for policies in planning and design that create a more beautiful, vibrant and just city and region

Policy 2- Use design to engage and empower the public to address regional challenges

Urban planningAllston Esplanade Community Design

Charrette

6; staff time to coordinate w/ Urban

Design Committee and oversee logistics of

event; $1,000 cost for materials and food

over 75 people from AEC professions,

advocacy groups, city & state reps and

community members; press was present,

WGBH recorded

Small break out groups brought design vision to 3 sub-areas of the

project to make pedestrian friendly,

ecological, multi modal and open space

Staff working with Urban Design Committee and charrette facilitators to create a post charrette

deliverable to share design ideas with MassDOT, BSA members and advocacy groups. Will have

within a month

Carbon and urban planning

BPDA Smart Utilities Session

2; staff time to coordinate w/ BDPA

and help promote and be present at session

about 40 attendees from AEC and real

estate development

Members and those developing large-scale projects learned about pilot improving utility

set-up and operation in Boston

BPDA held session at BSA and will hold another at the end of May. Good opportunity for members

to be at meeting with large development firms as well

Housing Housing Fellow with Boston iLab10- overseeing 2-year

fellow, $25k+/yearTBD

Fellow to focus on affordable housing

design and pilot programs to change

city policy

Finalizing job description with DND, hoping to hire by September 2019, seeking funding sources

HousingFed Home Loan Bank of Boston Affordable

Housing Competition2- coordinate with

FHLBB & CHAPA60+ attendees

celebrated student projects on affordable

housing proposals throughout region

hosted the 19th annual celebration & awards ceremony

Accessibility, Housing, community design

Universal Design Standards TBD TBDincreased standards for univseral design in DND

projects

Working with DND, Design for Aging Committee and Enterprise on charette to increase

requirements for universal design in DND projects in Boston

Carbon and urban planning

BPDA Smart Utilities Session

2; staff time to coordinate w/ BDPA

and help promote and be present at session

about 40 attendees from AEC and real

estate development

Members and those developing large-scale projects learned about pilot to improve utility set-up and operation in

Boston

BPDA held session at BSA and will hold another at the end of May. Good opportunity for members

to be at meeting with large development firms as well

Citizen Architect Public Appointments

4; staff time for outreach, application

collection, nomination letters

5 commissions requested

nominations, about 50 applications received

BSA members to serve on public commissions

in city and region

Boston: Zoning Board of Appeals, Boston Landmarks, Beacon Hill Historic, Back Bay

Historic, Bay Village Historic; also Brockton's new historic

24

Goal Recent Activities Inputs Outputs Impacts Notes4 Design Education - Provide access to design education for every child in Boston

School Education Program

BPS Kindergarten Exhibition Reception & Fieldtrips

9

Work of 660 BPS Kindergarten students. Reception had xx* attendees. 90 Kindergarten students visited BSA Space

Visibility of student work by BSA visitors. Partnerships lead to collaborations that improve our programs, and reach larger audiences to provide design education.

5/11/19 Mayor Walsh invited*

Family Education Program

KidsBuild! 9660 children. 70 volunteer architects

Students gain awareness of the power of design and architecture to effect positive change

4/6 & 4/7

Family Education Program

MIT Girls Day 6

300 - 400 girls at the BSA Foundation education table building models


4/23/2019

Student Education Program

Bauhaus Design Workshop 3 15 age 11-17 students

Deep design education programs enable students to develop quality design skills that can be applied to solving complex challenges. Partnerships lead to collaborations that improve our programs, and reach larger audiences to provide design education.

4/27/2019. Partnership with the German Design Museum

School Education Program

Curley K-8 Fifth Grade Library Tour 390 5th grade students. 2 volunteer architects from Utile


4/9/2019

25

Goal Recent Activities Inputs Outputs Impacts Notes5 Community Design - Provide access to design resources for every Boston neighborhood

Staffing/Leadership Community Design Director7 - Staff and volunteer

time implementing plan

TBDNew Community Design Director

Meera is key point person. Developed job description that was reviewed by advisory group. Job posted. Identifying interviewing process.

Community Project Patio Café Design Workshop 6 - staff time TBDdesign 3-4 patio cafes for business owners in Main Streets Districts

This is on-going and the workshop will take place this spring. Working on scope of services agreement, insurance coverage for volunteers and selecting businesses to receive services

Community Program Tactical Public Realm Guidelines Panel3 - staff time, coordinating

City presenters, 40 attendees

Updated members on new city guidelines, got 6 more volunteers for workshop above

Community Project Lena Park Playground Project3 - Significant

volunteer time, with some staff involvement

Steps moving after receiving $600K CPA funding.

