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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.


    • 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.


    • 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 gave a diverse, equitable, growing, and engaged membership.


    • 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


    We will be a leader in partnership with related organizations.


    • 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.


    • 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.


    • 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

    AIA CT Annual Meetings