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AStrategicPlanfortheAmericanInstituteofArchitectsOrangeCountyChapterAFiveYearStrategicPlan

20122017

AIAOCStrategicPlanningCommitteeDRAFT–September2011

RevisedOctober2011

2012/17StrategicPlan Page2

2012-2017AStrategicPlanforthe

AmericanInstituteofArchitectsOrangeCountyChapter

October2011MarkSinger,AIAPresidentAmericanInstituteofArchitectsOrangeCountyChapterRE:Draftof2012–2017StrategicPlanDearMr.Singer,On behalf of the AIAOC Strategic Planning Committee, we present to the Chapter the 2012 - 2017StrategicPlanforAIAOC.The committee met monthly to discuss potential topics and issues. The resultant concepts for thestrategicplanweredevelopedwithseveralupdatestotheBoardinitiatedduringExecutiveCommitteeandBoardMeetings.Oncetheinformationwasfurtherdeveloped,thecommitteeusedtheAIANationalstrategicplantoolbox,theWeaveMatrixtohelporganizetheeffort.Therearemanyrecommendationsintheplanincludingadoptinganewmissionstatement,changingthegoalsandobjectives,andaddingmultipleinitiativesthatrangefromstandardmembershipsupportservicestoincreasingmembervalueand in defining our commitment to community outreach to changing the social infrastructure ofChapter.IgivegreatthankstothefollowingcommitteememberswhoservedselflesslyandhaveprovidedgreatinsighttothehistoryoftheChapterandhaveprovidedtheframeworktoagreatfuture.

BrianDougherty,FAIARobertaJorgensen,FAIARonYeo,FAIABrianPratt,AIALarryMaes,HonAIACC,CSS

Sincerely,HenryPittner,AIAChair,StrategicPlanningCommittee




TableofContents

StrategicPlanSummary

Introduction..............................................................................................4

BackgroundandHistory...........................................................................4

DirectionandResults................................................................................6

MissionStatement....................................................................................6

Goals.........................................................................................................7

CoreOperatingValues..............................................................................7

S.W.O.T.Analysis......................................................................................7

StrategicActionPlanFocusbyYear..........................................................9

Appendices

AppendixA-AIAOCLeadershipStructure..............................................11

AppendixB-AIAOCAffiliatesProgram...................................................15

AppendixC-AIAOCPrograms/MembershipContinuum.....................16

AppendixD-AIAOCCommunications....................................................18

AppendixE-AIAOCMonthlyMeetingsandPrograms...........................19

AppendixF-AIAOCSocialNetworkingProgram....................................22

AppendixG-AIAOCVolunteer...............................................................23




Introduction

Theneed for a strategicplan for theAIAOCChapterwas identifiedby2010AIAOCPresidentMichaelPorter,AIAwith theappointmentof theStrategicPlanningCommittee late in the4thquarterof2010.ThestrategicplanbuildsontheChaptersrichhistoryofcoreprogramsandservicestomembership,andproposesnew initiatives in the areasof chapter leadership, affiliatesprogram,monthlymeetings andprograms,communityoutreach,andasocialprogram.

TheBoardofDirectorsandStrategicPlanningCommitteedevelopedthisstrategicplanfortheAmericanInstitute of Architects Orange County Chapter with a five-year roadmap for support, services andorganizationdevelopment.TheBoardofDirectorswillreviewprogressannuallyduringthenewboardretreatandwillreviewandupdatetheplanannuallyasneeded.

The Strategic Planning Committee included four chapter members and one affiliate member andincluded severalpastpresidentsof theboard. The committeemetmonthly to reflecton themission,vision, core operating values and assumptions underlying the Chapter’s approach to its work. Thesemeetingssetthestagefordevelopingaframeworktothestrategicplan.

The committee developed and distributed a survey asking membership to assess the organization,describewhatworksanddoesnotwork,andofferpotentialconceptsforthefuture.Unfortunatelytheresponsewaspoor;only70memberscompletedthesurvey.Theresultantinformationwasnotalargeenoughsampletoincorporatethefindingsintothestrategicplan.Thecommitteealsoresearchedotherchapters’ strategicplans throughout thecountryand the recentlyadoptedNationalAIAstrategicplan2010-2015aspartoftheduediligence.

The strategic plan is organized by topic and includes appendices that describe the new initiatives indetail.

