The AIA Board of Directors on December 5 adopted a long-range strategic plan for the Institute for 2003–2005 and a supporting operating plan of programs and projects for 2003–2004. The Board also approved a 2003 operating budget.

The planning process to derive these working documents was notably more inclusive this year, as prescribed by the Institute’s Aligning the Institute for the Millennium (AIM) long-range plan. Specifically, the process focused on:
• In-depth member and component input and feedback
• Increased emphasis on identification of AIA member needs and aligning program/Institute resources with these needs
• Greater emphasis on national/local component collaboration and delivery of services more directly to AIA members
• Development of specific metrics for program effectiveness
• Longer range (multi-year) view
• Issues-based planning more explicitly aligned with AIM objectives
• Disciplined fiscal planning and goal-setting.

The planning process began in March 2002 with the National Conversation, (go to MyAIA.aia.org, and search for “national conversation”) through which components around the country conducted forums to get members’ input on the future of the Institute and the profession. Later in the spring, the AIA convened a Knowledge Summit to consider the Institute’s role as a “knowledge organization.” The AIA Board added its insight through its issues discussions. More member feedback was added to the pot at a planning retreat in June, with participation by the 2003 AIA Executive Committee, senior AIA staff, and representatives from CACE, PIAs, firms, the Diversity Task Force, the Associates and Documents committees, and an AIA representative to NAAB. The retreat participants identified five issues that ranked as key to the strategic planning process: knowledge, AIA contract documents, communication, architecture education, and membership. An August AIM Advisory Group meeting and the September Board meeting helped shape 16 strategies within these issues and led to definition of the following program priorities for the next two years.

Program highlights
Following are the 2003–2004 new or emphasized programs and projects, listed according to primary responsibility by the three national component operating teams.

Knowledge team
• New prototypes for knowledge generation and delivery
• Focused knowledge responses for an evolving profession, including expanding career options, alternate delivery models, addressing diversity goals, and nurturing community leadership potential
• Knowledge links and knowledge mapping
• Integrated continuing education development and delivery
• AIA Contract Documents education.

Communications team
• Brand research and brand platform development
• New national advertising campaign with local component extensions
• Upgraded national media relations team
• Honors and Awards programs alignment with Institute, AIM, and member values
• Increased investment in marketplace research for members’ and local components’ use
• New quarterly printed member newsletter
• New Web site
• New AIA Contract Documents marketing/communications campaign.

Relationships team
• New research to assess membership characteristics, knowledge needs, graduate employment trends, and PIA-member satisfaction
• Support for Center for Livable Communities five-year plan
• Preparation for the Triennial NAAB Validation Conference
• Membership recruitment pilot program
• Mentorship initiative
• Young Architects Forum Leadership Conference
• Increase in support and grants for state and local government affairs
• New member recruitment, retention campaigns.

Services shared among the groups will include a component business development task force and a new contract documents delivery platform.

Copyright 2002 The American Institute of Architects. All rights reserved.