Now shifting from volunteer to paid. Our work is beginning to wind down

Community Project Sumner Street School PlaygroundPolly lead and work mostly wrapped up

Result of planning is now in construction

Project in construction phase which should be completed this summer

Charrette National Park ServiceCharrette with modest

staff planning and coordination

TBD

Will result in preliminary recoomendations for NPS space use in Boston

Project currently awaiting next phase approval from NPS

ExhibitionCommunity Design Exhibition - In the Public Interest

see exhibitions see exhibitions see exhibitionsExhibition closed . Good response from primarily the design community

26

Goal Recent Activities Inputs Outputs Impacts Notes6 Membership - Provide the highest level of service to our members, partners and guests

Membership

Maintain good AIA member figures. Grow other categories with particular focus on the Allied category. (See Membership Report for Details)

Reminders mailed. Continuing to pursue

Allied members via our sponsorship program handled primarily by

Maria Salvatierra.

2019 Renewals Paid as of 4/30/2019: FAIA - 98, AIA - 2333, Assoc. AIA - 271, Professional Aff. - 56, AIA_Other - 18, Architect Firms - 118, Allied Firm - 57

2019 Projected Revenue : FAIA/AIA - $1,291,623 Assoc. AIA - $85,101 Aff/AIA_Other - $16,484 Arch. Firm - $382,978 Allied Firm - $73,989

Focus continues on finishing the renewal cycle with reminders to the unpaid. Working to identify potential new Allied members. A notable trend in membership figures is the slowing of Assoc. AIA,

which is a reflection of overall national trends and continuing to monitor and research this shift

Allied Membership Grow Allied Membership

Ongoing outreach to prospective Allied members and new

subcontractors about benefits of Allied

membership

3 new Allied since last Board report.

Associate Architects and increasing Licensure

BSA Future Architect Scholarship (F.A.S.) 3, minimal staff effort32 Assoc. AIA have taken advantage of the FAS program

Provide follow-up with new assoc. AIA members encouraging participation

Member Service Robert Silman Memorial5 - Moderate staff time

and costAbout 75 attendees

Increase recognition of BSA as a service to

members

Member Service Michael Gebhart FAIA Memorial5 - Moderate staff time

and costAbout 150 attendees

Increase recognition of BSA as a service to

members

Design awards Accessible Design Awards submissions

Moderate staff time - CFP, broad and

targeted marketing, customer service, coordination with

MAAB + Access Committee

28 submissions for $2700 in revenue

(expected revenue $1000)

broader awareness of accessible design;

partnership with MAAB

Access Committee chairs did targeted personal outreach--much appreciated and effective support for BSA outreach/communications

Design awardsEducation Facilities Design Awards submission

deadline


targeted marketing, customer service,

coordinate w/ K-12 Educational Design +

BSA/SCUP committees

102 submissions for $13350 in revenue (expected revenue

$10000)

recognizing excellent work in educational

design, for which the Boston market is well-

known

61 higher ed submissions; 41 K-12 submissions

27

Design awardsSmall Firms Design Awards submission

deadline



Small Practices Network

74 submissions for $7000 in revenue

(expected revenue $4500)

recognizing excellent work done by small

firms (10 employees or fewer)

Design awards Honor Awards for Design Excellence



AIA|LA

TBD TBD Deadline: May 10

Design awards Unbuilt Architecture and Design Awards


targeted marketing, customer service, coordination with Unbuilt jury chair

TBD TBD Deadline: June 7

Design awards Housing Design Awards


targeted marketing, customer service,

coordination with AIA NY staff and Housing

Committee; BSA Housing Committee;

BSA Residential Design Committee

TBD TBD Deadline: August 16

Design awards Harleston Parker Medal



jurors

TBD TBD First meeting to come

Continuing Education Credits

7 - High staff time submitting and tracking

CEU

April - CEU 16.5 hrs; 7.5 HSW

270 member hours

Quality design education provided for members and allowing them to maintain their

license

28

Goal Recent Activities Inputs Outputs Impacts Notes7 Communication - Advance BSA and Foundation as thought-leaders and conveners in the industry and public appreciation for architecture

AB

Four years of AB content as well as several new stories have been uploaded to the new

website. More content is being uploaded now and the uploads will continue until the

archive is complete. A relationship with artists “What Will You Remember” has been formed. These reviewers will provide our galleries for

the first year. Launch is now scheduled for May 29.

