Table of Contents
* AIA Advocacy
* AIA Community
* AIA Knowledge
* AIA Value/Resources
Appendix No. 1: The 2004 AIA Strategic Planning Committee & the Planning Process
Appendix No. 2: Excerpts from Aligning the Institute for the Millennium ("AIM Plan")
AIA ADVOCACY
STRATEGY: The AIA will facilitate effective dialogue among members; and between AIA members - collectively and individually - and the public to promote a better built environment, expanded influence of the architect in society, and a healthy future for the profession.
AIM Linkage: The AIM report objectives of External Dialogue and Advocacy - while stated separately - share an implicit common assumption: that if the profession "pursues a healthy dialogue" with the marketplace and public policy makers, and speaks up clearly and forcefully, architects individually and collectively gain greater influence in determining the quality of the built environment.
Statements of Intent:
* The AIA Brand. The AIA, as the community of architects, will stand for professionalism, knowledge, collaboration, effectiveness, diversity and vision.
* Public Outreach. The AIA will advocate to the public the value of the architect's role in the community.
* Member Communications. The AIA will facilitate the sharing of professional information and member-to-member knowledge generation.
* Government Affairs. On behalf of society and the profession, the AIA will advocate for a better built environment.
AIA National Component Initiatives:
� Advertising/media relations
� AIA web site
� Membership newsletters
� Web chat rooms
� Web links to all AIA and non-AIA knowledge resources
� Unstaffed component communication resources (web site and newsletter templates)
� Member recognition, incentives for sharing
� Convention/mini-conventions
� Minority membership recruitment
� Joint media relations with partner organizations
� Advocacy Support
� Federal Advocacy
� State and Local Advocacy
� Codes, Standards, and Guidelines Advocacy
AIA COMMUNITY 2004-2005
STRATEGY: The AIA will cultivate internal and external relationships to better engage and support our members in strengthening society and the profession.
AIM Linkage: The AIM Report speaks often to the issue of relationships, both within and beyond the organization, and stresses that these relationships must be nurtured.
Statements of Intent:
* Members and Components. Local, State, and National components will collaborate to create opportunities that provide members with enriched value and responsive service at the appropriate level.
* Emerging Professionals. The AIA will nurture emerging professionals and will influence a preferred future for the internship process and architecture education.
* Alliances. The AIA will foster mutually beneficial partnering strategies with key stakeholders.
AIA National Component Areas of Focus:
� Members
� Elected leaders
� Associate Members
� Legislators and government officials
� Students & Faculty
� Civic leaders
� Architectural graduates
� Allied members
� Local and State AIA Components
� Building product manufacturers
� Architecture firms
� Service providers
� Member affinity groups
� Public interest groups
� Collateral organizations
� Clients
� Related professional groups
� Other stakeholders
AIA KNOWLEDGE 2004-2005
STRATEGY: The AIA will facilitate the discovery and sharing of knowledge that inspires and enables members, architects and the public to engage creatively, credibly and nimbly in addressing society's needs.
AIM Linkage: The AIM Report identifies knowledge as the "currency" of the 21st century that requires a comprehensive and integrated strategic response to position the AIA as the architect's primary source of knowledge.
Statements of Intent:
* Knowledge for Society. The AIA will invest in the discovery of knowledge that demonstrates the value of design.
* Knowledge for the Profession. The AIA will provide access to the information, knowledge and practice tools architects most value.
* Knowledge for the Individual. The AIA will celebrate each member's commitment to becoming more knowledgeable.
AIA National Component Initiatives:
� Basic and applied research
� Formal architecture education
� Market research
� Library and archives
� Publishing
� Case Studies
� Firm-based education
� Practice tools (including Contract Documents)
� Knowledge leadership
� Best Practices
� Continuing education
� Distance education
� Internship and Mentoring
� Leadership development and training
� Knowledge communities
AIA VALUE (RESOURCES) 2004-2005
STRATEGY: The AIA will utilize effective management and fiscal responsibility to implement the Institute's programs and governance.
AIM Linkage: The AIM Report speaks to transformation of the culture, structure, and resources of the Institute toward the desired end of achieving inspired leaders who are innovative and accountable.
Statements of Intent:
* Resources. The AIA will provide a healthy, positive work environment for staff, supported by technology, legal, financial, and other essential resources.
* Governance. The AIA will demonstrate an innovative culture, characterized by visionary planning, effective decision-making, and discipline in fiscal and programmatic accountability.