BackgroundandHistory

AIAOC began in 1952 as new chapter of the National American Institute of Architects. Today theorganizationhasover800membersandprovides supportandservices to themembership.EachyearAIAOC:

• Provideslocalcontinuingeducationseminarstohelparchitectsmaintaintheirlicensure• ProvideslocalArchitecturalReviewExampreparationsessions• Sellscontractdocumentsusedinthedesignandconstructionindustry• Promotes design excellence and outstanding professional achievement through an awards

program(s)• Promoteslocalcollegestudenteducationthroughastudentdesignawardprogram

Our core business in membership services includes infrastructure and communications goals andobjectives.Infrastructureactivitiesinclude:

• Processingnewmemberapplications• Maintainandupdatemembershipdatabaseandcontactlists• Administrativetaskstorunanon-profitorganization,managechapteraffairs• Governance,Board+committeesupport• Boardagendas,minutes,reports




• Financialmanagement,accounting,budgeting,banking,taxes,financialstatements• Superviseemployees• Fundraising• Invoicing• Computer/techupkeep.repair+support• Contractsales• MaintainandprovidecontentforwebsiteandFacebook• Generalofficeadministration

SG&A-Selling,General&AdministrativeExpensesincludes:

• StaffSalaries,taxes• OfficeSuite,utilities• GeneralExpensesincludingaccounting,legal,D&OandLiabilityInsurance

ProgramsandinitiativesthatarepartofthecorebusinessofAIAOCinclude:

• StudentDesignCompetition• A.R.E.Program• ContinuingEducationSeminars• Re-EmergingProfessionalsProgram• BoardRetreat• CaliforniaCouncilAttendance• NationalConventionAttendance• PartnershipwithSouthernCaliforniaEdison• AdvocacyProgramswithAIACCandAIANational• CommitteeoftheEnvironment(COTE)• MembershipServices• SponsorshipAdministration

Programsandinitiativesthatneedtobeselffundinginclude:

• ArtWalk• ResidentialDesignAwards• ArchitecturalDesignAwards

AIAOCrepresentsmembership’sinterestsonalllevelsoftheAIAandistheconduittobringinformationandtoolsfromthelargerorganizationbacktothemembership.

• AIAOCsendsrepresentativestotheAIACCBoard• AIAOCsendtheChapterleadershiptoAIAGrassrootsandtheNationalConvention• AIAOCactivelyparticipatesinthe“AIABigSiblingChapters”committee• AIAOC actively interfaces with other local AIA Chapters, especially AIALA and AIA San Diego

regardingmattersofsharedimportance• AIAOC actively promotes leader participation in the AIA Knowledge Communities and AIACC

Committees• AIAOCsupportstheparticipationoftheExecutiveDirectorintheCACEorganizationandinother

exchangeopportunitiesforstaff-to-staffchaptercommunication




DirectionandResults

ThestrategicdirectionandgoalsincludedinthisplanaretheAIAOC’sresponsetoitsunderstandingofwhat its members value most about the organization, and with a fresh perspective on its mission,understandingwhatitdoeswell,andtheenvironmentinwhichitoperates.

AIAOCwillpursuethefollowingstrategicdirection:

Professional Practice. Lead in professional practice. Be a leader in the design and constructionindustryandaneffectiveadvocatefortheprofession.

Education. Promote architectural education and build connections among design educators andlearnersofallages.Participate in theongoingdialogueabout the futureofdesigneducation,andencourageandsupportlife-longlearningandmentorship.

Community Service. Promote positive social change and raising public awareness of importantissues.

CommunicationsandPublicRelations.Promotethevalueofarchitectsandtheorganizationtothemembershipandtothebroadercommunity,andeffectivelycommunicatewithcurrentandfuturemembersaswellasthegeneralpublic.

Membership. Networking of AIAOC and allied professionals in service to the community. Produceandprovidemembershipprogramsandservices.