($220,000 2019 expenses budgeted;

$150 revenue budgeted) 10

None to date

Content reflects thought leadership; new format engages new audiences; gets people talking about

architecture

Early promotion via social media and enewsletters has begun.

Web

The platform has been developed. Content is now being migrated and uploaded. Messaging

is underway. The new Jobs Board is in development.

10 ($250,000 2019 expenses budgeted;

revenues from Classified is $140K)

Existing site: 70,000+ unique visitors monthly

90,000+ page views monthly; New site:

research phase conducted; creative

brief presented

Thought leadership and engagement

Launch was pushed back to late May to accommodate the development of a new Jobs

Board.

Social Media

The new look and feel of the social media pages are being updated to match the new

site design. New more targeted strategies for distributing

4

Twitter followers 11K; Facebook likes 6,700; Instatgram followers 1,500; 7,000+ group

members

EngagementNew marketing strategy is being developed in

tandem with the website rollout. An intern has been dedicated to social media management.

CurrentsActively redesigning to align with new website

look and feel; same is true for all email broadcast templates

2 ($22K 2019 revenue budgeted)

10K+ recipients; 25% open rate

Promote upcoming events

Consultants have identified Currents as the strongest digital push tool, alongside social media

Exhibitions

First floor and conference rooms: Boston Up: Infrared photographs by Neal Rantoul

through June 1; Surface Tension: Architectural photographs from Peter Vanderwarker; IG

Boston Snapshots in Congress; New Visions of Designed Environments on view June 4 through January 3, 2020; IG Boston in

Congress Room

4 ($5K 2019 budgeted expense for 1st floor; see Advancement for

revenue)

25K visitors annually

Expose audiences to architectural

photograph; bring in new audience types to

Space

Shows change every six months; the jury for the photo exhibition has done their work and selected

53 images to mount for a June show.

29

Exhibitions

Installing now in the gallery is Summer 2019 main gallery and Salt: Balancing Act:

Urbanism and Emerging Technologies on view May 17 through September 27

7 ($70K investment) Received $40K from

AIA national to travel the show; received $5K

from Existing conditions


Deepen relationship to CBT; expose audiences to progressive thinking

about sustainability

Exhibition is actively in installation phase; Recipient of AIA Traveling Grant; plans already in

place for exhibition to travel to AIA Seattle

Exhibitions

Our Boston: Voices from Kindergarten — a collaboration among Foundation volunteers

who visited 34 BPS classrooms (680 students) in 14 schools across 12 neighborhoods is on new from May 3- May 16. Reception at BSA

Space May 11.

4 (no budget involved but requires a good deal of staff time to move the models to

accommodate programming and

rentals)

Reception on May 11 may bring BPS

education officials and the Mayor

Deepen our partner relationship with BPS;

demonstrate how Foundation programs help close particular

education gaps

Have pitched James Vasniz at the Globe with a story idea about this exhibition

Exhibitions Fall/Winter 2019

Planning underway and requires different

levels of planning and implementation

Engage the public and professionals in a discussion about

infrastructure’s role in creating vibrant cities

October exhibition - Canstruction November - January - BSA Design Awards

December - Gingerbread Spring 2020 - Durable - materiality & sustainability (2018 Latrobe winners) Summer 2020 - Now

What? traveling exhibit on equity + justice in architecture

Exhibitions

Spring 2020 has been booked: Durable (a look at materiality and sustainability) Curated by

the 2018 Latrobe-winning team of David Fannon AIA, Michelle Laboy, and Peter

Wiederspahn AIA

50K budget before fundraising


Deepen the exploration of what sustainability

means and how it may be used to better our

world

Scheduled

ExhibitionsSummer 2021 call for proposals has been

approved by the Exhibitions Committee. The theme is WATER.

50K budget before fundraising


Further the professional and public

discussion about the role that water plays

throughout our urban systems…not just sea

level rise (but that, too).

CFP tp post early June

30

Boston Architecture Diary

Potential partner may be Boston Harbor Now. Conversation slated for later in May.

