date: wednesday, may 15, 2019 · 12:20 pm strategic conversation on messaging, governance and...

To: BSA Foundation Trustees From: Ted Touloukian AIA, Chair Re: Meeting Agenda Date: Wednesday, May 15, 2019 Our next meeting begins at 12:00 pm to 2 pm on Wednesday, May 22 at Payette, Boston. Lunch will be provided at 12:00 pm. Please allow extra time to go through security! AGENDA 12:00 PM Call to Order

• Approval of April and February Meeting Minutes [VOTE]

12:10 PM Updating the BSA and BSA Foundation Collaboration Agreement [VOTE]

12:15 PM Q1 Financial Update and new quarterly reports

12:20 PM Strategic Conversation on messaging, governance and execution

• Community Design

• Grants

• Development, Major Gifts & Richard Russell’s recommendations

1:35 PM Updates (5 minutes each)

• Business planning - Billy • Website and messaging - Pamela

1:45 PM Update on work from the BSA – Rick Dimino & Eric White

1:50 PM New Business

ENCLOSURES

2019 BSA Foundation Trustees List p. 2 2019 Board Meeting Dates p. 3 February 2019 Minutes p. 4 April 2019 Minutes p. 5Q1 Financial report p. 7Development report p. 9Highlights of BSA Foundation Scorecard p. 10BSA Foundation and BSA Scorecard p. 11BSA and Foundation Collaboration Agreement p. 28 Community Design Director job description p. 38Richard Russell’s recommendations p. 40Eric’s follow up recommendations p. 44Statement of Values p. 45BSA Foundation Strategic Planning Map p. 46BSA Strategic Planning Map p. 47BSA Foundation Committees p. 49

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2019 BSA Foundation Trustees Meera Deean (’20) Boston Planning & Development Agency 15 State Street, Ste 1100 Boston, MA 02109-3502 617-423-7200 / [email protected] Richard A. Dimino (’19) A Better City 33 Broad Street, Suite 300 Boston, MA 02109 617-502-6240 / [email protected] Rickie Golden (’21) The Davis Companies 125 High Street Boston, MA 02110 617-936-4855 / [email protected] Bennet Heart (’19) Vice Chair Noble, Wickersham & Heart LLP 1280 Massachusetts Ave Cambridge, MA 02138-3840 617-491-9800 / [email protected] Eric Krauss (‘20) Treasurer New England Aquarium Central Wharf Boston, MA 02110 617-973-5200 / [email protected] Peter Kuttner FAIA (’19) Cambridge Seven Associates 1050 Massachusetts Avenue Cambridge, MA 02138 617-492-7000 / [email protected] Anne-Marie Lubenau FAIA (’20) Bruner Foundation 130 Prospect St Cambridge, MA 02139 (617) 492-8404 / [email protected] Patrick McCafferty PE (’20) Arup USA 60 State Street Boston, MA 02109 617-864-2987 / [email protected]

Haril Pandya FAIA (’20) CBT Architects 110 Canal Street Boston, MA 02114-1805 617-262-4354 / [email protected] Kelly Sherman (’21) Secretary 71 Fulkerson Street Cambridge, MA 02141 617-901-2435 / [email protected] David Silverman AIA (’19) Silverman Trykowski Associates, Inc. 125 Broad Street, Fl 7 Boston, MA 02110 617-426-1501 / [email protected] Richard Taylor (’21) Taylor Smith Commercial, LLC. Four Copley Place Boston, MA 02116 617-947-6089 / [email protected] Theodore T. Touloukian, AIA (’21) Chair Touloukian Touloukian Inc. 151 Pearl Street Boston, MA 02110 617-526-0884 / [email protected] Laura Wernick FAIA (’20) Past- Chair HMFH Architects, Inc. 130 Bishop Richard Allen Drive Cambridge, MA 02139 (617) 844-2113 / [email protected] Kenneth Willis (’21) Federal Home Loan Bank 800 Boylston St Fl 9 Boston, MA 02199 617-292-9631 / [email protected]

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mailto:[email protected]







2019 BSA Foundation Board Meeting Agenda Schedule

Dates Agenda Items Reports

Wednesday, January 23 Board Retreat

Wednesday, February 27 Joint Board Reception

6 PM - 8 PM

Thursday, February 28 BSA & BSA Foundation Meeting

12 PM - 2 PM

Wednesday, April 10 12 PM - 2 PM

ExComm 11 am-noon

Wednesday, May 22 12 PM - 2 PM

ExComm 11 am-noon

Wednesday, June 19 12 PM - 2 PM

ExComm 11 am-noon

Wednesday, September 4 12 PM - 2 PM

ExComm 11 am-noon

Wednesday, October 2 12 PM - 2 PM

ExComm 11 am-noon

Wednesday, December 4

12 PM - 2 PM ExComm 11 am-noon

-Introduce new Trustees -2019 Committee appointments -Review 2018 -Strategic collaboration committee recap -Key questions for Board in 2019 -A social event for the Society and Foundation Boards -Relationship between BSA and Foundation -Equity, Diversity, and Inclusion -Long-term financial and business planning Strategic Discussion: Goal 1- Education -Finance Committee recommendations -Review grant guidlines

Strategic Discussion: Goal 2- Community -Q1 Review and Adjustments -Budget Prep Calendar Strategic Discussion: Goal 3- Policy -Nominating Committee Recommendations -Audit review results -Define action items for Sept. 4 Board Meeting -Budget prep including ED Compensation Strategic Discussion: Goal 4- Programs, Exhibitions

& Grants -Budget preparation -Action items -Budget review and approval -Confirm 2020 Trustees and Officers -Joint Strategic Collaboration Assessment -Strategic discussion -Review of Excutive Director -Strategic Discussion & 2020 Planning -Review of 2019

