2025-2027 Strategic Plan

Our Mission: AIA Connecticut is the voice of the architectural profession, empowering its members to lead in service to society.

Our Vision: A more equitable, humane, inspiring, resilient built environment

In 2023, AIA Connecticut crafted a comprehensive 5-year directive for the chapter by conducting surveys and engaging in discussions with board members, committee co-chairs, staff, and various stakeholders.

The resulting strategic plan comprises six key components, outlined below, that provide a roadmap for the chapter’s future endeavors and initiatives.

Programming

We will provide education, events, and resources that meet the needs of architectural professionals, allied members, and the public.

Objectives

Conduct outreach to implement K-12 programs
Develop an emerging technologies tracking and education program
Build programs to engage the public; analyze the possibility of holding a public event to raise awareness of the profession
Assess demand; develop and offer additional professional development and mentorship programs as needed, for all professional levels

Advocacy and Voice

We will advocate for and engage in relevant issues that impact the profession and our communities.

Objectives

Speak out on issues of importance to the profession, the built environment, and climate
Provide an opportunity, platform, and resources for architects involved in government roles to connect, network, and educate members about public service
Continue developing and promoting an annual legislative agenda, e.g.
Develop tools and resources to empower architects to advocate for themselves and their communities at state and local government levels

Membership Engagement and Support

We will have a diverse, equitable, growing, and engaged membership.

Objectives

Foster membership in committees, task forces, and AIA National committees and communities
Initiate firm liaison program or network for more peer-to-peer connection, understanding, engagement, advocacy
Build awareness of the value of membership, e.g., create series of events targeting prospective members or a “why join” campaign
Develop new strategies to increase membership
Strengthen EP committee and define their position within AIA

Partnership

We will be a leader in partnership with related organizations.

Objectives

Leverage partnerships to promote unified solutions to climate change
Engage in dialogue with universities to understand each other’s needs and opportunities
Regularly participate in a consortium of AEC organizations to discuss synergies and contribute to joint policies, outward-facing advocacy, legislation, and public messaging

Communication and Visibility

We will increase awareness of our activities, advance knowledge of the profession, and gain recognition for the contributions of architects and architecture.

Objectives

Create and launch a campaign to increase public awareness; provide resources to members – encourage and recognize members’ involvement in other organizations and community
Encourage members to offer public-facing programs (e.g., open house)
Partner with K-12 schools to universities to introduce the profession and the path to it

Organizational Effectiveness & Sustainability

We will have the organizational structure, governance, practices, and funding to ensure our growth and sustainability.

Objectives

Proactively communicate board structure and roles to members to convey the value of involvement
Ensure financial stability
Conduct annual Board, committee chairs, and National representatives self-assessment and development
Hold all-committee meetings to support collaboration
Revisit committee structure and update changes annually
Actively identify and recruit diverse board candidates, open applications to the membership
Conduct monthly, quarterly, and annual reviews and updates of the strategic plan