1 (not budgeted)<1,000 monthly hits / 1

potential additional investor

Potential to awareness among the public

Scheduled to expire; cannot divert resources to maintain upkeep; $3000 cost per year, not shared after by other institutions following launch. Goal

can be achieved through other tools including social media, programs and exhibitions at BSA Space and in the community; press and other

media:

AIA Guide to BostonAvailable in Apple App Store; we continue to promote digitally through house ads online

1 (not budgeted)Fewer than 500

downloadsPotential for public

engagement

Despite marketing via social media, display and print ads, presence at events including ABX, the

product has not enjoyed success

Homeowner’s Project Handbook

Sales are underway for the 2019 edition4 ($50 revenue and

$5K expenses budgeted for 2019)

January and February 2019: Unique users:

416, Page views: 1,284Since June 1 2018:

3,000 unique users and 10,000 views; 2019

Handbook now being marketed

Supports small firms and sole practitioners ;

provides a way to guide the public toward qualified

architects

Legacy publication went digital first in 2018. Will be digital only in 2019; sales and sales marketing

is underway for the 2019 edition;

Grants

CFP launches late spring. The Foundation board has been asked to consider the future of the grant program, which may affect the

CFP

$20-$30KGrants issued to public and private K-12 design

education providers

Promotes design education; community

design

31

8 Operations/ Organization - Provide the operational and technical support to deliver excellent member service and staff efficacy

AIA DatabaseAIA changing to new database system in late 2019. Monitor to determine if we also change.

Currently low staff impact, but will require

more time in summer/fall

Could result in possible savings and improved systems

TBDWill assess later this summer. Currently monitoring progress with National.

AIA CACE

CACE working groups focused on best practices and recommendations for chapters on Impact of Economic Downturns, and engaging emerging professionals

1 - currently low impact, but monitoring

results for future recommendations

Could lead to planning for potential downturn and new EP programming

TBDAlso reviewing CACE governance and representation at the national level

AIA SECEric also sits on the AIA Secretary Advisors Council

1 - currently low impact with one

monthly call

Increased awareness of issues at the national level

SEC is currently reviewing national elections processes, simplifying resolution process, addressing EDI in Awards, reviewing emeritus requirements, and the make up of the strategic council.

ABX SalesInforma manages all Sales activities. BSA recieves monthly reports.

1 - Brian Keefe full-time on ABX, but his salary is

paid by Informa.

2% of gross sales revenue. As of May 7, $500k gross collected by Informa.

Productive channel for engagement with the building product industry, including trends on how they're looking to engage architects and spend marketing $.

Ongoing

ABX PartnershipBSA Staff beginning to plan for 1,800sf of space on the ABX show floor, with an eye toward marketing.

3 - Staff time to plan (will increase closer to

date)

New members and more engaged members

2/3 of ABX attendees are not BSA members. The BSA can use this (newly free) platform to engage those attendees.

Next steps - Continue to plan for the show floor. Create opportunities for friends and allies to leverage the show floor.

Business Planning

Consultant David Grasfield, 6 senior Staff, and 4 Board members (2 BSA, 2 Foundation) convened a Working Group and met for four hours in April. The group approved 7 of 10 opportunities presented by Grasfield for further pursuit.

7 - $30,000 for consultant and

significant staff / volunteer time

A portfolio of one-page business plans

Create a portfolio approach to increasing revenue that is more closely aligned with the expertise and mission of the organizatoin, and is sustainable.

Next steps - 7 opportunities each being developed into one-page business plans addressing mission, market, financials and impact. The one-pagers will include recommendations on next steps.

32

Integrated Sales and Marketing

Developed an integrated brochure to present opportunities without boundaries to all prospective sponsors. Began to develop an internal sales team and sales processes to support this team.

9 - one-full time staff person and multiple

part time staff people (sales, marketing, data, financials, accounting).

Increased revenue and increased awareness to the industry of all we do and how they can contribute.

BSA revenue partners will be paired with opportunities and programs that better suit their business needs, creating a more viable long-term financial future for all parties.

Next steps - turn sales into a full-time position on staff. Create systems including database, contracts, invoicing/collections to support sales.

Technology

Coordinated with Dan Blumenthal a first step in updating existing systems - renewing the Dell service contract. Set up a time to meet in early June to triage the additional high-cost items.

Staff time = 2; Cost = $3503.79

To maintain the integrity of our server.

Total upgrades needed are significant (disruptive of work flow and costly) and will be coordinated so as to be as financially feasible as possible while maintaining a secure and efficient system for staff, member, rental clients and visitors.

