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

Repositioning

The American Institute of Architects is the voice of our profession, with over 150 years of dedication towards “promoting the scientific and practical perfection of its members, and elevating the standing of the profession”  In 2012 the AIA introduced the AIA Repositioning, an initiative representing the most extensive research and strategic assessment of the organization ever conducted. Through interviews and discussions the initiative sought input from not only AIA member and non-member Architects, but also students and faculties, clients and the general public. The AIA Repositioning initiative is the Institute’s proactive shift in perspective, an honest questioning of just what the purpose of the AIA is today and what it should be moving into an uncertain future.

Below are the 10 areas identified as needing organizational reassessment in there discussion about repositioning. Further explanation of each category is below the poll or in this PDF.

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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.

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.

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.

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 national AIA Board, with nearly 60 members, is large for an organization of AIA’s size. Similarly, your State or Local AIA Board may also be too large. However, the greatest concern is whether AIA Boards’ composition are truly representative of the range and diversity of membership.