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Call for Nominations: 2018 ACSA Board of Directors

August 21, 2017

2018 ACSA Board of Directors

Deadline: October 11, 2017

With the ACSA membership approval of the 2017 Bylaws amendments, the Board of Directors is launching a revamped nominations process for 2018. With this call for nominations, ACSA begins a process that aims to assemble a diverse Board of Directors based on a range of competencies, backgrounds, and demographic characteristics (see below)

The ACSA invites nominations and self-nominations for positions on the Board of Directors. Please review the following background information (see below), which is intended to describe the organization’s direction in coming years. Eligibility requirements and a timeline for the new nominations process follows. 

Open Board Positions: Second Vice President, Two At-Large Directors, Public Director

The ACSA Nominations Committee invites nominations for the above referenced open positions for the 2018-19 Board of Directors.  Eligible nominees for all Board positions must meet the following requirements:

  • Second Vice President. Candidates shall be full-time, tenured, tenure-track, or fixed-term faculty members of a full-member school at the time of nomination and throughout the four-year term of office. 
  • At-Large Directors. The ACSA Bylaws permit no more than one At-Large Director to come from a school that is not a full-member, so, this year, the Nominations Committee may consider a candidate from a Candidate or Affiliate Member school that has been a member of ACSA for at least two full years. Nominations of candidates from full-member schools continue to be encouraged for At-Large Director positions.
  • Canadian Director. The current Canadian Director will complete his term at the end of 2017-18, and the Nominations Committee is obligated to nominate at least two candidates for a director’s position from a Canadian full-member school. The preference is for a Canadian director to serve as an At-Large Director, but nomination of a candidate for Second Vice President from a Canadian full-member school is also welcome. Note that ACSA will solicit nominations from the Canadian Council of University Schools of Architecture, which has indicated a preference for a head of a Canadian program to serve in that role. 
  • Public Director. The Public Director shall not be employed as an architect or person working in the design and construction professions, nor an educator in architecture, or the design and construction professions. 

Position Descriptions 
Terms for directors begin on July 1, 2018 with terms of service noted below. All directors are expected to attend three board meetings a year: a fall meeting, which typically occurs in conjunction with the Administrator’s Conference, a spring meeting, which typically occurs in conjunction with the ACSA Annual Meeting, and a summer meeting. Additional board members serve on committees, which may entail travel to a meeting one time per year and conference calls one to two times per month. 

The Second Vice President serves a four-year term. The elected person serves for one year, respectively as Second Vice President, First Vice President/President-Elect, President, and Past President. As President, the elected individual presides at ACSA meetings and is responsible for calling meetings of the Board of Directors, preparing an agenda, and presiding at such meetings. The President coordinates activities of the board, ACSA committees, and liaison representatives. The President serves as ACSA liaison with the officers of the American Institute of Architects, the National Council of Architectural Registration Boards, the National Architectural Accrediting Board, and the American Institute of Architecture Students; and serves as ACSA representative to the Five Presidents Council. During the term of office, the President also prepares a brief report of activities of the organization and the Board of Directors, for dissemination to the constituent associations. As First Vice President, the person will chair the Planning Committee, and, as Past President, the person will serve as chair of the Nominations Committee. 

The At-Large Directors serve a three-year term as voting members of the Board. In addition, they serve as liaison to member schools, including participating in organized business meetings; maintaining contact with Faculty Councilors and others associated with member schools; assisting member schools upon request; advising candidate or affiliated schools; and advising the Board of issues and concerns raised by members. At-Large Directors contribute to the work of the Board through actively serving on Board committees, contributing to collective deliberations, and performing other duties as provided by the Rules of the Board of Directors or as requested by the Board. 

The Public Director serves as a voting member of the board and is expected to serve as a member of the Finance Committee. Public Directors bring an outside perspective to the board, based on their particular background and expertise.   

2017-2018 Nominations Committee

Bruce Lindsey, Past President, Washington University in St. Louis (chair)
Martin Bressani, Canadian Director, McGill University
Nichole Wiedemann, Secretary/Treasurer, University of Texas at Austin
Kristina Yu, University of New Mexico
Lisa Findley, California College of the Arts

As part of the recent governance change, ACSA will now publish a preliminary slate of board-approved candidates in November 2017, followed by a period during which members may petition for the inclusion of additional candidates to the slate. A final slate of candidates, including candidates by petition, will then be published in early January, when the online balloting process will open. Candidates will be notified of the results in mid-February. The results of this election will be announced publically online and at the ACSA Annual Meeting in Denver, CO in March 2018. 

As part of the recent governance change, ACSA will now publish a preliminary slate of board-approved candidates in November 2017, followed by a period during which members may petition for the inclusion of additional candidates to the slate. A final slate of candidates, including candidates by petition, will then be published in early January, when the online balloting process will open. Candidates will be notified of the results in mid-February. The results of this election will be announced publically online and at the ACSA Annual Meeting in Denver, CO in March 2018. 

