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Member Value and Advancing the Profession

0 AIA Honolulu Repositioning Report and Recommended Action Plan for Change, April 2014

Member Value and

Advancing the Profession AIA Honolulu Repositioning Report and

Recommended Action Plan for Change

April 23, 2014



OVERVIEW

Background on Repositioning

The AIA understands that our world and our

practice is changing. AIA National’s recent

“Repositioning” research has resulted in a

wealth of information as to how our

organization is affected by changing business

trends and evolving member perspectives, and

their report includes recommendations for

looking towards future strategies to remain or

possibly regain relevance for our members.

This presentation on AIA’s repositioning

research can be found in a separate document.

AIA is an association of architects, future

architects, and those working with architects to

create a better world – through architecture.

As architects together, we can collectively

accomplish what no individual can do alone.

Chapter Activities

Beginning in July, 2013, the AIA Honolulu Board

of Directors has been focused on gathering

input to determine what programs and services

really matter to our members and prospective

members; and to consider what changes would

we need to make to become a more relevant

organization to our constituent groups in

Hawaii. Two ½ day sessions were held (July

2013 and March 2014) with board members

and an invited mix of past presidents,

committee chairs and other volunteer

members.

Priorities

Feedback and discussions to date from our

Chapter activities appear to track closely with

AIA National repositioning recommendations.

At the core, it would appear that our local

organization would be well served by collective

efforts to refine (or re-define) our structure

and focus in Hawaii to:

1) Elevate the role and influence of architects

in our community

2) Communicate the value of architecture and

design to the public and allied industries

3) Provide needed tools to our members and

member firms to position them to excel and

thrive in today’s competitive and changing

professional landscape.

Additional priorities that repeatedly emerged

as focus areas needing attention included:

Attracting and engaging the younger

generation;

Building a foundation that inspires

participation & leads to desired results;

Reinforcing the value of licensure

within our firms and the role of

mentorship to sustain our profession;

Articulating the importance and the

role of DESIGN in all of efforts.



MISSION

AIA Honolulu empowers architects

to excel and impact their practice,

profession and their community

through design.

VISION AIA members work together to

build a better world for all

people—through architecture.

GOALS

Elevate Public Awareness

Communicate the value of

architects and design – through

community and industry

outreach

Advocate for the Profession

Elevate the role and influence

of architects in our community;

take a stand on important

issues

Create/Expand Sharing of

Knowledge & Expertise

Empower members for

relevancy and success

PROPOSED OPERATING

FRAMEWORK



Goal #1 Raise Public Awareness Communicate the value of architects and design through community & industry outreach

AIA Honolulu empowers architects to excel and impact their practice,

profession & community...through design

1.1 Define and promote our communications/media plan Staff Board Start End Status

Act ions: mo/yr mo/yr ?

Working with media consultant, refine annual public relations plan

Evaluate web site as public outreach tool and upgrade as needed

Audit social media efforts and develop a strategy for increased use

Explore opportunities for contributing member blog program

1.2 Position Members as Experts Staff Board Start End Status


Evaluate feasibility of experts bureau using our web site to host

Develop AIA firm search tool and firm profiles using our web site

Explore interest in media training program to position architects as experts

1.3 Develop Center for Architecture as go-to venue on design Staff Board Start End Status


Establish working group to develop and schedule public programs

Investigate opportunities for collaboration with UH, Honolulu Museum…

Explore opportunities to expand /develop programming for Arch. Month

Develop opportunities for member firms to showcase their work at CFA

1.4 Promote influence and mission of AIA and CFA in Hawaii Staff Board Start End Status


Connect member firms through roundtables and other outreach to emphasize importance of AIA in promoting value of profession

Explore opportunities to expand influence having allied organizations contract space for their board meetings and/or events

Expand allied membership program as means to increase industry partners aligned w/ AIA mission & activities

Leverage connections & relationships of board members to expand & develop annual sponsorship program to fund Chapter initiatives



Goal #2 Advocate for the Profession Expand Influence of architects; take a stand on important issues

AIA Honolulu empowers architects to excel and impact their practice,

profession & community...through design

2.1 Build industry alliances to increase collaboration and improve positioning Staff Board Start End Status


Initiate quarterly or semi-annual forums between allied organizations

Explore joint programming to create synergies and eliminate overlap

Develop outreach programs to broaden diversity and increase membership engagement

2.1 Promote, engage, coordinate and train member advocates Staff Board Start End Status


Find members currently serving in public positions & ensure they know AIA message, and pursue opportunities to increased support of AIA goals

Determine and advance opportunities for members to serve & represent AIA

Evaluate opportunities to offer Citizen Architect training to AIA Hawaii members

2.3 Develop targeted engagement w/ public agencies, boards, and elected officials Staff Board Start End Status


Collaborate w/AIA Hawaii State Council to develop coordinated & cohesive

structure to effectively address issues of licensure, practice & the profession

Allocate resources as indicated to track issues and proactively influence

emerging agendas and outcomes affecting the profession

Explore and define additional opportunities for member involvement with public agencies, commissions, and cross-industry work groups.

