California asks questions!

4. Organizational Structure While all can agree that a revitalized, relevant, and robust AIA to lead and support the profession is critical, there is still uncertainty whether the AIA has the will to make the significant and substantive changes necessary. In view of the findings of the Repositioning Study, what recommendations would you make about the AIA’s current service and delivery model to the membership?

AIA members do want significant, substantive change—management and staff share this aim.

We must break with established procedures and experiment with realigned roles and responsibilities. Our challenges are to:

-- Forge strong ties to the contracting and building product industries.
-- Engage critical client groups and user groups in all of our programs.
-- Unite with allied professionals to bolster our power and influence.
-- Attract young talent with early opportunities to lead meaningfully.
-- Address matters of social equity and need by taking concrete action.
-- Connect with political leaders and the public on key community issues.
For the membership, AIA must deliver two basic things at reasonable cost:

Unsurpassed programs and expert member service. The national body must provide resources efficiently and fitted precisely to needs. One size does not fit all.

We need to rethink how we deploy our human, financial and technical assets. The key is to ensure that all resources—which come from the members, and belong to them—perform at peak for the greatest good.

Experimentation and new approaches must be part of our future. This means wider latitude and greater resources for components.

All of the questions and answers are here:

http://www.aiacc.org/wp-content/uploads/2013/05/vonier.pdf