NewAIAOCinitiativesinthestrategicplaninclude:

• SponsoranewCIDPprogram• Developanbi-annualcommunityoutreachprogram• DevelopaStudentScholarshipprogramatOrangeCountyColleges (checkwith IRShowtodo

this,otherchaptersaredoingthis)• DevelopaRe-EmergingProfessionalsprogram• DevelopaFellowsInitiative• DevelopanAffiliateProgram• SponsoraSocialNetworking• ContinueddevelopmentofaCESWebinarInitiative• Developanewmonthlymeetingandprograms• DevelopaLeadershipAcademy• MonthlyMeetingsandPrograms

MissionStatement

ThecurrentmissionstatementoftheAmericanInstituteofArchitectsOrangeCountyis“tobeourvoiceof the profession, dedicated to the advocacy of its members and inspiring the quality of the builtenvironment.” The new mission statement adopts National AIA’s mission statement along withmaintainingadvocacyofourprofession:

“AIAOCisdedicatedtotheadvocacyofitsmembers,servesasthevoiceofthearchitectureprofession,andservesastheresourceforourmembersinservicetosociety.“

Webelievethatthechangeinthemissionstatementreflectsachangeindirectionthatisimportantforourchapter,re-emphasizingthechapterscommitmenttoadvocacyoftheprofession,thechapteristhe




primaryresourcetoourmembership,andhighlightourcommitmenttothecommunitywherewe liveandwork.

Goals

Threecoregoalsweredeveloped:providecoremembershipservices,providecommunityservices,andincreasemembershipvalue.

MembershipSupport:Providequalitysupportservicetomembershipviaourprofessionalstaffandinfrastructure.

ProvideCommunityService:Berecognizedforourcommitmenttothecommunitythroughhands-onservicetothecommunity.

IncreaseMemberValue:Increasevaluetomembersthroughprogramsandservicesthateffectivelymeet,anticipate,andexceedtheirneeds.

CoreOperatingValues

The following core operating values influence the culture and public image of AIAOC as an effectiveorganizationthatisthevoiceofthearchitectureprofessionandtheresourceforourmembersinservicetosociety.

IntegrityandAccountability. AIAOChas thehighest levelof integrity in itsadministrative,service,andoutreachactivities;wetietheseactivitiesdirectlytoourmission,andwemaintainandreportourrecordsaccurately.

Stateof theArtPractices.AIAOCaims forexcellent,highquality, state-of the-art approaches thatmembershipalwayscountontobethere.

Partnerships. AIAOC works with a wide variety of design professional partners to bring the bestbenefitstoourmembershipandprofession.

Advocacy. AIAOC educates the public and advocates for the long-term best interests of ourmembershipandthecommunity.

Financial Sustainability. AIAOC strives to deliver on ourmissionwith thoughtful strategic choicesthatensurewehavesufficientfinancialresources.

S.W.O.T.Analysis

TheS.W.O.T.(Strengths,Weaknesses,Opportunities,Threats)analysiswasperformedtounderstandtheunderlining issues of the Chapter. Strengths are defined as the internal characteristics, qualities, andcapacities that are doing well and are part of the reason the organization’s accomplishments.Weaknessesareinternalqualitiesthatneedtobeimproved.Opportunitiesrefertoexternalactivitiesortrendsthattheorganizationmaybenefitfrom,connectwithortakeadvantageoftogroworenhanceitsperformance.Threats areexternalactivitiesor trends that threaten thecurrentand future successoftheorganization.

Thefollowingisabriefsummaryofstrengths,weaknesses,opportunities,andthreatshighlightedbythecommittee.

Strengths




AIAOC’skeystrengthsincludethechapter’sdemonstratedabilitytoprovidehighqualitycontinuingeducation seminars to help architects maintain their licensure, promoting design excellence andprofessional achievement through the annual awards program, promoting local college studenteducation through a student design award program, and provide membership services throughdocumentsales.

Weakness

There is a need for improved financial management practices including budgeting and providingSG&Hstructure,developingastreamofincomethatsupportstheactivitiesofthechapter,needtoprovide full-timeadministrative staff tomatch the sizeof themembership, betteruseofwebsiteand social media, providing social and networking opportunities, providing greater visibility andservicetothecommunity,providinganaccessiblechapterlocationwithfavorablerentstructureandincreasedmembershipactivityopportunities.

Opportunities

Theopportunitiesconsideredmostimportantincluded:• Increasing community awareness of the profession. Communications, public relations, and

community outreach should be more prevalent and may increase demand for architect’sservicesandopportunities.

Implications:GreatercommunityawarenessandacknowledgementofAIAOCasanadvocatefortheprofessionandthesourceforprovidingservices.

• DecliningWorkForceNumbers.Traininganddevelopmentofunemployedarchitectswouldbevaluablefortheprofessionbyreplacingthearchitectsthathave lefttheprofessionduetotheeconomy.