Communicate advocacy efforts and outcomes frequently and effectively to members and broader community



Goal #3: Empower members for relevancy and success Facilitate knowledge-sharing & expertise for individuals and firms

AIA Honolulu empowers architects to excel and impact their practice, profession & community...through design

3.1 Expand professional development beyond technical training Staff Board Start End Status


Gather member input on key needs and explore other AIA program templates . Consider practice-based, business resource workshops

Explore alternative delivery methods to reach remote audience

Develop annual CE schedule of offerings – focusing on high quality program offerings that are uniquely geared to members and firms.

Establish broad member involvement in planning CE tracks for Pacific Building Trade Expo-elevate position as premier annual AEC trade show.

Survey participants, track results and update programs as needed

3.2 Expand offerings of tools and services for member & firm advancement Staff Board Start End Status


Determine and provide resources to assist firms of varying sizes in their practice

Evaluate effectiveness of website as member resource and tool to increase member and firm perceived value of AIA

Work with Hawaii State Council to explore feasibility and interest in BOSS surveys and other industry-focused measures for Hawaii

3.3 Raise awareness and sharing of trends & best practices in the industry and profession. Staff Board Start End Status


Reinstate firm visits as a means to tracking issues for Chapter to address

Coordinate with AIA committees, knowledge communities and networks to share best practices and disseminate timely information

3.4 Nurture, train, mentor and develop new graduates, interns and emerging professionals as future chapter/industry leaders Staff Board Start End Status


Explore component best practices to expand ARE prep program and resource library to meet licensure goals and attract others to AIA

Engage AIA Hawaii Fellows, seasoned practitioners and emeritus members to develop robust and active leadership/mentorship culture



NEXT STEPS

The Power of Purpose

The rapid evolution and transformation of

the architectural profession has put AIA in a

critical position of becoming a stronger

advocate and more-valued resource for its

members and firms. Competition for limited

work and evolving models of practice have

created a need for AIA to articulate a

purposeful plan of action that will inspire

participation, attract and engage the

younger generation—and lead to desired

results.

‘Vision without action is a

daydream, but action without

vision is a nightmare.’

Whether your metaphor is a dream, a road

map or scaffolding, building a great

organization is a matter of thoughtful

planning and purposeful actions.

The framework outlined in this document

aims to give shape to our Chapter’s efforts in

a purposeful manner. It is intended as a

means of reinforcing our strategic priorities

and proposing concrete actions to help

achieve our goals. It is best viewed from a

1000 foot level, rather than taking a

microscopic view to dissect or to create a to-

do list for each recommended action. Also

key, this framework is intended to support

the organization for the next 2 to 3 years. A

single-year action plan would be simply

unattainable and short-sighted.

Role of Board, Members and Firms

In the coming months, the Chapter Board

anticipates a new structure for further

engaging volunteer leaders and members.

The Chapter’s organizational chart will be

updated to reflect each board member’s role

in a core strategic area:

1) Communication to raise public awareness

2) Advocacy to elevate architects’ influence

3) Facilitate tools & knowledge for success

Focused round table gatherings of firm

leaders of small, mid- and larger-size firms

are being considered to get additional

feedback, from members, prospective

members and firms. The goal of these

sessions would be to help validate, refine

and prioritize proposed action plans to serve

the Chapter for the coming 2 -3 years.

Chapter Bylaws changes will be explored

with the goal of better aligning people and

limited resources. Initial discussions include

considerations for reducing associate

member dues and a campaign for greater

firm support of associate membership;

reorganization of the executive committee

to include an associate member as officer;

and possible creation of a Vice President of

Alliances to increase cross-industry

collaboration and support.

AIA is US, WE, TOGETHER to advance the

profession and practice of architecture. We

hope you will join us to build a better world.

ADDENDUM: Member Value and Advancing the Profession

AIA Honolulu Chapter Board & Chairs Session: Summary of Participant Comments

Ma

rc

h 2

9,

20

14

ON THE NEED TO INCREASE PUBLIC

AWARENESS THROUGH COMMUNITY AND

INDUSTRY OUTREACH

Public awareness is most important – AIA needs

to reinforce the importance of architecture and

design.