-Assessment Report -Budget & Investment -Development -Programs & Exhibitions -Press -EDI -Final FY 2016 -Budget & Investment -Development -Assessment report -Press -Goals update -Q1 Reports -Assessment Report -Goals Update -Budget & Investment -Development -Civic TF update -Assessment report -Press -Programs & Exhibitions -Audit report Q2 Reports -ED report -Exhibitions/ Programs report -Development report Q3 Reports -Budget & Investment -Development -Management -Press -Prep for Board & ED Assessments -Grants Committee -Development Report -Press 3

February 28, 2019 Minutes of the BSA + BSA Foundation Joint Meeting BSA Board Present:

Sam Batchelor AIA, Rebecca Berry AIA, Jeffry Burchard AIA, Sara Carr, Jean Carroon FAIA, Larry Chan FAIA, Natasha Espada AIA, Anda French AIA, Shauna Gillies-Smith ASLA, Kelly Hutzell AIA, Glen LeRoy FAIA, Andrea Love AIA, Dan Perruzzi AIA, George Proakis AICP, Patricia Seitz AIA, Ellen Watts FAIA, Jay Wickersham FAIA,

Foundation Board Meera Deean, Bennet Heart, Peter Kuttner FAIA, Anne-Marie Lubenau FAIA, Kelly Sherman, David Present: Silverman, Richard Taylor, Ted Touloukian AIA, Laura Wernick FAIA Staff: Ben Cohen, Jenny Efron, Pamela de Oliveira-Smith, Abby Lindauer, Victoria McKay, Eric White Absent: Brandon Clifford, Rick Dimino, Christine Dunn AIA, Rickie Golden, Amy Korte AIA, Eric Krauss,

Malia Lazu, Patrick McCafferty PE, Greg Minott AIA, Mary Anne Ocampo Assoc. AIA, Haril Pandya FAIA, Ken Willis

Call to order Noting the presence of a quorum, President Carroon and chair Touloukian called the meeting to

order at 12:19 pm. EDI Effron and French spoke about the current work being done on the EDI Task force; both internally

and externally. Staff meets monthly to tackle the taskforces goals. - The BSA Awards will be adding demographics and EDI language in submissions and jury process - Build relationships with local student orgs and find out what initiatives universities are taking around EDI - The new website will hold resources (Ex. AIA Minnesota CE EDI Training) - BSA Statement will be made and released

Communications Board voted to skip Upstatement presentation and updates to continue conversation on business

plan. Update Upon a motion by Touloukian, seconded by Carroon, it was VOTED to skip update; Unanimous. Business Planning/ Grasfield presented his preliminary ideas on structuring the BSA and BSA Foundation David Grasfield business planning. Next steps are to refine potential revenue generators with a smaller group

including staff leadership, two representatives from the BSA and two from the Foundation boards. We anticipate presenting the plan to the Boards in May.

Adjourn Upon a motion by Carroon, seconded by Sherman, it was VOTED to adjourn the meeting;

Unanimous. Respectfully submitted, Abby Lindauer Acting Secretary

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Minutes from the April 10 Meeting of the Board of Trustees Present:

Trustees: Meera Deean, Rick Dimino, Bennet Heart, Eric Krauss, Peter Kuttner FAIA, Patrick McCafferty PE, Kelly Sherman, David Silverman AIA, Ted Touloukian AIA, Laura Wernick FAIA, Ken Willis Staff: Polly Carpenter, Ben Cohen, Billy Craig, Michela Davola, Victoria McKay, Pamela de Oliveira-Smith, Eric White

Absent:

Rickie Golden, Anne-Marie Lubenau FAIA, Haril Pandya FAIA, Richard Taylor

Call to order:

Noting the presence of a quorum, President Touloukian called the meeting to order at 12:10 pm and welcomed the Board.

Minutes of prior meeting:

Upon a motion by President Touloukian, it was: VOTED to accept the minutes of the January 2019 Board meeting with amendments; Wernick motioned. Krauss seconded;

Unanimous. February 2019 Board meeting minutes to be approved at a later time.

Strategic Conversations:

White began with introduction to what Polly Carpenter has recently accomplished within the Youth and Family programming. Polly presented that the recent charge was to narrow the equity gap in design education opportunities. The actions taken were:

• Lena Park: CPA Grant $600,000 • Our Boston: Kindergarten program • Hire a Design Fellow to align the community design and youth programming • Studio 826: Teaches students about writing • Curriculum online: Accessible to teachers

White stated that the questions that remain are:

• What will be the focus for the future programming? • Focus on certain socioeconomic groups? • Focus on certain age ranges? • How often to reach every child (every year)? • At what level? Awareness vs. deep understanding • What questions the board would like to hear? • How to scale for impact?

White and Deean presented on the Community Design strategic conversation. • A small advisory committee has been created to lead the discussion. • Meera Deean has been appointed point person for the group. • They have determined that a new staff member, not a consultant would be the

best direction. • The focus is trying to find someone who is able to bridge the two needs: 5

Update on Collaboration Agreement:

architecture professional and community engagement. • There is the potential to bring on a consultant to assist the new staff member. • The next step is to edit the job description with a draft by early May to post as

soon as possible.

Pamela reported on the Grants program: • Began in 11984 • $20,000 budgeted to give out • In 2018, 8 grants were given out • In 2017, 12 grants were given out

Pamela posed questions about the future of the Grants Program to the Board: • Are we happy with the current grant program model? • Keep the changes that the applicant should be aware of the strategic goals? • Is there the opportunity to align with only one strategic goal? • Larger amounts to fewer organizations? • How to organize the grant structure?

Upon a motion by President Touloukian, it was: VOTED to have the Grants Committee review the options, and present them to the Board; Willis motioned. Heart seconded; White and Dimino presented on the Collaboration Agreement between the BSA and BSA Foundation.

• Work is continuing to move forward between both organizations. • Still waiting to see what comes of the Business plan. • The staff is still working, and currently there are no answers as of yet. • Executive Committee to review the Plan in detail and recommend next steps to the

Board.

