Key takeaways from the 2026 AIA Annual Business Meeting

2026 AIA President Illya Azaroff, FAIA, welcomed delegates and attendees to the meeting, introduced nominees for 2027 AIA board positions, and provided an update on current membership numbers: a little over 101,000. He also announced that AIA will not be increasing its national membership dues in the coming year. 

Azaroff credited AIA's strong financial position with making a landmark contribution to the chapter network possible. Chapter Sustainability Funds have been secured for the next 25 years, providing chapters with the long-term financial foundation they need to serve members and grow. Complementing this investment, $2 million in Activation Funds will empower chapters to develop bold initiatives aligned with AIA’s Strategic Plan, with successful efforts scaled across the country in pace with AIA’s broader organizational goals.

“We know this model works,” he said of the Activation Funds, citing AIA’s Women’s Leadership Summit, which started as a workshop at the component level. Azaroff called it “a single local idea that grew into one of AIA’s most impactful national programs.”

Azaroff also highlighted the work of AIA’s Government Affairs and Public Policy team thus far in 2026, citing the institute’s work at the federal, state, and local levels in the areas of emergency preparedness, opposition to the proposed White House ballroom, proposed changes to the Kennedy Center, the Department of Education’s RISE Rule, and climate action. He also added that AIA is in the process of updating its Framework for Design Excellence to embrace regenerative design and touted a forthcoming initiative that will allow members to work with the United Nations Office for Disaster Risk Reduction to conduct disaster risk assessments across the world.  

“We have to do better as we approach 2030—that is the rationale,” he said regarding AIA’s work on regenerative design and disaster preparedness. “We need to actively repair the earth through our work. Quite frankly, we have no other choice, and the board is walking the walk with these priorities,” he said.  

AIA treasurer reports on organization’s strong financial position  

“Our priority has been stabilization,” said AIA treasurer Lisa Kennedy, FAIA, during her update on the institute’s finances, citing the pandemic, the transfer of ownership of AIA’s Contract Documents, and the renovation of the AIA Global Campus for Architecture & Design® as factors influencing the organization’s finances in the last five years. She emphasized that because of AIA’s track record of strong financial practices, the organization has emerged in good standing.  

“The AIA has placed support to our components at the top of the list,” she said, stating that the sale of AIA Contract Documents has allowed AIA to provide an additional $8 million in payments to components and establish the $2 million dollar fund to support strategic programs that Azaroff referenced previously. An additional $4 million grant was provided to the Architects Foundation for the maintenance of the Octagon Museum, and an additional $25 million board designation for future annual payments to components was established.

“The board and I have personally committed to stronger communication of our financial position and priorities,” Kennedy said. “It’s important that you, as members, understand the use of your investment, and I invite you to reach out to me at any time for questions,” she said.

Kennedy announced that the board will be actively exploring new sources of revenue to fund the organization’s activities moving forward and decrease overall reliance on member dues.  

In 2025, AIA revenues and expenses were both down; however, the organization exceeded its required reserves balance due to an increase in total net assets following a mortgage payoff of the AIA building, an increase in building valuation after the headquarters renovation, the AIA Contract Documents transfer of ownership, and investment gains. AIA received a clean audit again for FY2025.  

Kennedy emphasized that through the combined efforts of the board, AIA staff, and volunteers, the organization is in a strong financial position.  

EVP/CEO update from Carole Wedge, FAIA

In an update to attendees, Carole Wedge emphasized the outsized role that architects have on the economy, providing nearly $700 billion in construction value and support. She announced a commitment to member communication via the release of two new AIA podcasts, provided an update on the AIA Global Campus for Architecture & Design, and promised an update on AIA’s 2026-2030 Strategic Plan during her Thursday mainstage session.  

AI and Governance Task Force updates

Two AIA task forces provided updates on resolutions passed at the 2024 and 2025 AIA Annual Business Meetings.  

Michael Daly, AIA, who sponsored a 2025 resolution on the creation of an AI Task Force, and Niknaz Aftahi, co-chair of the task force, provided an update on the task force’s work so far this year, including the publication of foundational documents: an AI position statement, responsible use guidance, and an article on architects and their use of AI. A member survey was completed in May and will be released later this summer, and an AI Toolkit is currently in the process of a soft launch.  

The four key areas of focus for the task force thus far have been education and knowledge sharing; research and innovation; community and engagement; and governance, policy, and ethics.  

“This resolution was not a symbolic action,” Daly said. “It created a framework for sustained work.” He emphasized that the task force is also focused on ethics, implementation, and policy, not just tools.  

Mickey Jacob, AIA, chair of the Governance Task Force, shared the task force’s recommendations for restructuring AIA’s governance model. The changes seek to address role clarity, member service, inefficiencies, decision processes, and oversight.  

A formal structural transition will take place over a period of time, Jacob said, sharing a framework of the proposed new structure, which includes the creation of a Knowledge Advisory Forum to strengthen member pathways to knowledge sharing, research, and practice enhancement.  

“The ultimate goal is to provide a vibrant leadership culture,” Jacob said.