AIA National Component Initiatives:
� Accounting operations
� Antitrust Compliance
� Board of Directors and Committee support
� Building and real estate
� Compensation and benefits
� Component collaboration
� Contracts and business activity
� Financial management
� Grants management and development
� Intellectual property
� International collaboration
� Membership systems and database
� Organizational and operational management
� Professional ethics
� Professional risk management
� Staff recruitment, selection, training, and development
� Strategic planning support
� Task groups, special projects
� Technology and communications systems
APPENDIX No. 1 The 2004 AIA Strategic Planning Committee
The strategic planning committee responsible for the content and the format of this document was composed of the following individuals:
Eugene C. Hopkins, FAIA 2004 President, Co-chair
Norman L. Koonce, FAIA, EVP/CEO, Co-chair
Thompson E. Penney, FAIA, Hon. FRAIA, 2003 President
Douglas L Steidl, FAIA, 2004 First Vice President
Paul Davis Boney, FAIA 2004 Vice President
RK Stewart, FAIA 2004 Vice President
David Watkins, FAIA 2004 Vice President
Lawrence Livergood, AIA 2004 Secretary
James Gatsch, FAIA, 2004 Treasurer
David Lancaster, Hon. AIA, 2004 CACE Representative to the ExCom
James Dinegar, Chief Operating Officer
Helene Dreiling, FAIA, Team Vice President
Charles Hamlin, Team Vice President
Barb Sido, CAE, Team Vice President
Additional guidance was provided by the following AIA leaders:
Bruce E. Blackmer, FAIA, 2003 Vice President
Ana Guerra, Associate AIA, Associate Director-elect
John Klockeman, AIA, chair, Housing PIA
Ted Landsmark, AIA, chair, Diversity Committee
Laura Lee, AIA, chair, Case Study Work Group
Paula Loomis, AIA, Public Architects
Miguel Rodriguez, AIA, Chair, Continuing Education Committee
Saundra Stevens, Hon. AIA, 2004 CACE President
Daniel Williams, FAIA, chair, COTE
Staff input and support were provided throughout the process by:
Andrea S. Rutledge, SDA, executive assistant to the CEO
Pam Kortan, director, Governance Administration
Cindie Kyte, executive assistant to the COO
The Planning Process
The 2004 AIA Strategic Planning Committee and other participants, armed with extensive background study, convened in June 2003 for two days of facilitated planning under the leadership of John Parke, president and CEO of Leadership Synergies. That discussion was intense, thoughtful, respectful, passionate, enlightening, direct, informative, candid, wide-ranging, and always insightful. Not only did the group review the 2003-2004 Strategic Plan and make recommendations for refinement, they also identified new areas of focus and interest. It was clear they wanted the AIA's Strategic Plan to be focused and results oriented.
Following the retreat, senior leadership at the national component refined the strategies for 2004-2005. Their work continued to be informed by eight hours of conference calls with 2004 Strategic Planning Committee, and an intensive day-long review while meeting with current and future presidents (Thompson E. Penney, Eugene C. Hopkins, Douglas L Steidl) and EVP/CEO Norman L. Koonce.
A Basis for Discussions
When the group met in June, their conversation had been informed by a significant number of reports and studies undertaken recently. The list is long, but bears repeating here in an effort to illuminate the significant quantity of data the Committee worked with in making their recommendations. Their sources included:
o Aligning the Institute for the Millennium Report (AIM).
o Brand platform research by Carton Donofrio.
o Membership input via the Issues Forum.
o Client Experience research that informed our advertising campaign.
o The National Conversation.
o Recent Graduate Employment Survey.
o 2002 Internship and Careers Survey.
o Outcomes from the 2001, 2002, and 2003 Knowledge Leadership Strategic Retreats.
o 2002 Knowledge Agenda Summit.
o Prepared for Practice - AIA Education Survey.
o Convention Advisory Group recommendations.
Areas of Enhanced Focus
This information and the conversation it stimulated resulted in an increased focus on several areas of interest for 2004-2005. These areas include (in no particular order): diversity (the AIA becoming an organization that truly represents all our profession); advocacy (having a respected place at the table where public policy is shaped at all levels); research (the ability of AIA members to demonstrate in quantifiable and replicable terms the value of architecture); sustainable, livable, and healthy communities (the broad perspective and visioning capability of architects give them the credibility to lead); and, emerging professionals (engaging the future of the profession).
APPENDIX No. 2 Excerpts from Aligning the Institute for the Millennium
Mission Statement
The American Institute of Architects is the voice of the architecture profession dedicated to serving its members, advancing their value, and improving the quality of the built environment
Vision Statement
Through a Culture of Innovation, The American Institute of Architects Empowers Its Members and Inspires Creation of a Better Built Environment.
Major Objectives
Architecture Education
Partner with collaterals to provide students of professional degree programs in architecture shared practical experience and a knowledge of professional culture that will prepare them upon graduation to become architects in expanding and diverse practice settings.
Information and Knowledge Delivery
Identify and provide market-driven, timely, relevant, concise, and accessible information and knowledge, using all appropriate delivery systems.
External Dialogue
Seek opportunities and create mechanisms to foster dialogue that engages the architect with the marketplace.
Partners
Identify, promote, and enhance strategic partnerships between members, their clients, and other contributors to the built environment.
Advocacy
Initiate and enable results-oriented advocacy with government and industry at state, local, and national levels, speaking with a clear, consistent voice.
Inclusiveness
Aggressively work to broaden the definition of the profession, while being more inclusive, and focus services to anticipate and creatively respond to member needs.
Governance
Transform the culture, structure, and resources of the Institute to facilitate the bold implementation of policies that support the Mission and Vision Statements, and provide more timely, consistent, and innovative responses to emerging issues.