Adjourn:

Touloukian requested a motion to adjourn, motion by Kuttner, seconded by Silverman, it was VOTED to adjourn the meeting at 2:05 pm;

Unanimous. Respectfully submitted, Michela Davola (on behalf of Kelly Sherman, Secretary)

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BSA FOUNDATIONSTATEMENT OF ACTIVITY 2020 Budget

Income Statement2019 Q1 Actual

2019 Q1 Budget Variance

2019 Budget YTD Actual Q1 Actual

REVENUEFundraising 62,550 11,250 51,300 475,000 891,209 13,272 508,500Capital Draw 0 0 0 0 95,000 - 140,000BSA Support 106,984 106,984 - 427,935 427,935 106,984 427,935Exhibitions 175 12,625 (12,450) 50,500 32,479 50 60,500Programs 11,578 21,250 (9,672) 97,000 43,952 8,433 190,000Grants - 15,000 (15,000) 60,000 11,500 2,500 110,000Other Income - - - - 0 0 -

Total Revenue 181,287 167,109 14,178 1,110,435 1,502,075 131,239 1,436,935

EXPENSESFundraising 16,593 58,250 41,657 134,000 75,550 31,610 109,000Communications 524 5,000 4,476 20,000 263,148 750 30,000Exhibitions 24,574 31,250 6,676 125,000 102,822 1,851 125,000

Programs 941 17,500 16,559 90,000 34,359 1,395 143,000Compensation + Benefits 125,549 136,381 10,832 545,772 462,149 97,903 685,411Grants Expense - - - - - - -Other Expenses 10,349 12,675 2,326 63,330 92,439 10,633 63,430

Total Expenses 178,530 261,056 82,526 978,102 1,030,467 144,142 1,155,841Operating Surplus/Deficit Total 2,757 (93,947) 96,704 132,333 471,607 (12,903) 281,094

Depreciation 244 0 (244) 0 813 81 0Operating Surplus/Deficit Total after Depr. 2,513 (93,947) 96,948 132,333 470,795 (12,984) 281,094

Investment Income 204,763 0 204,763 0 (135,530) (10,364) 0STATEMENT OF FINANCIAL POSITION

2018 YTD Q1 2019 DEVELOPMENT STATISTICS 2019 TYD Budget 2018 YTDASSETS

Cash 42,504 90,268 # Legacy Circle Members 154 132Investments 2,162,969 2,417,648 # New/ Renewed Legacy Circle Members 6 1Pledges & Accounts Receivable 875,490 866,630 # LC Members up for renewal 49 58Inventory & Prepaid Expenses/Other Current Assets (17,801) 10,810 # Projected New/Renewed LC Members 60 70Fixed Assets - Net 2,163 1,919 Expected annual payment on pledges 259,500$ 174,500$

Total Assets 3,065,324 3,387,275 Projected new/renewed amount pledged 360,000$ 605,000$

LIABILITIES Total Gift Balance 264,440$ 189,335$ Accounts Payable 31,889 19,691 Total Pledges 863,130$ 470,400$ Accrued Expenses - -Deferred Income/Deposits - - Grant total received 5,000$ 5,000$ Other Current Liabilities 26,692 1,919 Total Grant amount applied for 125,000$ 67,013$

Total Liabilities 58,581 173,103

NET ASSETS Annual Fund Raised 11,400$ n/aUnrestricted 2,174,761 2,382,191Restricted 831,982 831,982 Other Raised Revenue 24,330$ 1,800$

Total Net Assets 3,006,743 3,214,173

Total Liabilities and Net Assets 3,065,324 3,387,275

FY 2019 FY 2018

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To: BSA Foundation Board of Trustees Fr: Ben Cohen and Eric White Re: BSA Financial Dashboard Report on Q1 Date: Thursday May 16, 2019

Enclosed is the BSA Foundation Financial Dashboard for Q1 (closed March 31). Q1 closed with the BSA Foundation relatively close to target as revenue is running about 8% below budget while expenses are also about 46% below budget. The majority of both revenue and expense numbers is timing.

Good Trends:

Fundraising – We began the year strong with several Legacy Circle members resigning their commitments.

Youth/Family Programs – are currently ahead of budget (while total programs are down). This trend for youth program revenue has continued into Q2.

Investment income, which is also unbudgeted, increased by over $204K in the first quarter.

Timing:

Programs – policy and community design revenue was minimal in Q1 but is beginning to pick up in Q2 as more programs on energy have drawn paying audiences.

Exhibitions – we have since received approximately $20K in grants/sponsorships of exhibitions in Q2.

Grants – we have a number of grants submitted and have begun to receive funding. We are optimistic at meeting our $60K number for the end of the year.

Other:

Compensation – is down primarily due to no Community Design Director on board.

Expenses – other expenses are down primarily because of timing and we anticipate these picking up in the next few quarters.

Overall we are in a strong financial position and continue to grow. Our investment portfolio is now over $2.4M (though it has taken a hit in May). We are engaging Richard Russell to consult with us on the development of a major gifts campaign, that both Richard and business consultant David Grasfield have identified as our most significant revenue generation opportunity.

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May, 2019 Raised Revenue Financial Report and Narrative

Current Raised Revenue: $91,730 (FY2019 Goal: $589,500)

Renewing Legacy Circle Members to date (FY2019 Goal: $180,000) Actual: $40,000

- Stantec: Increased to $25,000 - HYM Investments: Renewed at $5,000 - NADAAA: Renewed at $5,000 - TriPyramid: Renewed at $5,000

New Legacy Circle Members to date: (FY2019 Goal: $180,000) Actual: $11,000

- Lee Kennedy at $5,000 - Anonymous Individual at $6,000

Departing/ Not Renewing Legacy Circle Members this year to date

- Dellbrook JKScanlan $5,000 – not renewing - Leggat McCall Properties $5,000 – not renewing

Grants Received

- Boston Cultural Council: $2,500 for operating support - Eastern Bank: $2,500 for KidsBuild! on the Road

All raised revenue streams are tracking as planned, with the exception of events. The inaugural Architecture Auction was not as successful as projected, and events revenue will need to be made up in other areas. The Foundation has currently has $125,000 in applied grant funding from various sources, and has a few more applications that will be submitted in the spring season. Legacy Circle renewals for donors who have satisfied their pledges are well underway with meetings having occurred, or scheduled for nearly all renewals. Planning for this year’s Breakfast Fundraiser has begun. The Foundation is currently considering next steps related to launching a major gifts program, including working in a longer term fashion with consultant Richard Russell of Resilient Philanthropy.