Implications: Development of the re-emerging professional program should place seasonedprofessionalsbackintothemarketplace.

• A.R.E.Program.This isanexistingprogramthatcanberefreshedwitharenewedemphasistomakethisprogramamustforemergingprofessionalspreparingforthearchitecturalexam.

Implications:TrainingthefuturegenerationsofarchitectsisacorevalueofAIAOCandprovidesemergingprofessionalsmembershipvalue.

• New social activities. There is an ongoing need for social and networking opportunities formemberswithintheorganizationandwithinthedesignindustry.

Implications: Increasing social and networking activities may draw the membership closer,increase their quality of life, and increase community contact. To be successful, we coulddevelopgreaterpartnershipswithallieddesigncommunityorganizations.

Threats

Thethreatsconsideredmostimportantincluded:

• Lackoffundraisingprogram.Fundingofthechapterisprimarilythroughlocalmembershipdues,document sales,CESandA.R.E.programs,and throughaffiliatemembershipandsponsorship.ExceptforCESwhichconsistentlyexceedsincomegoals,fundinghasnotkeptupwiththeneedsanddoesnotallowtheChaptertoprovideanadequateamountofmoneyinreserve.




Implications:TheChapterneedstoexploreotheropportunitiesforgeneratingrevenue.

• Value of Membership.Membership has been stable; however, attendance to activities andinvolvementofyoungermembersincommitteesandactivitiesisnon-existent.

Implications: Need to build from our success with CES events, COTE tours, and ADApresentations to develop additional programs and services that effectively increase membervalueandre-energizethebase.Needtobettercommunicatewithmembershipparticipationoncommittees; member values increases with networking. Need to show the importance ofservingtheprofessionandthecommunity.

StrategicActionPlanFocusbyYearThe following is a summary of the anticipated major focus of activities by goal for AIAOC Board ofDirectorsandStaffineachyearofthestrategicplan.Year1 • AdoptStrategicPlan

• DevelopthenewAffiliateProgram• Developthenewmonthlymeetingandprograms• Developthenewbi-annualcommunityoutreachprogram• ContinuedevelopingtheRe-EmergingProfessionalsprogram• Movechapterofficetonewlocationtobetterservicethemembershipandreduce

SG+A• ImplementchangestoAIAOCLeadershipStructure

Year2 • SponsornewCIDPprogram• SponsoraSocialNetworkingProgram• Changestaffstatusfrompart-timetofull-time• UpgradeWebsiteandbetteruseSocialMedia

Year3 • DevelopaLeadershipAcademy

• DevelopaFellowsInitiative• DevelopChapterHistory

Year4 • DevelopaStudentScholarshipprogramatOrangeCountyColleges• HireFinanceDirectoraspartofprofessionalstaff

Year5 • Take broad look at lessons learned in terms of successes and obstacles in

implementingallnewactivitiesandinitiatives• BeginnewStrategicPlanDevelopment




Appendices

AppendixA–AIAOCLeadershipStructure

AppendixB–AIAOCAffiliatesProgram

AppendixC–AIAOCPrograms/MembershipContinuum

AppendixD–AIAOCCommunications

AppendixE–AIAOCMonthlyMeetings

AppendixF–AIAOCSocialNetworkingProgram

AppendixG-AIAOCVolunteer




AppendixAAIAOCLeadershipStructureBoardofDirectorsStructure

ThestructureofAIAOCBoardofDirectorsofficerpositions shall increasebyonepositionkeeping thetraditionalPresident,VicePresident/PresidentElect,TreasurerandSecretarybutaddingthepositionofAssistantTreasurer.Thesevenat-largeDirectorsshall increasetoeightat-largememberstocreateanAffiliateAdvocateDirectorposition.