Architecture has become very esoteric. If we do

not take positions that translate in the real

world we will never be relevant. We need to

translate and communicate what we do into

everyday life that matters to people.

AIA is in a position of only AIA members as

members. Yet, other organizations are more

multi-disciplinary, and this makes other

organizations more attractive.

The Chapter should consider a strategic alliance

group; as more of an umbrella focus on the

industry and changing models of engagement.

AIA needs to emphasize unique aspects of

architecture; communicate the value of DESIGN

We need to have a committee on design! We

need to show the residents of Hawaii that

architects can design.

We can elevate public awareness by writing for

web: Blogs, Point-Counterpoint, commentaries

We need to build excitement. AIA needs to be

in the forefront of something. What is it?

REGARDING THE NEED TO ADVOCATE FOR THE

PROFESSION TO ELEVATE ROLE AND

INFLUENCE OF AIA IN HAWAII

If AIA did not exist there would be no one to

advocate for the architectural profession. Our

advocacy role as AIA is KEY.

We have lost a lot of respect. We have lost the

right to sit at the table as an organization and

industry. (We shoot ourselves in the foot).

We are not relevant to our members and to

other organizations. We are not relevant to our

clients. We are not asked to participate.

Structure of AIA is so complicated that makes it

difficult to get people involved. If there was

not so much structure, maybe more would

participate?

We are very (too) slow and our process is too

deliberate. We are too late to the table in

response to key design issues in the community.

AIA needs to take more positions. If you don't

give an opinion then no one will ask you for it.

Architects would like increased role in

government issues & policy shaping. We need

to be more proactive in requesting AIA

representatives to serve on emerging

state/local task forces & commissions.

We need to have firm leaders support AIA and

the profession.

How do we convince firms of our value? We

need to communicate better with our firms>

Tell them what we do: For instance to support

the laws favoring practice in Hawaii.

AIA HONOLULU: AIA Honolulu Repositioning Additional Feedback March 29, 2014 Board/Committee Chair Meeting Notes

ADDENDUM: Member Value and Advancing the Profession

AIA Honolulu Chapter Board & Chairs Session: Summary of Participant Comments

Ma

rc

h 2

9,

20

14

REGARDING THE NEED TO ADVOCATE FOR THE

PROFESSION TO ELEVATE ROLE AND

INFLUENCE OF AIA IN HAWAII, continued.

There are so many other organizations related

to architecture. Like USGBC. Their

organizations are young and their leaders are

young..... AIA has much more competition for

members’ interests and time. We should look

to collaborate more with other organizations.

We need a better platform for leadership

development and mentoring to expand our

influence and get people to care about AIA.

Don't tell why we are important but show them

why we are important. Lead by action & doing.

Is our committee structure relevant? Yes, in the

sense that they are the professional interest

areas... but these committees are not

necessarily supporting the mission and goals of

the organization.

What problems are trying to solve? How are

our efforts supporting our mission? How do we

make progress on the things that do matter?

Repeated theme: greater linkage between all of

the board members and members and firms

would help advance AIA.

ON INCREASING KNOWLEDGE SHARING AND

MENTORING TO ADVANCE MEMBERS AND THE

PROFESSION

Younger do not seem to understand what it

means to be an architect... what it means to be

part of a profession. People are treating their

work as a job.

Ask what are younger passionate about. It is not

necessarily the same issues. Need to empower

others to make decisions.

Value of being an architect is lower. AIA does

not offer anything that I cannot get at another

organization. There is nothing unique for them

to choose AIA over USGBC, ULI, or NAIOP. Part

of the failing starts is with the schools. There is

no reinforcement of the value of the profession.

There exists disconnect between faculty and

profession on practice issues. AIA needs more

outreach to the schools to bridge gaps.

AIA needs to grow leaders. The organization

needs a structure to nurture future leaders.

How do we do more vertical mentoring? This

was commented on a few times. Long-time

members said that people back when they were

starring out planted more value in AIA...

How do we get firms to support emerging

professionals? It has to come from top down in

terms of firm support of involvement in AIA

Firms are burning out their staff and because of

that many people are not looking for things to

do. We need principals to support involvement

in AIA.

FIRM Listening tours should be something that

AIA needs to do more regularly to get input.

What problems do firms and members face?

And then make committees to solve those

problems.

People are too busy to get involved. We need

to have less offerings but better.

Fewer larger events that get more people

involved would be appealing.

Professional Development is ad hoc right now

within AIA. AIA would benefit from annually

planned calendar of education/training.

…Don’t forget to also plan for some fun!

GO

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GO

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