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Highlights of BSA Scorecard for Foundation Goals April - May, 2019

Goal 1 Design Education Activities: Many programs highlighted by BPS Kindergarten program and resulting in the Our Boston: Voices

from Kindergarten exhibit and 200 youth visiting and presentation by Mayor Walsh, Interim Superintendent Perille, and many students and teachers.

Results: Over 2,025 students, ages 4-18 engaged directly in BSA programs. Impact: The majority of these students and programs come from under-resourced and underserved

communities. Goal 2 Community Design Administrative: Community Design Director job description written, reviewed and posted and process underway. Activities: Allston Throat Charrette was a success with new recommendations submitted to DOT. New work

beginning on Patio Café Design Workshops and Tactical Public Realm Guidelines. Work continuing on NPS and Lena Park. Chelsea Food Center still on hold. Several existing projects wrapping up including Sumner School, Lutheran University Charrette and Community Design exhibition.

Impact: Specific recommendations on Allston submitted to DOT. Several projects well underway having

direct community changes including $600K funding for Lena Park, and planning going on now to build pop up storefronts at businesses in under-resourced neighborhoods funded in part by the city.

Goal 3 Policy Activities & Two sessions on carbon and urban planning reached about 100 people from communities and AEC Impact: industry. Partner on FHLB Affordable Housing Competition with about 60 attendees celebrating

student housing projects. Work ongoing with DND to create universal design standards for city projects. Also working with DND to plan for a shared Housing Fellow to begin in September.

Exhibitions Activities: In the Public Interest closed April 21 and preparation underway for Balancing Act opening May 17.

Kindergarten exhibition up for 2 weeks in response to Mayors challenge to students to design their city. Photo exhibitions feature public presentation drawing about 20 participants. Exhibition committee meeting to review and select 2021 exhibitions.

Impact: About 200 attendees to Kindergarten exhibit celebration, mostly young students. Grant Giving Activity: Task Force met to make recommendations for 2019 grants. Impact: TBD Development/Fundraising Activity: Finalizing agreement with Richard Russell to help develop major gifts campaign. Fundraising grants

received about $10K. Awareness event Trivia Night happened and planning underway for June Summer Celebration.

Impact: Current fundraising on track as first few months slower.

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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

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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

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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

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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

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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

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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

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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

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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.

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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

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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

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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.

22

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.

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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.

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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

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DRAFT FOR JOINT BOARD REVIEW 2-21-19 / MAJOR EDITS HIGHLIGHTED

AMENDED AND RESTATED COLLABORATION AGREEMENT

This Amended and Restated Collaboration Agreement (this “Agreement”) effective as of ____ 2019 (the “Effective Date”), is made by and between the BSA Foundation (the”Foundation”), a Massachusetts non-profit corporation, and the Boston Society of Architects, a Massachusetts non-profit corporation (the “BSA”). The Foundation and the BSA are sometimes referred to herein, individually, as a “Party” and, collectively, as the “Parties.” This Agreement amends and restates in its entirety the Collaboration Agreement executed by the Parties as of May 7, 2015 (the “Original Agreement”).

BACKGROUND

A. The Foundation works to make Boston a model of a resilient, equitable and architecturally vibrant city and region. The Foundation shares an appreciation for the built environment with the BSA and the public, and it is recognized as a charitable educational organization under Section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the “Code”).

B. The BSA is the local chapter of the American Institute of Architects in the Boston metropolitan area. Its membership is drawn from Eastern Massachusetts and includes over 4,000 architects, associate members and building industry affiliates. The BSA is committed to professional development for its members, advocacy on behalf of great design, and, through support of the Foundation, sharing an appreciation for the built environment with the public at large. The BSA is a professional organization under Section 501(c)(6) of the Code.

C. Since the execution of the Original Agreement in 2015, the BSA and Foundation boards and staff have successfully addressed the logistical, programmatic and legal considerations involved in the ongoing collaboration between the BSA and the Foundation, including by having the Foundation serve as the primary overseer of public educational programs that were historically developed and operated by the BSA.

D. Recognizing the synergies that have been created by collaboration between the BSA and Foundation, the Parties agree to continue this collaboration to allow the BSA and Foundation to maximize their impact while making effective and efficient use of their combined resources, staff and facilities. All activities undertaken via this collaboration shall be in furtherance of the Foundation’s charitable mission, while recognizing that both organizations are independent.

E. The Parties desire to enter into this Agreement to set forth their agreements and understandings with respect to their continuing collaboration.

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AGREEMENT

The Parties hereby agree as follows:

1. Administration of the Collaboration.

a. Administrative Structure. To facilitate the administration of the collaboration, the Parties shall employ a governance model as generally described below. This model is intended to provide timely feedback, guidance and direction on the overall collaboration.

b. Joint Strategic Collaboration Process. The BSA and Foundation boards shall

engage in a joint strategic collaboration process. The BSA/Foundation Joint Strategic Collaboration Committee is responsible for coordinating the missions, visions and goals of the Parties. The Parties will prepare a shared strategic plan, with each of the Parties responsible for defined goals in keeping with their unique missions and strengths. Potential initial areas of collaboration include civic initiatives, exhibitions and lectures/forums/symposiums. Other collaborative advisory committees can be appointed as necessary.

c. BSA/Foundation Joint Strategic Collaboration Committee. The BSA/Foundation Joint Strategic Collaboration Committee will serve as an advisory committee to the BSA and Foundation boards. The BSA/Foundation Joint Strategic Collaboration Committee shall consist of the then-current members of the Executive Committees of each of the BSA and the Foundation boards and the BSA/Foundation Board Liaison. The Executive Director of the BSA and the Foundation shall be an ex officio member of the committee. The BSA/Foundation Joint Strategic Collaboration Committee shall identify strategic directions that align the missions and goals of the BSA and the Foundation and shall present these to both the BSA and the Foundation boards for approval. Approval of both boards is required for implementation. Upon the approval of both boards, the composition of the BSA/Foundation Joint Strategic Collaboration Committee may be modified, without the need to amend this Agreement.

d. Additional Committees. Additional advisory committees may be formed as necessary, upon the approval of the BSA/Foundation Joint Strategic Collaboration Committee.

e. Personnel. The BSA personnel shall perform certain administrative, program, financial, fundraising and other tasks for the Foundation.