Thecurrenttermsoftheboarddoesnotallowforcontinuityoftheteamorenoughtimetoadequatelyinfluencetheposition.Thecommitteerecommendsthefollowingtermsstartingin2012.BoardofDirectors-TermSchedule




At-largeBoardofDirectorRolesandResponsibilities

Director1:DirectorofCommunityServices

• CommunityOutreachPrograms• StudentScholarshipProgram• CIDP

Director2:DirectorofEducation

• A.R.E.Program• Re-EmergingProfessionalsProgram• Technology/BIM• ContinuingEducationSeminars

Director3:DirectorofPrograms

• MonthlyMeetingsandPrograms

Director4:DirectorofSpecialEvents

• StudentDesignAwards• ResidentialDesignAwards• DesignExcellenceAwards• Artwalk

Director5:AffiliatesAdvocate/Fundraising

• AffiliateProgram

Director6:MembershipDirector

• SocialNetworkingProgram• ChapterHistory• FellowsInitiative

Director7:DirectorofCommunicationsandPublicRelations

• Website• Facebook• PressReleases

Director8:DirectorofSpecialProjects

• StrategicPlanning• LeadershipAcademy




ExecutiveCommittee/Directors/StaffResponsibilityMatrix

The following graphically shows the interaction between executive committee officers, directors, andstaffresponsibilities.Eachdirectorhasresponsibilityforaparticularactivityareabutreportsbacktoanexecutivecommitteemember.Staffhasbeenassignedtothegroupsbasedontheirresponsibility.

AIAOCLeadershipAcademy

This is a new initiative with the purpose of the academy to train board members and committeememberson leadership skills generally and specifically to the job they areundertaking. Theacademyteachers would be previous board members and would be headed by the Executive Director of theChapter. The academy will be held on the first Friday of the month of November after theannouncementofthenewboardmembersandpriortotheBoardRetreat.AIAOCStaffandResponsibilitiesWithafulltimestaffofthreepeople,theExecutiveDirectorpositionwillmaintainthesametraditionalresponsibilities of administering the non-profit organization and chapter affairs, Board management,financialmanagement,andsupervisingtheemployees.Perthecurrentby-laws,theExecutiveDirectorisresponsiblefor“delegatingresponsibilityforthedaytodayadministrationoftheChapter”andcreatingthejobdescriptions,thecommitteerecommendsthatthetwostaffpositionsbealignedwiththenewdirectorresponsibilities.TheproposednewpositionswouldconsistofaDirectorofCommunicationsandMembershipandaDirectorofProgramsandEvents.

The Director of Communications, Membership and Sponsors responsibilities will include chaptercommunications, media inquiries, membership questions, sponsorship inquiries, processing newmember applications, maintain and update membership database and contact lists, maintain and




providecontentforwebsiteandFacebook,computer/techupkeeprepair+support,andgeneralofficetasks.

TheDirectorofProgramsandEventsresponsibilitiesincludeProfessionalPrograms,Awards,Operations,Committee Scheduling, Continuing EducationRecords, ContractDocumentOrders, EventRegistration,GeneralQuestions,andgeneralofficeadministration.

Inyearfourofthestrategicplan,withan increaseinmembership,aFinanceManagerpositionwillbecreatedandwillhaveresponsibilityforChapterFinances.Thispositionwouldbein lieuofoutsourcingthework.

Inaddition to the full-timestaffpositions,AIAOCwilloffer twounpaidcollegecredit internpositions:CommunicationsInternandAwardsIntern.




AppendixBAIAOCAffiliatesProgramValueProposition

The Affiliate Program needs to be energized. In recent yearsmany affiliates have not renewed theirmembership and/or sponsorship of chapter events. There are three reasons why they have notrenewed.

• Due to the economic client, some companies may be reluctant to spend the money onmembershipsandsponsorships.

• Affiliatesdonotseethevalueinbeinginvolvedwiththechapter.

• Companiesmaynotbeawareofthechapterandthebenefitsinbeinganaffiliate.

Challenges

TherearedifferentreasonsfortheweakenedAffiliateProgram.• The affiliates want to attend meetings where they can associate with management –level,

decision-making architects and this is not necessarily happening. If these decision-makingarchitectsarenotpresenttheaffiliatemaynotmakeanefforttopaymoneyformembership

• Firms that stand to benefit from such an affiliate association may not be aware of theopportunityandbenefitsofbeinginvolved.Theaffiliateprogrammaynotbeactivelypromotedoutsidetheusualarchitecturalarena.

ProgramSolution

1. AffiliateAdvocate.AddaDirectorPositiontotheBoardwiththetitleofAffiliateAdvocate.TheAdvocate’sroleistoactivelypromotethechaptertopast,presentandfutureaffiliatemembers.TheAdvocatewouldcallonpastandpresentaffiliatesandcontactprospectivenewaffiliatesasidentifiedbymembersofthechapter.

