Repositioning

Repositioning

March 22, 2013

RepositioningIn DecemberConsultants provided positioning statement and identified specific areas in AIA that require change

In Jan./Feb.Meetings to develop action plan and timeline for change

MarchPresent plan to Board, Grassroots attendees, members, staff

Statement of PurposeThe AIA is a visionary member organization providing advocacy, leadership, and resources for architects to design a better world.

Position StatementThe AIA: Architects designing a better world.

•AIA members create enduring value.We benefit clients and communities through innovative design solutions.



•AIA members drive positive change.We work collaboratively and creatively to transform clients’ goals into reality.




•AIA members lead with vision.We meet the ever-changing challenges of the designed environment.




•AIA members lead with vision.We meet the ever-changing challenges of the designed environment.

•AIA members shape the future.We value talent and diversity in new generations of professionals.

Organizational Reassessment

Connect, Innovate, Engage, Lead

Organizational ReassessmentCONNECTComponent autonomy versus unity

While a necessity, component autonomy leads to inconsistency in how members experience and value AIA through the local component.

Component structureThe component structure is unwieldy and challenging for even seasoned members to comprehend.

Lack of tier coordinationMany members and staff noted a lack of cohesion among the local, state, and national levels of AIA and are unclear about the distinct function and responsibilities of each tier.

Organizational ReassessmentINNOVATEPrioritization of initiatives

Given that the AIA cannot be all things to all people, the organization must decide the programs and services most essential to the majority of members so that resources can be allocated effectively and members receive the greatest value.

Passive reactivenessMembers and staff feel that AIA is often slow to take a stand on important issues that define and impact the architecture profession.

Resource allocationFinancial and other organizational resources are seen as disproportionately benefitting national at the expense of local and regional components.

Organizational ReassessmentENGAGEEngaging emerging professionals

AIA seeks to be an essential resource for all architects, at every stage of their career, but the organization has yet to successfully embrace the values and interests of emerging architects.

Inefficacy of communicationsBombarded with communications, members “tune out” AIA. At the same time, most are unaware of the full scope of AIA offerings that benefit them and many have difficulty finding the information they seek.

Organizational ReassessmentLEADLeadership tenure and agendas

The one year terms and changing agendas of elected leadership contribute to a lack of continuity and impact in identifying and acting upon organization priorities.

Board size and compositionThe AIA Board, with nearly 60 members, is large for an organization of AIA’s size. However, the greater concern is whether its composition is truly representative of the range and diversity of membership.

Immediate Action Items


Prioritizing AIA EffortsPurpose: • Member recommendations on priority of AIA programs, services, initiatives for 2014-15 planning

Action: • Host local Component “Town Hall” meetings• Send recommendations to national for compilation• Present priorities at AIA annual businessmeeting

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Study of member service/resources by AIA Member Service Resource Task Force comprised of members and CACEKey charge:• Analyze delivery of member benefits and

services; alignment of resources across AIA• Define roles and responsibilities for resource

sharing to improve member service• Final recommendations for Board action Spring 2014

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Organizational Structure ReviewPresident-led Board study of AIA organizational structure and decision-making

• Input/guidance from consultant with expertise in organizational design and development• Recommendations for Board action by

December 2013

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Emerging Professionals SummitNovember 2013 gathering of experts from across AIA, profession, from academia to practicePurpose:• Develop action plan/best practices serving emerging professionals• Program/action recommendations for 2014

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Research: Gender & InclusivenessComprehensive study to generate action plan to increase diversity of AIA/profession• Funded and completed in 2014

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Innovation FundExisting or new programs that can be replicated by other Components, are innovative, and address one of the 10 recommendations• Awarded in each category: Large,Medium, and Small, and all-volunteer Components• Awarded at AIA annual business meeting for 2013 and completed by end of 2014

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Repositioning AmbassadorsAugments Board, CACE, role as ambassadorsForty-person group selected by Board Communications Committee (Two members from each region served by AIA Board, two at-large)Charge:• In conjunction with AIA Board, awardInnovation Fund grants• Provide guidance in setting AIA-wide priorities based on Town Hall recommendationsLE

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Communications StrategyIn process; addresses all tiersDeliverables:• Strategy for streamlining vehicles, message prioritization; process for developing content for digital, online, print vehicles; strategy for enhancing aia.org• Refreshed graphic identity

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AIA Annual ReportMember accomplishments in 2012Selected highlights:• Enhancing ability to serve communities• Expanding the body of knowledge• Building relationships • Visibility with the public

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Immediate Action ItemsEN

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Recap:• Focus on serving members

• Starting the journey today

• Your commitment is key

Next steps• Require a culture shift. Begin now, act now• Help us prioritize in the breakout sessions• Visit the video booth to offer your insights• Continue the conversation through social

media• Think about your role leading repositioning• Watch the presentations and download the

AIA Annual Report at www.aia.org/repositioning

• Share your enthusiasm with colleagues at home

http://www.aia.org/repositioning

Repositioning

Documents

aia members

value aia

majority of members

seasoned members

position statementthe

national levels of aia

enduring value

clients goals