29

f. Status of Personnel. For the avoidance of doubt, the parties agree that all BSA employees shall remain employees of the BSA and shall not be deemed to be employees of the Foundation unless specifically identified through written agreement. The BSA shall be solely responsible for the terms of employment of all such employees, including their salary and benefits and other forms of compensation. The Foundation shall compensate the BSA for staff who work fulfilling the Foundation’s mission in accordance with section 2.a. All staff report to the Executive Director who shall have the sole right to make decisions regarding hiring and termination of such employees and engaging or terminating the engagement of contractors. The Executive Director is employed by the BSA and half his salary and benefits is paid for by the Foundation — as such, he reports to both the BSA and Foundation boards. The Foundation shall have no control over such terms and no responsibility to make any payment directly to employees. Nothing contained in this Agreement shall be construed to constitute either the Foundation or the BSA as a partner or agent of the other.

g. Coordinated Communications. The BSA and the Foundation agree to coordinate all forms of communication to their members and the broader community, whenever possible and appropriate. In their coordinated communcations, the parties will collaborate to describe the goals of both organizations, and the professional and public impacts and benefits of their work.

h. Equity, Diversity, Inclusion and Harassment. The BSA and the Foundation are committed to work together and independently in advancing, promoting and advocating for equity, diversity and inclusion within the workplaces and Boards of both organizations, the architectural profession, and broader communities. The parties will work to ensure that both organizations are free of any harassment of staff, members, and guests, and that they adhere all aplicable laws and policies.

2. Expense-Sharing Arrangement.

a. Personnel. As set forth above and on Exhibit A, and based on BSA/Foundation approved strategic plan, BSA staff will, on behalf of the Foundation, perform administrative, program, financial, fundraising and other tasks. The expected percentage of the Foundation Allocated Employee Time is set forth in Exhibit A. The aggregate costs of all the BSA personnel, including costs of benefits and salaries, incurred by the BSA are hereinafter referred to as “BSA Personnel Costs.” Exhibit A may be modified from time to time, upon the budgetary approval of both the BSA and the Foundation boards, without the need to amend this Agreement.

b. Facilities. To the extent permitted under any applicable lease agreement, the BSA shall permit the Foundation to occupy a portion of space leased by the BSA. The aggregate costs incurred by the BSA under such leases or otherwise with

30

respect to such facilities are hereinafter referred to as “BSA Facilities Costs”.

c. Services. The BSA may permit the Foundation to use services provided by third party services providers, such as telephone service, facilities maintenance, internet service, and information technology support services. The aggregate costs incurred by the BSA with respect to such services provided to the Foundation are referred to as “BSA Services Costs” (and together with BSA Personnel Costs and BSA Facilities Costs, “BSA Costs”).

d. General. The BSA shall inform the Foundation, from time to time, of the amount of BSA Costs, and the Foundation shall have access to the applicable agreements and the relevant portions of the BSA books and records for purposes of verification of the same.

e. Payment. All public charitable activities within the BSA/Foundation agreed-upon strategic direction are Foundation expenses. All direct public charitable program expenses will be paid by the Foundation. The Foundation will reimburse the BSA for any cost-sharing portion of (i) the Foundation’s proportionate share of the BSA Personnel Costs (the “Foundation Personnel Costs”) and (ii) the Foundation’s proportionate share of BSA Services Costs and BSA Facilities Costs (together, “Foundation Other Costs”, and together with Foundation Personnel Costs, “Foundation Allocated Costs”) by an intercompany general ledger transaction. The BSA shall reimburse the Foundation for any cost-sharing portion of (i) the BSA’s contribution to the Foundation and (ii) the BSA’s share of Other Costs, by an intercompany general ledger transaction. Balances are settled at the end of each quarter and a final balance at the end of the Fiscal year. This shall be part of the annual budgeting process and shall be reviewed annually, or during a period of change, by both the BSA and Foundation.

3. Term of Agreement. The term of this Agreement shall commence as of the Effective Date and shall last for a period of 5 years, unless terminated earlier as provided in Section 9. The Agreement shall automatically renew for subsequent two (2) terms, unless terminated earlier as provided in Section 9. Each renewal term (if any) as agreed upon by the Parties shall be referred to herein collectively as the “Term”. Either party may request the agreement be amended as provided in Section 19. Such agreement amendments require approval of both the BSA and Foundation boards.

4. Obligations of the Parties. In connection with their joint activities, the Parties shall have the following obligations:

a. Foundation Obligations. The Foundation shall focus its attention on the public engagement role of the organization; support the new collaboration with the BSA including shared staff and operational integration; and serve as a public advocate for architecture and engage in fundraising efforts to that end. The Foundation shall participate in necessary meetings as established by the

31

BSA/Foundation Joint Strategic Collaboration Committees and shall participate in initiatives identified by the BSA/Foundation Joint Strategic Collaboration Committee and approved by the BSA and Foundation boards. In addition, the Foundation shall pursue initiatives to engage the public in appreciating design, including for example through its exhibitions, websites, public programs, grants, and fundraisers. The Foundation agrees to pay the BSA for services rendered by the BSA.