2. ChapterDesignee. Toencouragemembership interactionwithAffiliates, theAdvocatewill callonmemberfirms/principals todesignateaseniorarchitect/projectmanagerasthechapterdesigneethatwouldattendchapterfunctionssponsoredbytheaffiliates.

3. Programs.Continuewellattendedprogramsandaddnewprogramsthatareofmajorinteresttothemembers.Affiliateswillsponsortheseprogramsifassuredthatseniormemberswillshow.




AppendixCAIAOCPrograms/MembershipContinuum

Our chapter historically has supported a rich continuum of activities for each level of membership.Current activities that will continue include: Student Design Awards, Architectural Registration Exam(A.R.E.) preparation program, and Continuing Education Seminars (CES) programs. New programsinclude the Re-Emerging Professional (REP) program, Comprehensive Intern Development Program,FellowsRecruitment/Education,ChapterHistory,andStudentScholarships.Thefollowingisasummaryofalloftheprograms.StudentDesignAwards.......Continue the program as is but adding the NewSchool of Architecture +

Designtothelistofschoolsparticipating.Additionallyalloftheprojectswillbe posted on Facebook with special emphasis of the winning projects. Aprofileofeachstudentshouldbeincluded.

CES......................................Thecontinuingeducationseminarsareprovidedbythechaptertoprovidecontinuinglearningcreditunitsformembers.Theprogramwillcontinueasisandwillbeexpanded.Anewprogramshouldincludetapingthesessionsfor later use as a Webinar –AIAOC is currently exploring a third-partypartnershiptoprovidesuchservice.

A.R.E....................................Continue the program as is but provide for a standard day, time andlocation.AgreatlocationwouldbewithoneoftheOrangeCountySchoolsprovidingadarkclassroominthelaterafternoon/evening.

StudentScholarships..........New program that offersmonetary scholarship awards to top students ateachoftheOrangeCountyschools:OrangeCoastCollege(OCC),SaddlebackCollege, and NewSchool of Architecture + Design (NSAD). The scholarshipwill be named after important members of AIAOC. A committee of Past




Presidents,FellowsandEmeritusMemberswillrecommendwhotheawardswillbenamedafter.Ahistoryofeachnamesakeshouldbepresentedduringthe award ceremony by a past president, fellow, or emeritusmember tofurther the history of the chapter. Awards will be presented during theAIAOC chaptermeetingwhere the Student Design Awards are presented.ThewinnerswillbepostedonFacebookincludingastudentprofile.

CIDP....................................Newprogramtoprovideopportunitiesforassociatememberstodocumentcompliance with California Architects Board requirements forComprehensive Intern Development Program (CIDP), Category D: RelatedActivities, Section 16. Professional and Community Service items 2 and 5.This group will be represented in three AIAOC initiatives: the AIAOCVolunteer Community outreachprogram, the StudentDesignAwards, andtheCommitteeoftheEnvironment(COTE)program.Opportunitiesprovidedby these three areas should provide willing committee members andparticipantsfortheactivitiesandhopefullyprovideforthefutureleadershipofthechapter.

Re-EmergingProfessional...Newprogramtoprovideopportunitiesformemberstoacquirenewskillstocompete in the market place. Topics may include BIM, social media,interviewing techniques, and working and understanding Generation Yemployees.

ChapterHistory...................New committee consisting of Past Presidents and Emeritus members tomaintain the history of the chapter. Committee should provide an annualaccounting of the activities and events, maintain a log of design awardwinners, keep a list of 25-year project winners, and record any othersignificantoccurrencesinthechapter.ThehistoryofthechaptershouldbepostedontheWebsiteandorganizedbyyear.

FellowsCommittee.............Existing committee headed by AIAOC College of Fellows to promoteelevating current chapter members to Fellow status. Activities wouldincludeindentifyingmembersthatqualityorwhoareinterestedinapplying,mentoring prospects through the process, and reviewing documentation.This committee will also be responsible for providing a seminar on theimportance of being elevated to Fellow status, andwhat the qualificationrequirements.




AppendixDAIAOCCommunicationsValueProposition

The way we communicate with our membership is evolving – electronic media including a website,FacebookandTwitterare themost currentmethodsof communication.Weneed to refreshour lookand provide the appropriate communication methods. At this time it is recommended that AIAOCmaintainaWebsiteandaFacebooksitewiththefollowingobjectives.

