AIA's Chris McEntee: 'Let's tell the architects' story'

Christine McEntee was named EVP/CEO of the American Institute of Architects in December, only the third non-architect and the first woman to head the AIA in its 149-year history. McEntee grew up in Burgettstown, Pa., 25 miles west of Pittsburgh, and earned a nursing degree from Georgetown University, and later, a master's in health administration from the George Washington University. She has held leadership positions at the American Association of Retired Persons, the American Hospital Association, and, most recently, as CEO of the American College of Cardiology (ACC).

BD&C: How will you apply your experience in organizations outside the design field to the AIA?

Christine McEntee: At the ACC, I was responsible for working with the board on setting the strategic direction—enhanced lobbying relations, closer collaboration with other specialty medical societies, chapter growth, international partnerships—and then implementing that strategy. I think both the ACC and the AIA are organizations that are willing to grow.

For example, at the ACC, we started a huge clinical resource for our members, Cardiosource.com [an education/information portal for cardiologists, medical personnel, and the public]. It took about five years to build.

So, for the AIA, we're beginning work on an e-knowledge resource where members can get best practices and case studies, learn how to run their practices more effectively, see leading-edge examples of design—a robust tool geared for professional knowledge for architects and those who work with architects.

BD&C: What other experience will you bring from your ACC work?

CMc: We built a broadbased coalition on turf battles with radiologists over who could do certain kinds of imaging, and I see this experience as applying to the sustainability issue. In December, AIA set up a board position to have a platform for creating national, state, and local agendas and programs to propel the country forward in terms of sustainability. [The AIA board called for a 50% reduction in the current consumption of fossil fuels by 2010.] We can't achieve fossil fuel reduction if we're not working with others.

BD&C: You recently participated in your first "AIA Grassroots Advocacy" effort, where AIA members visit Congress and their state legislatures. How did that go?

CMc: Well, I can see that architects are very well connected politically. The Grassroots program keeps growing every year, with 900 members participating, which tells me that this is very important to the members. Association health plans [to provide health insurance for staff and employees] were a big issue, as well as recovery efforts in New Orleans and brownfields development.

We also have a whole state "Grassroots" network, where we provide the components [AIA chapters] with tools to help them with regulatory issues, building codes, disaster relief, community design and planning. That's the hidden piece of the story.

The other piece that's impressive to me is the amount of community involvement and activism that architects do every day. I don't think we at the national level have enough of a handle on what's going on at the local level every day.

BD&C: You were in the gulf region in March, with AIA president Kate Schwennsen, FAIA. What were your impressions?

CMc: What I saw was a lot of leadership by our members, at a time of personal loss for many of them. Many of our local members have lost their homes and practices, yet they're out leading damage assessments and charettes.

And the amount of devastation! TV does not do it justice, viewing it from a helicopter. But when you've driven for an hour and you still see devastation ... you just can't imagine it.

BD&C: Do you think the recovery is moving along quickly enough?

CMc: First, there was just a lot of cleanup that had to be done. It was eight weeks before the water receded in some people's homes. Secondly, people had to know, yes, you could rebuild right away, but the planning's really important here, because building to previous codes wouldn't be good planning.

There is a lot of fragmentation in Louisiana, between the feds, the state, and local officials, and the dollar allocations haven't all happened yet, but it takes a lot more time than people like.

BD&C: What are your goals for your 77,000 members?

CMc: Number one is helping them tell their story about the value of design and what they bring to the process. The press does a good job informing the public about the new art museum, or the new ballpark, or the big air terminal, but every single day our members are doing schools, hospitals, and other important buildings. Showing that value and helping them tell that story is number one on my list.

Number two—representing them in Congress and before the regulatory agencies. And number three, giving them the knowledge tools and resources to be the highest-quality professionals they can be.