33

Goal Recent Activities Inputs Outputs Impacts Notes9 Governance - Build a high performance nonprofit organization that advances both independently and together to achieve our goals

BSA/Foundation Agreement

Updated draft presented to Boards. Approved by the BSA Board. To be reviewed again by

Foundation Board

3 - ED and volunteer leadership time

Strengthen relationship between BSA and

Foundation

Clarify and update terms of operations,

included communication and

EDI

BSA Board Meeting

Board meeting on April 5 included vote on AE911 Truth, strategic conversation on Carbon, updates on business planning,

website and Foundation fundraising, vote on the Collaboration agreement and update

from Grassroots

8 - ED and EA staff time with Pres/Pres-elect

Organizational governance

Decision to not support AE911 Truth, outline of Carbon plans, vote to approve Collaboration

agreement

Bill Bates FAIA VisitAIA President Bill Bates FAIA is visiting May

23. We will host a reception and dinner

3 - modest staff time arranging reception,

dinner and invitations

Learn AIA directions, provide feedback to

national

BSA Nominating Committee

Identifying candidates for 2020 elections - Pres elect, Secretary, VP Communications, Director At-Large, Affiliate Director, Public

Director, and elected committees

6 - moderate staff and volunteer time to

identify and contact candidates

Identifying strong candidates for BSA

leadershipEffective governance

Committee plans to wrap up work and present at the June Board meeting.

BSA Ethics Committee

Committee addressed all three of the current cases that were under review. Also discussing agenda for continuing to educate members

on the Code.

6 - moderate staff and volunteer time to meet with and follow up on

cases

All three cases resolved

Increasing awareness of the Code and

providing a venue for reviewing Ethics

questions

BSA Honors & Awards Committee

Committee is reviewing and making recommendations for AIA Honors and Awards

and the four BSA Honors: Honorary BSA, Award of Honor, Young Architect and

Commonwealth Award

6 - moderate staff and volunteer time to

organize materials, review and make

recommendations

BSA continues to be a strong "recommender"

for AIA Honors & Awards.

Recognizes key leaders in the BSA

Committee plans to wrap up work and present at the June Board meeting.

BSA Audit CommitteePlans for the Audit Committee meeting

currently underway.

2- for audit committee, 9- for Audit review as it

requires significant staff time (though less

than full audit

Ensures effective procedures, processes and policies as well as financial management

Committee will meet and present the audit at the June Board meeting

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Foundation Board Meeting

Board meeting on April 10 included strategic conversations on Design Education,

Community Design and Grant giving; updates on business planning, website and

fundraising. Delayed vote on Collaboration Agreement

8 - ED and EA staff time with Chair

Organizational governance

Task force formed to make

recommendations on messaging

Foundation Governance Committee

Survey sent to Board members to determine best meeting times

2 modest staff time to send and follow up on

survey

Greater attendence and engagement by the

Board

Will share the results at upcoming Foundation Board meeting

Foundation Finance Committee

Preparations for next FFC meeting which includes Audit Review and request for

presentation by Investment Firm

1 - currently working to set up dates for

meeting

Ensures effective procedures, processes and policies as well as financial management

AIA National Business Meeting

Preparations for voting at the AIA National Business Meeting in June in Las Vegas

2 - working with Jean to be authorized for

voting

Ensures strong National governance

Will be presented at the BSA Board meeting with recommendations

BSA + Foundation Joint Executive Committee

Met April 17 and meeting next on May 21. Reviewed updates on consultants and focused on Messaging and finalizing

Collaboration Agreement. In particular focused on Richard Russell's (fundraising

consultant) 7 recommendations

4 - though most of this work is part of other

priorities advancing our work

Strengthening coordinated governance

Next meeting will focus on Messaging and need to review goals / plans for the ED review.

AIA MA

AIA MA currently reviewing S. 1230 An act to protect children, families and firefighters

from harmful flame retardants. Determining if it fits with AIA MA scope.

1 - Minimal BSA involvement except for volunteer reps on AIA

MA Board

Awareness

AIA ContractsNew AIA Contract Docs on Interiors now

available

1 - Minimal BSA involvement except to

share informationAwareness

AIA EDINew AIA chapters 4-6 now available for

members

5 - Reading and review by BSA EDI Task Force

and staffAwareness

After review will look to promote and share information more broadly with membership.

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Goal Recent Activities Inputs Outputs Impacts Notes10 Financial - Build a financial model that supports and advances the organizations' short and long term goals

Overall: Includes: Financials, Audits, Budget Process, Fundraising/Development, work with other affiliates

Finished closing fiscal 2018

Currently wrapping up auditApprox cost of audit -

$10Kfinancial statements

clear knowledge of 2018 results

should be completed and reviewed by the Audit Committee and presenting to board in June

closed Q1 2019 reviewing all Q1 transactions Q1 2019 financials

statementssee how we are doing compared to budget

Renewing Legacy Circle Members: $180,000

Currently $40,000 in renewals; Meetings/conversations scheduled/in

progress with 46 others

8 Staff time, highly intensive

4 renewed members - 1 increased to $25K

$35,000

New Legacy Circle Members: $180,000

Currently $11,0002 Currently staff time

light; volunteer involvement light

2 new members $11,000 Most new LC's secured closer to Breakfast

Fundraiser (December)

