Repositioning

1. Repositioning

2. Repositioning In December Consultants provided positioning statement and identified specific areas in AIA that require change In Jan./Feb. Meetings to develop action plan and timeline for change March Present plan to Board, Grassroots attendees, members, staff

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

4. Position Statement The AIA: Architects designing a better world. • AIA members create enduring value. We benefit clients and communities through innovative design solutions.

5. Position Statement The 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.

6. Position Statement The 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.

7. Position Statement The 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 shape the future. We value talent and diversity in new generations of professionals.

8. Organizational Reassessment Connect, Innovate, Engage, Lead

9. Organizational Reassessment CONNECT Component autonomy versus unity While a necessity, component autonomy leads to inconsistency in how members experience and value AIA through the local component. Component structure The component structure is unwieldy and challenging for even seasoned members to comprehend. Lack of tier coordination Many 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.

10. Organizational Reassessment INNOVATE Prioritization 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 reactiveness Members and staff feel that AIA is often slow to take a stand on important issues that define and impact the architecture profession. Resource allocation Financial and other organizational resources are seen as disproportionately benefitting national at the expense of local and regional components.

11. Organizational Reassessment ENGAGE Engaging 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 communications Bombarded 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.

12. Organizational Reassessment LEAD Leadership 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 composition The 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.

13. Immediate Action Items

14. Immediate Action Items Prioritizing AIA Efforts Purpose: 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 business meeting INNOVATE Prioritization of initiatives Engaging emerging professionals Passive reactiveness Resource allocation

15. Immediate Action Items Study of member service/resources by AIA Member Service Resource Task Force comprised of members and CACE Key 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 CONNECT Component autonomy versus unity Component structure Lack of tier coordination

16. Immediate Action Items Organizational Structure Review President-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 LEAD Leadership tenure Board size and composition

17. Immediate Action Items Emerging Professionals Summit November 2013 gathering of experts from across AIA, profession, from academia to practice Purpose: Develop action plan/best practices serving emerging professionals Program/action recommendations for 2014 INNOVATE Prioritization of initiatives Engaging emerging professionals Passive reactiveness Resource allocation

18. Immediate Action Items Research: Gender & Inclusiveness Comprehensive study to generate action plan to increase diversity of AIA/profession Funded and completed in 2014 INNOVATE Prioritization of initiatives Engaging emerging professionals Passive reactiveness Resource allocation

19. Immediate Action Items Innovation Fund Existing 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 CONNECT Component autonomy versus unity Component structure Lack of tier coordination

20. Immediate Action Items Repositioning Ambassadors Augments Board, CACE, role as ambassadors Forty-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, award Innovation Fund grants Provide guidance in setting AIA-wide priorities based on Town Hall recommendations LEAD Leadership tenure Board size and composition

21. Immediate Action Items Communications Strategy In process; addresses all tiers Deliverables: Strategy for streamlining vehicles, message prioritization; process for developing content for digital, online, print vehicles; strategy for enhancing aia.org Refreshed graphic identity ENGAGE Inefficacy of communications

22. Immediate Action Items AIA Annual Report Member accomplishments in 2012 Selected highlights: Enhancing ability to serve communities Expanding the body of knowledge Building relationships Visibility with the public ENGAGE Inefficacy of communications

23. Immediate Action Items ENGAGE Inefficacy of communications

24. Immediate Action Items ENGAGE Inefficacy of communications

25. Immediate Action Items ENGAGE Inefficacy of communications

26. Immediate Action Items Recap: Focus on serving members Starting the journey today Your commitment is key

27. 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