Website

Needtoimprovethelookandfunctionality.Themediastaffpersonwillberesponsibleforupdatingandprovidingcontenttothesite.Topicsthatneedtobeincludedare:

• Fullcalendarofeventswithlinkstosign-upfortheactivities• MembershipDirectory• AffiliatesDirectory• LinkstoarchitecturegroupslikeAIAnational,AIACalifornia,etc• Contactinformationofstaff• Recordsofmeetingminutes• By-laws• CurrentBudget• ChapterHistorybyyear

Facebook

Providethreecategories:Wall,InfoandEvents.

• Wall. Use thewall to post activities to come and that have occurred, chapter news like newmembers,competitions,etc.

• Info. Use to list current board members, current committees and members, staff, history ofAIAOC,andofficelocationandhours.

• Events.Postupcomingeventsandallowmemberstosignupfortheeventbyclickingonthelinkprovided.




AppendixEAIAOCMonthlyMeetingsandProgramsValueProposition: TheChapterBy-Laws requiremonthlymeetingsof themembership to takecareofChapter business. Members would like to socialize and networking regularly by attending chapterfunctionsthathavemeaningtotheirpracticeswhilealsoobtainingcontinuingeducationcredits.

Solution

Develop a regular schedule of chapter dinner meetings in a venue that will allow for drinks andappetizersinacasualatmosphere,allowforatechnicalpresentation,providedinner,andhavespacefortheformalprogram.

Proposal

Monthlymeetings to occur on the third Thursday of themonth and shall have the following typicalagenda.5:30–6:00....................Registration/Networking/Drinks&Appetizers6:00–6:15....................TechnicalPresentation(vendorwhosponsoreddrinksandappetizers)6:15–7:00....................ChapterMeeting/Announcements/Dinner7:00–7:15....................Cleanup/Setup/Break7:15–8:30....................ProgramIn order to maximize attendance to the programs, joint sponsorship of several of the programs isindicated.Under the leadership of theDirector of Programs, an active committeewill be assigned todevelop the program. The following is a template of suggestedmonthlymeeting schedule and othereventsthatcreateathemeforthemonth.TheDirectorofProgramsandcommitteewilldeterminetheexactactivities.January.........................ChapterMeeting–NewBoardInstallation TechnicalProgram–OrangeCountyBusinessJournaloraBank/CreditUnion/

FinancialServicesGroup Program-EconomicForecast(jointmeetingwithSCCAorSCBA)(KermitBaker,

CliffBrewis,KenSimonson,UCLAorChapmanUniversity)

Event:Tour(FinancialBuilding,COTEor25-yearawardbuilding,previousdesignawardwinnersiflocal,etc.)

February.......................ChapterMeeting–AnnouncementofCommunityOutreachProgramEvents TechnicalProgram–PrintingGroup/OCRegister Program – Architectural Communications: topics could include social media,

marketing, etc. (joint meeting or presented by the Orange County AmericanMarketingAssociation)

Event:OutreachEvent1




March...........................ChapterMeeting–CaliforniaCouncilUpdatefromourlocalrepresentative TechnicalProgram-Open Program – Government Advocacy -Topics : California Legislative Issues, Mark

Christian, Director of Legislative Affairs, Hon. AIA (plus state representative?),local governmental groups like OC County Planning, City of Irvine, City ofAnaheim,etc.

Event: Tour (Public Governmental Building, COTE or 25-year award building,previousdesignawardwinnersiflocal,etc.)

April..............................ChapterMeeting–AIANationalConvention,VotingProxies TechnicalProgram–StudentScholarshipAwards Program–StudentDesignCompetition

Event:ResidentialAwardsProgram

May...............................ChapterMeeting–TopicTBD TechnicalProgram–AutoDesk,Others Program–Technology(newstuff,Revit,Google,others)

Event:National Convention; (COTEor 25-year awardbuilding, previousdesignawardwinnersiflocal,etc.)

June..............................ChapterMeeting–TopicTBD TechnicalProgram–Nursery,LandscapeorPlanningCompany’s Program–Landscape/PlanningTopic(jointmeetingwithASLAorULI)

Event:CommunityOutreach2(GolfCharityEvent??)