b. BSA Obligations. The BSA shall focus its attention on the professional engagement role of the organization; serve as an advocate for the profession; and support the collaboration with the Foundation including shared staff and operational integration. The BSA shall participate in necessary meetings as established by the BSA/Foundation Joint Strategic Collaboration Committees and shall participate in initiatives identified by the BSA/ Foundation Joint Strategic Collaboration Committee and approved by the BSA and Foundation boards. In addition, the BSA shall pursue its professional programs that support the creation of architecture, including for example through the Architecture Boston Expo, BSA committees, websites, and design awards.

c. Implementation of Strategic Plans. The BSA/Foundation Joint Strategic Collaboration Committee and both boards shall become familiar with the current strategic plans of both organizations, and shall work cooperatively to implement these strategic plans.

d. Annual Budget Coordination Process. The BSA and the Foundation shall use best efforts to coordinate their annual budgets with each other, while recognizing that the two organizations shall remain independent, and that each organization’s board owes a fiduciary duty toward that organization alone. To implement this goal, the preliminary draft budgets of the BSA and the Foundation will be shared within the BSA/Foundation Joint Strategic Collaboration Committee, allowing sufficient time for the Committee to review and discuss both budgets and explore opportunities for coordination, prior to the formal adoption of the budgets by the two boards.

5. Intellectual Property. The following rules will govern the Parties’ use and creation of intellectual property in connection with their joint activities:

a. Each of the Foundation and the BSA will retain sole ownership of any intellectual property that such Party owns prior to the Effective Date of this Agreement and any intellectual property that such Party creates on its own or acquires from a third party outside the scope of their joint activities.

b. Intellectual Property that exists prior to the effective date of this agreement can be used by either the BSA or Foundation unless the sole proprietor objects.

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6. Confidentiality. For the Term of this Agreement and following its termination, both Parties shall undertake to treat any Confidential Information received in confidence from the other Party in a confidential manner, and shall neither convey nor disclose such data or information to third parties nor to use it for purposes other than for the performance of this Agreement. This obligation of confidentiality shall not apply to information which is proven to be general public knowledge or which, through no action on the part of the recipient, becomes public knowledge. “Confidential Information” shall mean any non-public information, data, or documents disclosed or otherwise obtained under this Agreement, including without limitation any information and data relating to any or all of one of the Parties’ business.

7. Non-Exclusive Relationship. Nothing contained in this Agreement shall be deemed as a restriction or limitation of any kind on the ability of any Party to apply for or accept funding from any government funding agency or any other not-for-profit funding agency.

8. Termination.

a. Either Party may terminate this Agreement at any time and without cause upon at least one hundred eighty (180) days prior written notice to the other Party. In the event that any Party shall materially breach the terms of this Agreement, and such breach is not cured within a period of thirty (30) days after written notice thereof has been given to such Party by the non-breaching Party, the non-breaching Party may immediately terminate this Agreement upon notice to the other Party.

b. Upon termination or expiration of this Agreement, all of the FOUNDATION’s and the BSA’s respective rights, responsibilities, and obligations as set forth herein shall terminate, provided that Sections 6 and 7 shall survive in perpetuity, and the Foundation shall be responsible for any unpaid Quarterly Payments.

9. Assignment and Delegation. Neither Party may assign this Agreement in its entirety or assign or delegate any of its rights or obligations hereunder, whether voluntarily, involuntarily or by operation of law, in whole or in part.

10. Notices. Any notice, demand or request which may be permitted, required or desired to be given in connection with this Agreement shall be given in writing and directed to the Parties hereto as follows:

If to the BSA: BSA, 290 Congress Street, Suite 200 Attn: Secretary to the Board of Directors Fax: 617-951-0845 E-mail: [email protected]

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If to the BSA Foundation: BSA Foundation, 290 Congress Street, Suite 200 Attn: Secretary to the Board of Trustees Fax: 617-951-0845 E-mail: [email protected]

a. All notices and other communications given or made pursuant to this Agreement shall be in writing and shall be deemed effectively given upon the earlier of actual receipt or: (a) personal delivery to the Party to be notified; (b) when sent, if sent by confirmed electronic mail or confirmed facsimile during normal business hours of the recipient and, if not sent during normal business hours, then on the recipient’s next business day; or (c) one (1) business day after deposit with an internationally recognized overnight courier, freight prepaid, specifying next business day delivery, with written verification of receipt. All communications shall be sent to the respective Parties at their address as set forth above, or to such e-mail address, facsimile number or address as subsequently modified by written notice given in accordance within this Section 10.

11. Binding on Successors. This Agreement shall be binding upon the Parties hereto and their respective successors and permitted assigns.

12. Waiver of Provisions. Any waiver of any terms and conditions hereof must be in writing and must be signed by the Party against which the waiver is sought to be enforced. The waiver of any of the terms and conditions of this Agreement on any one occasion shall not be construed as a waiver of any other term and condition hereof or the waiver thereof on any other occasion.

13. Independent Relationship. By entering into this Agreement, the Parties are not creating or forming a joint venture, partnership, or agency relationship, and nothing in this Agreement shall be interpreted as creating a joint venture, partnership, or agency relationship between the Parties.

14. Severability. The provisions of this Agreement shall be deemed severable, and if any portion shall be held invalid, illegal or unenforceable for any reason, the remainder of this Agreement shall be effective and binding upon the Parties.

15. Additional Documents. Each of the Parties agrees to execute and deliver any document or documents that may be reasonably requested from time to time by the other Party to implement or complete such Party’s obligations pursuant to this Agreement, in a manner that is compatible with its legal status and its internal rules and regulations.

16. Remedies Cumulative. No remedy set forth in this Agreement or otherwise conferred upon or reserved to any Party shall be considered exclusive of any other remedy available

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to any Party, but the same shall be distinct, separate and cumulative and may be exercised from time to time as often as occasion may arise or as may be deemed expedient.

17. Entire Agreement. This Agreement supersedes all prior and contemporaneous agreements and understandings, oral or written, between the Parties with respect to the subject matter hereof.

18. No Obligation to Third Parties. None of the obligations and duties of the Parties shall in any way or in any manner be deemed to create any obligation of the Parties to, or any rights in, any person or entity not a party to this Agreement.