One Time Breakfast Donations: $30,000

Will occur at Breakfast(December)

Breakfast Sponsors: $4,500

$1,500 1 staff time; sponsors

recurring1 sponsor $1,500 Will occur closer to Breakfast(December)

Grants and sponsorship: $110,000

Currently $10,000; $125,000 applied for; $15,000 declined

6 Staff time, highly intensive

2 new grants; 1 new exhib sponsor

$2,500 in unrestricted support; $2,500 in restricted support;

$5,000 towards Balancing Act from

Existing ConditionsVisibility to new funder (Eastern

Bank)

Annual Appeal: $30,000Currently $11,400; one major donor; handful

of small donations2 Continuing appeal

from 20189 AA donors

$11,400 in unrestricted support; new major donor - individual (philanthropist)

Targeted appeal sent in thank you to all KidsBuild! attendees

Events: $55,000 $19,080 - Auction5 Staff time and

volunteer involvement moderately intensive.

AutoDesk Sponsor: $5000; Silent $6,059;

Live $2,600; Donations $100; Misc $180;

Tickets $5,141; (Staff spent $3,245 - 54% - on

auction items)

$19,080 in unrestricted support; new event; new ways to support

the Foundation's work

Note: Event revenue unlikely to meet goal; will need to be made up in other areas. Auction

complete; Other events for 2019: Arch Trivia (2); Gingerbread; Book Sale; Note 2: the next Trivia is

on May 9.

36

Recruit new consultant

Richard Russel of Resilient Philanthropy led Board and volunteers on retreat focused

around launching major gifts program March 21-22

7 Staff and volunteer someowhat intensive

(36 hour retreat); Richard's fee for

retreat facilitation $10,000

New learning and preparation to start major gifts program

Followup from retreat has started

Successfully launch Architecture Auction

Jury formed fall 2018; art selected January 2019; Ticket sales opened January 2019;

event attracted approximalte 150 attendees

5 moderate staff and volunteer involvement

New event; selection of 50+ artworks and

experiences

Engagement from committee and donors

of artworks/ experiences; attendees and word of mouth for

next year

Future events will need better marketing strategy to diversify audience and attract ticket buyers.

Launch Rising Philanthropists (new group of emerging donors under 40)

Soft launch in December 2018; First official event in early June

3 Currently moderate staff and volunteer

involvement

10 members at $250 each

$2,500; Younger generation of AEC

community involved in philanthropy and the

BSAF

37

Design and building excellence

Advocate for public policies in planning and design that will create a more beautiful, vibrant, and just city and region, through partnership with government agencies and other nonprofits.

Public policy and advocacy

MISSION: from our charterCollegiality: To unite in fellowhip the architects of the BSA/AIA territory.

VISION: By 2030, BSA/AIA architects will be leading professionals advancing design excellence; sustainable and resilient design; and equity, diversity, and inclusion.

Practice excellence

Advance design and professional excellence and equity within the architectural community, through supporting a diverse range of models of architectural practice and design.

Help the architectural community, including students and interns, improve the quality of design and their practice by:

• Exploring a wide range of new practice models

• Remedying patterns of racial and gender inequality within the profession

• Expanding opportunities for public interest/pro bono design services

• Professional development

The BSA/AIA is committed to professional development for our members, advocacy on behalf of great design, and sharing an appreciation for the built environment with the public at large. Established in 1867, the BSA/AIA today has nearly 4,500 members and offers unparalleled programs, services, and publications that foster innovation, equity, economic vitality, and resiliency throughout New England, North America, and the world.

The BSA Foundation, a 501(c)(3) public charity, has a mission to build a better Boston by engaging communities, inspiring vision, and provoking positive change. The BSA Foundation’s vision is that by 2030 Boston is a model of a resilient, equitable, and architecturally vibrant city and region. The BSA Foundation was established by BSA/AIA in 1971 as the public service sister organization to the BSA/AIA. Since 2014 the BSA Foundation has served over 100,000 people.

BSA Space is Boston’s center for architecture and design and is home to the BSA/AIA and BSA Foundation. We host public and professional exhibitions. Visitors are invited to view their world differently, imagine new possibilities for improving their community, and learn achievable and remarkable ways to do it. BSA Space opened in 2012 and is free and open to the public.

www.architects.org

Strategic Planning Process Map 2018

STRATEGIC GOAL #1BACKGROUND:About the Boston Society of Architects/AIA (BSA/AIA),

the BSA Foundation, and BSA Space.