July................................ChapterMeeting–TopicTBD TechnicalProgram–InsuranceAgencies,LawFirms Program–Legal,Insurance,ContractsissuesforArchitects

Event:ArtWalk

August...........................Chapter Meeting – Nominations for Officers and Directors from NominationCommitteeandfromtheFloor

TechnicalProgram–GreenProducts Program-SCEPartnershipProgram

Event:(COTEor25-yearawardbuilding,previousdesignawardwinnersiflocal,etc.)

September....................ChapterMeeting–NominationsforOfficersandDirectorsfromFloor/CloseofNominations.

TechnicalProgram–IntroductiontotheDesignAwardsJuryandtheirWork Program –BuildingType Study (changesevery year tomatchRecordorother

publications)

Event:DesignAwardsProgram




October.........................ChapterMeeting–AnnualMeetingtoElectOfficersandDirectors TechnicalProgram–codeconsultants,InternationalCodeCouncil(ICC) Program–CodeIssues(CalGreen,CBC,ADA)

Event:Architecture&InteriorsConferenceandProductShow(jointconferencewith ASID or IIDA) – One day event to provide CES credits and exhibits fromvendors. The event would be scheduled on a Tuesday so that rental hall isinexpensive.Vendorscouldsponsorbeveragesandsnacks.Lunchtobeprovidedby the venue for cash or at an adjacent a restaurant. Choose a venue that isnon-union to reduce overall costs. Venue should have room for 4 conferenceroomsforCES,60-8x10booths,and40-3x8tablesforvendors.

November.....................ChapterMeeting–PresentStateofChapter,reportsfromcommittees,financial,etc.

TechnicalProgram–EngineeringCompany(Structural,MEP,FireProtection) Program–EngineeringTopicsforArchitects(jointwithASHRAESCorSESC)

Event:NewBoardRetreat,AIACCAnnualMeeting

December.....................ChapterMeeting-None TechnicalProgram-None Program–None

Event:HolidayParty

TypicalMonthlyCalendar

The intention of the calendar is to provide days of the week that you can count on certain AIAOCactivitiestooccur.Deviationsfromtheschedulewilloccurduetopresenteravailability.




AppendixFAIAOCSocialNetworkingProgramWhat.............................The social initiative is a celebration of the Orange County Design Community

that is held monthly. This is a social program that will be held in a bar. Thetopics can vary every time, but the concept is the same – people provide apresentation of architecture, art, furniture design, graphic design, illustration,interior design, industrial design, photography, sustainability – in power pointforup toeightminutes, like thePechaKuckaNight20x20.Newpresenterswilloccuronthequarterhour.

The ideawould be to bring in associated design groups like ASID, IIDA, ASLA,

ULI, and USGBC to present topics of their choices. Staff from firms can showtheirworkforexample.Givesachanceforpeopletopresentandisverysocial.

Asponsorwouldbuythefirstround;theycouldevendothefirstpresentation

abouttheirproductorservice.Cashbarthereafter. Could charge a small cover charge for the facility useor have the venuebe a

sponsoralso.Schedule.......................OnceamonthLocation........................HipBarlocatedinstrategicregionalareasinOCorinonelocationTime..............................5:30–7:30PMDay................................FirstThursdayoftheMonthSponsor1......................sponsorcoversfirstround,doesfirstpresentationSponsor2......................barcoversusecharge




AppendixGAIAOCVolunteerVolunteerisAIAOC’scommunityoutreachinitiativeinsocialresponsibilitythroughhands-onservice.

ValueProposition

Architectshaveanenormousopportunitytomakecontributionstononprofitorganizationswiththegiftofourexpertiseorlaborwhilesimultaneouslyreapingthebenefitsofasenseofpurposeandfulfillment,positivesocialchange,andraisingpublicawarenessofimportantissues.Ourparticipationmattersandthe most important reward will be the difference we see in the lives of the people being served.

Proposal

This initiative will be a Director Position and will be headed by an Associate Member. CommitteememberswillalsobeAssociateMembersprovidingsynergywith theCIDPcommittee.Thecommitteeshould recommend an outreach partner for 5-year renewal tenure. Targeted Orange County groupsshould be in the areas of identified in the California Architects Board, CIDP requirements: civicorganizations,neighborhoodgroups,museumprogramsandotheractivitiesaddressing such issuesashomelessness,naturaldisasters,historicpreservation,resourceconservation,environmentalawareness,etc.

EventsshouldbepostedtotheFacebookandshouldalsoincludedinlocalpublicity.

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