Being CLEAR: Redesigning Governance to Make Room for What Matters Most
by Jennifer Christiaansen, AIA, AIA Minnesota President
In 2025, AIA Minnesota has embraced a renewed commitment to delivering on the three themes of; Connection, Advocacy and Value, and to being Clear, Curious and Bold in how we do so. This month I would like to elaborate on our focus of being CLEAR. This guiding principle has shaped a meaningful evolution in our governance approach, and a shift of focus from process to purpose.
In the past, the AIA Minnesota governance calendar was robust and built around a belief that we needed to essentially meet monthly to answer the question: What decisions need to occur to keep the organization moving? This monthly approach ensured that business got done—but it also came with a cost. Every scheduled meeting brought with it the temptation (and sometimes the expectation) to bring more issues to the table, to invite feedback on matters that may not truly require board-level engagement.
This year, recognizing a reduced staff size of 8 full time employees, we experimented with a bold adjustment: We will have fewer meetings, with greater clarity and intent. Instead of the traditional monthly cadence, the AIA Minnesota Board, Finance Committee, Executive Committee and local Chapters generally reduced their meetings by half, which has resulted in roughly 220 hours of staff time being saved.
What’s emerged is a more strategic, empowered model for the AIA Minnesota.
Fewer meetings has brought greater clarity. Staff are now empowered to make deliberate choices: When do we need to discuss this topic? With whom? Is this a governance-level decision, or is this something we can handle operationally? This distinction has created deeper volunteer leader ownership, and stronger alignment across our teams. It’s also opened up more time and space for strategic work. Instead of spending time preparing for, managing, and following up on meeting logistics, our leadership can now devote more of their energy to advancing mission-driven initiatives, partnerships, and innovation across the organization. Importantly, this change has not compromised engagement. Local chapter officers have embraced their leadership and the boards remain active and connected.
This experiment in governance is a reminder that structure should serve strategy—not the other way around. By being intentional with our time and aligned in our expectations, AIA Minnesota is not just getting more done—we’re doing the right things, at the right level, at the right time. We’ll continue to assess, learn, and refine. But for now, one thing is certain: being CLEAR has never felt so productive.
Thank you for the opportunity to serve.