PRIORITIES

PRIORITIES

Improve the quality of building construction through collaboration and thought leadership in the AEC industry.

STRATEGIC GOAL #2 STRATEGIC GOAL #3

Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant and just city and region.

Public design engagement and

education

STRATEGIC GOAL #4

Work with professional and industry partners to promulgate and share best practices that improve the quality of design and construction, by exploring and advancing:

• Encouraging innovative design approaches

• BIM and other new forms of information technology

• New methods of project delivery and development

• New methods of fabrication and assembly

PRIORITIES

With AIA Massachusetts, advocate for government programs, policies, regulations, and laws that advance BSA/AIA ethical standards and policy goals for:

• Design excellence

• Equity and inclusion

• Climate change/sustainability

• Resiliency/adaptation

• Housing

• City and regional planning

PRIORITIES

Work with the BSA Foundation to strengthen civic engagement activities that make the publc aware of efforts throughout the region to advance:

• Design excellence

• Equity and inclusion

• Climate change/sustainability

• Resiliency/adaptation

• Housing

• City and regional planning

PRIORITIES

Best practices and design quality: To combine the efforts of our members to promote the artistic, scientific, and administrative competence of the profession.

Goals and ethical standards of the profession: To forward the goals of the AIA and to urge adherence to its ethical standards.

Public design engage-ment and education: Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant city and region.

BSA/AIA + BSA FOUNDATION By 2030, Boston is a model of a resilient, equitable, and architecturally-vibrant city and region

38

Design and building excellence

Public policy and advocacy

Practice excellence

• Massachusetts architects, interns, and firm employees

• Masssachusetts AE firms

• Massachusetts architectural students and teachers

• Massacchusetts architecture schools

• Executive Education

www.architects.org

Strategic Planning Process Map 2018

STRATEGIC GOAL #1

Partners to engage

PRIORITIES

STRATEGIC GOAL #2 STRATEGIC GOAL #3

Public design engagement and

education

STRATEGIC GOAL #4

• Same as Goal #1

• Professional groups: BSLA, ACEC

• Industry groups: ABC, USGBC, ULI, AGC NAIOP, GBREB

• State and city construction agencies: DSB, DCAM, MSBA, BPFD

Partners to engage

• Same as Goals #1 + #2

• BSA Foundation, AIA Massachusetts

• City, regional, and state agencies (e.g. Cities of Boston, CAmbridge, and Somerville; MAPC; Mass EEA, etc.)

• Nonprofits (e.g. Green Ribbon Commission, Boston HArbor Now, partners in Smart Growth Alliance, etc.)

Partners to engage

• Same as Goals, #1,#2,+ #3

• School children, parents, teachers

• Community partners

• General public

Partners to engage

• All BSA committees

• ABX, other educational programs

• ArchitectureBoston, Currents, website, social media

• Design Awards

• Social events

Tools

• BSA Advocacy committees

• Policy documents

• Lectures, symposia, forums

• Community projects, design workshops/charrettes

• ArchitectureBoston

• Gallery exhibitions in BSA Space

Tools

• KidsBuild!

• Community projects, design workshopscharrettes

• ArchitectureBoston

• Gallery exhibitions in BSA Space

• BSA + BSA Foundation sponsored lectures, symposia, forums

• Design Awards

Tools

• All BSA committees

• ABX, other educational programs

• ArchitectureBoston, Currents, website, social media

• Design Awards

• Social events

Tools

• BSA Affliliate membership

• Participation of affilates and non-BSA members in committees

• Attendance of affiliates and non-BSA members at ABX, other programs and events

Success metrics

• Participation in policy working groups with government agencies and nonprofits

• Development and dissemination of policy positions

• Advances in government policies and regulations

Success metrics

• Participation in KidsBuild!

• Number and effectiveness of community projects and workshops

• Circulation of ArchitectureBoston

• Attendance at gallery exhibitions, public

Success metrics

• BSA professional and associate membership

• Committee membership, participation, and events

• Attendance, revenues from ABX, and other programs

Success metrics

VISION:

By 2030, BSA/AIA architects will be leading professionals advancing design excellence; sustainable and resilient design; and equity, diversity, and inclusion.

MISSION: from our charter

Collegiality: To unite in fellowship the architects of the BSA/AIA territory.

Best practices and design quality: To combine the efforts of our members to promote the artistic, scientific, and administrative competence of the profession.

Goals and ethical standards of the profession: To forward the goals of the AIA and to urge adherence to its ethical standards.