  October 11, 2017  Deadline for nominations 
  November 10, 2017  Preliminary slate of candidate names announced 
  December 13, 2017

Deadline for submission of petitions to add candidates to the slate

  January 8, 2018 Final slate of candidates and ballot materials published and sent to ACSA Full Member schools
  February 9, 2018 Deadline for ballot submissions 

Nomination Requirements
Nominations for all ACSA Board positions should include a CV, a letter of interest from the nominee indicating a willingness to serve, and a candidate statement. The deadline for receipt of nominations is October 11, 2017.

Nominations should be sent to:
Email (preferred):
Eric Ellis, ACSA Director of Operations and Programs
ACSA Nominations, 1735 New York Ave. NW, Washington, DC 20006

ACSA actively seeks equitable and representative involvement by a broad range of people on its board and other volunteer bodies. The Board of Directors should represent a diversity of background, experience, expertise, and geography. This shall also include racial, ethnic, and gender diversity.

Prospective candidates and nominators are encouraged to review the strategic initiatives and priority objectives, included below, to understand future directions for ACSA board activities. Although the desired competencies of board members should not be narrowly stated, the areas described below include experience producing scholarship and/or funded research, understanding processes for recruiting and retaining students from a variety of backgrounds, and experience with communicating the value of architecture, whether in a disciplinary or professional context. 

Regional and racial, ethnic, and gender diversity is also important to the ACSA. The outgoing regional directors come from schools in the Canadian, Gulf, and West Central regions. Ensuring regional diversity, therefore, is among the board’s priorities.

Strategic Initiatives: 2017 to 2020
The organization published a new strategic plan at the beginning of the 2016-17 academic year, following a yearlong process of assessing the organization’s strengths and priorities. The strategic plan is available on ACSA’s website

The plan is broad in scope, and, each year, the board of directors assesses priority objectives to be achieved through a number of strategies. Development and execution of many of these strategies are left to ACSA’s three Program Committees, which are appointed annually by the board and charged with specific deliverables. 

Among the priority objectives for the organization over the next three years are the following:

Diversity & Equity. The organization desires to identify and recommend best practices to help schools increase demographic diversity at ACSA member programs. This includes identifying systemic barriers to these forms of diversity 

Community Colleges. In support of ACSA’s goal of advancing an inclusive, diverse discipline and profession, the Board of Directors has identified community colleges as a way to bring more highly qualified students into the design professions. Similarly, engagement with community college faculty and administrators is important to expanding the conversation about the future of architectural pedagogy. 

Enabling Faculty Advancement Through Knowledge Development. The organization sees support of architectural scholarship and research as vital to the support of faculty and the development of the discipline and profession. Creation of a white paper on tenure and promotion in 2016-17 was the beginning of this initiative. Additional opportunities for strengthening research are being pursued in the context of STEM and of the opportunities for innovation in design and technology. With the established importance of STEM disciplines to funded research in the academy and to evolving modes of professional endeavor, architecture is challenged to assert itself as relevant, providing an opportunity for ACSA member schools.

Increasing Student Enrollment and Wider Understanding of the Value of Architectural Education. Counteracting trends of declining enrollments has been a priority for the organization in recent years, and will continue through and other external outreach initiatives. This focus is being pursued through engagement of prospective students in the United States and Canada, but it will also rely on a new level of international engagement with both prospective students and with faculty at architecture schools around the world. 

Members are also encouraged to review the strategic plan’s objectives to understand opportunities for service on the ACSA Board of Directors. Among the priority objectives for the organization over the next three years are the following. 

Goal 2. Advocacy and Impact. ACSA will advance an inclusive, diverse discipline and profession. As the link among the academy, practice, and the collateral organizations, ACSA will be at the center of evolving discourses on education, research, practice and civic engagement in the designed environment.
2.1      Increase understanding of the specific systemic barriers to achieving gender and racial diversity in architectural education and the profession.
2.2      Enhance understanding among college and university leaders of the unique characteristics and needs of architectural education.

Goal 3. Partnership and Convening. ACSA will be a leader in partnership with constituent organizations and stakeholders.
3.1      Increase the effectiveness of collateral partnerships.
3.2      Expand the conversation about the future of design, education, and practice.

Goal 4. Member Engagement and Support. ACSA will be a progressive leader and trusted resource in architectural education and research. ACSA will increase its relevance to faculty and schools around the world by affording opportunities for disciplinary innovation and career advancement.
4.1      Increase the number of peer-reviewed publication opportunities.
4.2      Enhance the connection of researchers with funding sources.
4.3      Improve the data that ACSA provides to member schools.

Goal 5. Organizational Effectiveness and Sustainability. ACSA will have the organizational structure, governance, practices, and funding to ensure its sustainability and growth and achieve its mission.
5.1      Enhance and monitor the alignment of staffing, volunteer structure, and funding with the strategic plan.
5.2      Increase committees’ capacity and motivation to support and implement the strategic plan.
5.4      Enhance non-dues revenues, using strengths in research, design, competition and event management and building on connections in the academy, the building industry, and the profession.


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