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Repositioning. 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.

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repositioning1
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

statement of purpose
Statement of Purpose

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

position statement
Position Statement

The AIA: Architects designing a better world.

  • AIA members create enduring value.

We benefit clients and communities through innovative design solutions.

position statement1
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.

position statement2
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.

position statement3
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.

organizational reassessment

Organizational Reassessment

Connect, Innovate, Engage, Lead

organizational reassessment1
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.

organizational reassessment2
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.

organizational reassessment3
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.

organizational reassessment4
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.

immediate action items1
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

immediate action items2
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

immediate action items3
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

immediate action items4
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

immediate action items5
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

immediate action items6
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

immediate action items7
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

immediate action items8
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

immediate action items9
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

immediate action items10
Immediate Action Items

ENGAGE

Inefficacy of communications

immediate action items11
Immediate Action Items

ENGAGE

Inefficacy of communications

immediate action items12
Immediate Action Items

ENGAGE

Inefficacy of communications

immediate action items13
Immediate Action Items

Recap:

Focus on serving members

Starting the journey today

Your commitment is key

next steps
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