19. Amendments/Modifications. This Agreement may not be amended or modified in any manner except by an instrument in writing signed by the Parties. The Parties agree that in the event that any state or federal laws or regulations, now existing or hereafter enacted or promulgated, are interpreted by judicial decision, a regulatory agency having jurisdiction over the Parties or the subject matter of this Agreement, or by legal counsel to a Party hereto, in such a manner as to indicate that the terms, structure or effect of this Agreement may be in violation of such laws or regulations, or otherwise be illegal or be deemed unethical by any recognized agency, or may reasonably be expected to jeopardize the tax-exempt status of either Party, the Parties shall use their best efforts in good faith to amend this Agreement as necessary. To the maximum extent possible, any such amendment shall preserve the underlying arrangements between the Parties.

20. Governing Law. This Agreement will be governed by and construed in accordance with the laws of the Commonwealth of Massachusetts, without regard to the conflicts of laws principles thereof.

21. Authorization of Agreement. Each Party represents and warrants that this Agreement has been duly and lawfully authorized by its Board of Directors, Board of Trustees, or other authorized representative, and that this Agreement constitutes a valid and binding obligation of such Party enforceable against such Party in accordance with its terms.

22. Counterpart Signatures. This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. Facsimile, .pdf and other electronic signatures shall have the same force and effect as original signatures.

[Signature page follows]

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SIGNATURE PAGE TO COLLABORATION AGREEMENT

IN WITNESS WHEREOF, the undersigned Parties have executed this Agreement as of the Effective Date. Boston Society of Architects By:________________________________ Name: Title:

BSA Foundation By:_________________________________ Name: Title:

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GSDOCS\2286784

Exhibit A Listing of BSA Personnel Allocated to Foundation

Dated: as of [date]

BSA paid staff that spends the majority of their time doing BSA work (more than 80% BSA – Foundation % in parenthesis):

• Brian Keefe, ABX Sales Director (Informa reimburses us for 100% of Brian’s salary) (5%) • Caitlin Hart, Professional Programs Manager (10%) • Erika Shea, Database and Membership Manager (20%) • Rachel Reid, Membership Manager (10%) • Fiona Luis, ArchitectureBoston Editor/Editorial Director (5%)

Staff paid by the BSA who share a fair amount of their time doing Foundation work (30 – 50% time with the Foundation – Foundation % in parenthesis)

• Jenny Effron, Policy Director (50%) • Zara Yost, Gallery & Facilities Coordinator (reception) (50%) • Abby Lindauer, Executive Assistant (50%) • Pamela de Oliveira Smith, Managing Director of Communications (50%) • Mike Whelan, Web Content Manager (50%) • Ben Cohen, Managing Director of Finance (40%) • Li Lam, Senior Accountant (40%) • Maria Salvatierra, Senior Communications Manager (40%) • Susan Green, Committee and Technology Manager (30%) • Billy Craig, Managing Director of Operations (30%) • Kali Larsson, Membership Coordinator (25%)

Staff paid 50% by the BSA and 50% by the Foundation:

• Eric White, Executive Director • Paige McWhorter, Exhibitions & Communications Manager

Staff paid by the Foundation who spend the majority of their time doing Foundation work (Foundation % in parenthesis):

• Victoria McKay, Managing Director of Advancement (90%) • Michela Davola, Development Manager (90%) • Polly Carpenter FAIA, Public Programs Director (85%) • TBD, Community Design Director (85%)

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October 2017

Position title: Community Design Director Reports to: Executive Director

The BSA Foundation and Boston Society of Architects (together referred to as the BSA) seek an experienced community architect/designer/planner to serve as the Community Design Director (CDD). Building upon our legacy of community design work, the CDD is charged with leading our work to empower communities through the use of design to shape their environment. Our projects range in size from the small, site specific project, to entire neighborhoods. The CDD will lead the BSA’s work to develop, test and implement models built upon past community design work that furthers the BSA’s goal of providing access to design resources for every neighborhood in Boston. The CDD will participate in researching and implementing projects, mobilizing partners and BSA members to engage communities and the public in the use of design skills to solve their community challenges. Under the leadership of the BSA’s Executive Director, the CDD works with staff, including the Director of Public Education and the Policy Director, as well as volunteers, interns and members to carry out these efforts. Major Responsibilities Community Design Leadership

• Lead, manage, organize and facilitate the organization’s community design work, projects and systems. • Maintain and build upon existing community relationships while forging new ones. • Build a model of community design through an iterative process that utilizes the organization’s unique

resources (members, local universities, past models, connections and relationships). Test different models and ideas to identify the best ways to achieve our goals.

• Build and manage well-designed, well-defined programs promoting community design that integrates the Architecture/Engineering/Construction (AEC), legal, development groups, and local communities around Greater Boston. Programs will include community design/build projects, as well as charrettes, design workshops, and competitions.

• Build and manage tools that empower communities and individuals to develop design skills that help them solve their community challenges.

• Represent and when appropriate, build and nurture multi-organizational alliances and partnerships to develop and implement successful community design projects.

• Work with the Policy Director and Executive Director to lead the development and management of relationships with key public, government, nonprofit and community officials and partners.

• In addition the CDD will work with other staff, including the Communications team to build membership and public awareness of our community design work; the Development team to raise funds to support the organization’s community design efforts; and the Membership team to recruit members to volunteer for projects.

Management and supervision

• The CDD will directly recruit, train and supervise interns, volunteers and staff engaged in the community agenda.

• Develop and maintain relationships with community design staff and communications staffs at the American Institute of Architects (AIA) National (including their community design programs called SDAT and RUDAT), AIA Massachusetts and other affiliates and partners.

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April 2019

• Prepare regular reports for the executive director to be shared with the Board of Directors and Board of Trustees on community design initiatives, advocacy and actions.

• Participate in developing and managing the budget for community design.

