2017-2022 Strategic Plan
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2017-2022 AIA Honolulu Strategic Plan

In May 2017, the Chapter Board of Directors approved the 2017-2022 Strategic Plan.  This plan was designed to serve as a road map for our chapter over the next five years, outlining where we are, where we want to be, and how we’ll get there. 

The plan consists of four primary goals, and the primary objectives of each goal. The plan was created using past AIA Honolulu Strategic Plans as a foundation, incorporating significant member feedback and updated to make sense for our organization today.  The 2017-2022 plan also includes timelines and accountability that will help us stay on track and accomplish our goals. 


GOAL 1:  IDENTITY: Driving Member Value and Engagement


Drive member value and engagement by boosting communication and outreach efforts and offering quality products, technology, and services that meet, anticipate, and exceed members’ expectations.



  • Develop a coordinated member communications campaign to articulate the value of AIA in Hawaii and Nationally
  • Increase access to the institute to enhance the overall experience for AIA members and the public.
  • Promote awareness and mission of AIA and CFA in order to generate new and renewing Architect, Associate and Allied memberships.
  • Encourage individual members and firms to practice sustainable design and development principles


GOAL 2:  MEMBERS: Professional Development


Provide roadmaps to career advancement and leadership by offering professional development opportunities and resources to members at all levels.



  • Develop targeted curricula to meet the budget and needs of various sizes and types of members and firms.
  • Provide mechanisms to encourage and enable members to access programs, share data and resources, and make connections with each other.
  • Nurture, train, mentor and develop students, new graduates, interns and emerging professionals as future chapter members and industry leaders
  • Maximize the influence of College of Fellows for benefit of organization and member professional development


GOAL 3:  ADVOCACY: Public Policy, Public Awareness and Alliances


Elevate and advance the unified voice of AIA on behalf of the industry and its members by communicating our vital role as architects and the importance of design to policy makers, public officials and the public. 



  • Empower members to advocate on behalf of their profession, firms and the collective membership of the organization by providing relevant information, thought leadership pieces, grassroots training, and other tools.
  • In collaboration with Hawaii State Council, enhance or develop targeted engagement w/ public agencies, boards, and elected officials, and provide members the resources and platform to pursue sound public policy on critical issues that affect the architectural industry and the built environment
  • Build industry alliances to increase collaboration and improve positioning
  • Create a customized communications plan specific to articulating the value of architects and importance of design to the public, with key messages and Strategies for each of AIA-H’s target audiences
  • Raise awareness and sharing with the general public of trends & best practices in the industry and profession.
  • Increase the number of quality, favorable media hits.
  • Establish the Center for Architecture as go-to venue on design that connects our profession to members and the community. 


GOAL 4:  ORGANIZATIONAL SUSTAINABILITY: Ensuring Continuing Excellence


Maintain a commitment to ensuring the long-term health of the organization and increase sources of diverse funding



  • Foster a dynamic workplace dedicated to developing staff so that they can reach their potential and advance the mission of the organization.
  • Create and implement a five-year organizational sponsorship and development plan.
  • Cultivate strategic partnerships and relationships to diversify and broaden the base of future members, stakeholders, and supporters.
  • Review and analyze committees to ensure they are efficiently meeting the needs of the members.
  • Create a metric dashboard with key performance indicators (KPIs) to track organizational progress and provide standard reports to the Board of Directors and general membership.
  • Recruit, develop, and maintain a highly qualified and diverse Board and keep alumni Board members engaged.



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