Public design engagement and education: Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant city and region

continued from page 1

page 239

MISSION: To build a better Boston by:

2. Inspiring vibrant neighborhoods & a more resilient & equitable city through design explorations with community-based audiences.

3. Provoking change through strong collaborative efforts and strategic use of our resources, including BSA Space.

1. Engaging the public in the importance and power of design.

VISION: By 2030, Boston is a model of a resilient, equitable and architecturally vibrant city and region.

Providing access to design resources for every neighborhood in Boston.

Ensuring access for every child in Boston to design education.

1. Expand design education programs to more neighborhoods.2. Offer family design programs on more weekends.3. Engage potential partner design education groups, local universities, state and local education leaders in a roundtable to facilitate expansion of design education.4. Develop design education coalition to meet with leading city and state education administrators to explore and develop design curriculum for schools.5. Develop and regularly offer design education training programs for educators and architects.6. Tie exhibitions (when appropriate) to youth design education goals.7. Mobilize foundation and corporate support for education initiatives.8. Align BSA Foundation grants to support design education.

1. Expand community design programs to more communities in need by developing a project selection process.2. Engage public figures, community leaders, key institutions, architecture firms, and design schools to deepen our understanding of community needs and opportunities and explore how to build the infrastructure.3. Engage related organizations to build a coalition focused on providing design, planning, and building resources in communities.4. Tie appropriate exhibitions to addressing neighborhood design challenges.5. Partner with local universities and others to develop assessment tools.6. Mobilize foundation and corporate support for community initiatives.7. Align BSA Foundation grants to support community resources projects.

1. Build structure to organize and grow design workshop/charrette programming.2. Deepen the impact of the Designing Boston (and related) programs.3. Coordinate policy and growth agenda with the BSA advocacy agenda.4. Build a coalition of like-minded organizations to advance policies and growth that support equity, resiliency and design excellence.5. Develop and implement coordinated communication strategies around policy and growth.6. Provide high quality public programs that increase awareness of excellent design policies and growth.7. Mobilize foundation and corporate support for the design policy and growth agenda.

Annually ·# Boston children who have access ·Level of understanding ·City and media recognitionLong-term ·Boston students entering architecture/ design profession ·Level of community engagement using design thinking ·Quality of Boston design

The BSA Foundation, created by the BSA in 1971, is committed to engaging the public in appreciating design excellence and helping solve our community’s challenges through design. In 2014, the Foundation expanded our focus to “build a better Boston by engaging communities, inspiring vision, and provoking positive change” through design. We deliver the mission through exhibitions at BSA Space, youth and family design education programs, cultural programming, community, and civic work.

The BSA is committed to professional development for our members, advocacy on behalf of great design, and sharing an appreciation for the built environment with the public at large. Established in 1867, the BSA today has nearly 4,000 members and produces a diverse array of programs and publications, including ABX, and ArchitectureBoston the design ideas magazine. A chapter of the American Institute of Architects, the BSA is a nonprofit, professional-service organization for the design and building industry profession.

BSA Space is Boston’s center for architecture and design and is home to the BSA and BSA Foundation. We host exhibitions, public and professional. Visitors are invited to view their world differently, imagine new possibilities for improving their community, and learn achievable and remarkable ways to do it. The BSA Space opened in 2012 and is free and open to the public.

www.architects.org/foundationStrategic Planning Process Map 2018

STRATEGIC GOAL 1: STRATEGIC GOAL 2: STRATEGIC GOAL 3:

DELIVERY TOOLS:

YOUTH & FAMILY PROGRAMS:Learning by Design KidsBuild!Family Design Days

COMMUNITY DESIGN:CDRCWorkshops & charrettesDesigning Boston & forums

EXHIBITIONS:6,500 square feet of gallery space

GRANTS:Distributed more than $1million supporting community based design education.

CULTURAL PROGRAMMING:Common BostonAIA Guide to boston AppTours, Films

BACKGROUND:About the BSA Foundation,

the Boston Society of Architects/ AIA (BSA), and BSA Space.

Annually ·# Boston neighbors using design resources to solve challenges ·Quality of design projects ·City and media recognitionLong-term ·Access of design resources for all neighborhoods ·Quality and affordability of housing, resiliency, etc. for every neighborhood

·Quality of design in Boston ·Impact of policies on the urban core ·Recognition of policies in media and other cities ·Level of city leadership support for policies

MEASURES OF SUCCESS: MEASURES OF SUCCESS: MEASURES OF SUCCESS:

Using design to engage and empower the public to address regional

challenges.

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This meeting will convene at BSA Space, 290 Congress Street, at noon on Thursday, May ... · 2019....

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