Independent Action: Reporting directly to the Executive Director or designee and working closely with other directors and staff, this person works independently and with others. The CDD manages outside partnerships, consultants and oversees staff and volunteers on specific projects. The CDD might take on direct supervision of interns and/or fellows and as the program grows potentially new community design staff. CDD will serve as a spokesperson for the organization on community design issues. Minimum Requirements: This position requires 5-10 years’ experience working as a community designer/planner or in a related field and a commitment to the impact architecture/design has on building communities, licensed architect preferred though not required. Candidates must have professional experience in community design, urban design and architecture, coalition building, engaging public and communities in design, or related field. Demonstrated skill in proactively building relationships with diverse audiences including design professionals, community leaders and partners, public officials, media and the public is essential.. . This position calls for a strategic thinker who is also able to handle details and project management. This position also requires someone committed to equity, diversity and inclusion and who flourishes in building bridges between and working with people of different races, ethnicities, ages, genders, sexual orientation, gender identity, religion, ability and socio-economic, as well as demographics, psychographics, and institutional cultures. A willingness to work beyond normal 9-5 hours and to travel as necessary is important. Desired Qualifications: The ideal candidate would have experience in civic program development and can think big picture in addition to working on the details of community design on a project scale. Excellent writing, design and speaking skills are important to success. A licensed architect is preferred, though not required. About the BSA: The Boston Society of Architects (BSA) is a membership organization dedicated to supporting and promoting the profession of architecture and the critical value of design in the built environment. The BSA Foundation (Foundation) is dedicated to increasing public awareness of design excellence to build stronger communities. Together they work to build a better Boston by engaging communities, inspiring vision and provoking positive change. The staff is vital to the organizations’ success. All staff members share the following core responsibilities:

• Provide outstanding service and ensure a welcoming culture for members, allies and guests. • Answer basic questions about benefits, services and programs. Provide member care and customer

service responses to frequently asked questions. • Advocate for and communicate the importance of “design matters.” • Stay current on developments in architecture and your areas of responsibility.

Maintain a flexible and collaborative attitude, working with other staff on projects, events, duties and assignments as required

The position is a full-time, salaried position with excellent health-care, time-off, retirement and additional benefits. Salary is competitive and commensurate with experience.

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www.resilientphilanthropy.net +1 407-421-7704

web: mail:

DRAFT

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

Attached is a report from the BSA Foundation major gifts consultant Richard Russell which we are sharing with both the BSA Foundation and BSA Boards 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 each 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. If we need help we can then 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.

Major Gifts: Recommendation As Richard has noted, we are working to engage him as a consultant to launch our major gifts campaign.

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BSA Foundation Values

We live in an amazing time of civic planning and we support intelligent planning, zoning and land use, physical and social connectors, to advance Greater Boston as a model healthy, resilient, equitable, accessible and architecturally dynamic region. We help bring together plans from around the region to encourage communities to work together, while integrating proposals that foreground the need for a thoughtfully designed public realm that results in more equitable and sustainable development.

Relationships & Convener

The BSA Foundation’s ability to engage diverse people in Greater Boston, paired with the BSA’s access to the great intellectual resources of the design profession provides the base of our work. It is through this and our partnerships with civic and community groups and government agencies that we are recognized as an effective convener bringing together distinct voices of our communities to help address the needs of our region.

Engage

We build public awareness of the importance of design in the environments where we live, work, play and learn. We are also a bridge between the design/building industry who serve as a resource in social action and the communities we serve and live in. We are most successful when we give people a voice to speak out for what they need and providing the tools and resources to attain their goals. These tools include our ability to draw upon the personal interests, learning styles and motivations of the participant.

Envision

We help the Greater Boston region, cities, neighborhoods and people define their future. We do this by providing people with the design skills required to explore the potential for what might be and the tools to make their dreams a reality. Using the design process we help people see the potential and build equitable and sustainable communities.

Design Excellence

We employ the principals of design excellence to transcend the limitations of individual projects, areas of expertise, and privileged interests so that we can find a common ground for positive change. While design excellence is difficult to define, we believe there are common principals that result in excellence. These include a strong relationship to the landscape and to the context in clear meaningful ways; enlivening open spaces; details and materials that bring design to life and scale them to the human body; and interiors that are shaped by the uses they accommodate and a connection to the surrounding community. These designs intensify the experience to create a shared sense of delight and emotional impact that transcends utilitarian concerns. Design excellence broadens our perceptions of personal and social possibilities and inspires our thinking about the world around us.

Equity & Social Cohesion

We believe that “flourishing spaces make for flourishing people” and the built environment can profoundly affect the inequity facing many in our region. The principles of diversity, inclusion and accessibility are fundamental to building just, fair and vibrant communities. Excellent design helps leaders and communities make informed choices to assure equal access to society’s benefits for all people.

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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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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

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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

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Finance Committee Eric Krauss - Chair Ted Touloukian AIA Kenneth Willis Laura Wernick FAIA Rick Dimino Joint BSA/BSA Foundation Strategic Cte Laura Wernick FAIA Kelly Sherman Eric Krauss Ted Touloukian AIA Jay Wickersham FAIA Jean Carroon FAIA Natasha Espada AIA Dan Perruzzi AIA Rebecca Berry AIA Education Programs Committee Kelly Sherman - Chair Peter Kuttner FAIA Eric Krauss Patrick McCafferty PE David Silverman AIA Community Resources Committee Meera Deean Anne-Marie Lubenau FAIA Bennet Heart Public Policy Committee Rick Dimino Laura Wernick FAIA Rickie Golden Richard Taylor Meera Deean Patrick McCafferty PE

BSA Space Exhibitions Committee Laura Wernick FAIA - Chair Ted Touloukian AIA Haril Pandya Peter Kuttner FAIA Governance Committee Bennet Heart - Chair Anne-Marie Lubenau FAIA Kelly Sherman Meera Deean Institutional Advancement Committee David Silverman AIA Patrick McCafferty PE Peter Kuttner FAIA Laura Wernick FAIA Rickie Golden Richard Taylor Haril Pandya FAIA Foundation Grants Committee Rickie Golden Ken Willis

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