The world is changing fast, and design must keep pace. In this constantly evolving landscape, we were curious about the issues that are top of mind for IIDA chapter leaders. What are they seeing in their local design markets? What are they solving for? How are they supporting their design communities?

We asked these questions last fall, during regional Chapter Leadership Conferences (CLCs) held across the country. CLCs were held in five regions, each hosted by a different chapter and centered on themes ranging from leadership development to advocacy and volunteer engagement. From Tennessee to Michigan, New England to Nebraska and Southern California, the conversations shifted in tone and focus — but not in urgency. What follows are four insights drawn from those conversations — told through the experiences and perspectives of the chapter leaders doing the work.

1. Regional design markets differ, but the forces shaping them are shared

From region to region, the design landscape looked different — but the forces behind those differences felt familiar. Uncertainty around funding uncertainty, post-pandemic workplace shifts, policy decisions, and emerging technology all come into play.

Richelle Nolan, President-Elect of the IIDA Northern California Chapter, talked about a return to large-scale projects driven by technology. “Technology in the Bay Area has always been a frontrunner. I think the latest data that we’re seeing is showing Bay Area growth in technology and AI-based companies at about 400% over the next year and a half,” she said, creating opportunities across many different sectors. In the past few years, she’s seen projects in the 50,000- to 100,000-square-foot realm. But now, Nolan said, “we’re seeing the return of the campus projects, whether that is a vertical campus and high-rise towers or horizontal campuses in the realm of 500,000 to a million and a half square feet.”

In the Southeast, and arguably beyond, there’s a growing emphasis on bringing more comfort, purpose, and perks to workplace design, especially in the post-pandemic climate, said Arelis Ferro, President-Elect and Vice President of Professional Development and Education in the IIDA South Florida Chapter. That means amenities like outdoor spaces to connect and reset, along with areas for individual and group work. There’s a push to bring “more purpose to the office space,” Ferro said. “We’re seeing the landscape change from cubicles to more collaborative and more amenity-driven spaces.”

In the Midwest, healthcare has become a major driver. “We currently have a lot of healthcare projects happening,” noted Ellie Watkins, President of the IIDA Indiana Chapter, and “there’s been a big push for mental health facilities.” Meanwhile, there’s been a slowdown in higher ed.

“There have been several universities who are either concerned about losing certain federal funding or have already lost it, which is causing a little bit of hesitation in terms of starting large projects. We’ve had a few universities put things on hold until they can get a better idea of what the funding landscape will look like for them moving forward.”

Across regions and markets, leaders emphasized adaptability and curiosity as essential professional skills — especially as AI becomes ubiquitous. Watkins urges “being curious, rather than possibly approaching everything with fear” because advanced technology is here to stay. For many, the conversation around AI wasn’t about mastery or replacement, but orientation — how to stay informed, ask better questions, and understand emerging tools without losing sight of design judgment. Framed this way, AI becomes less a disruption and more a shared learning curve, one that chapters are increasingly expected to help members navigate together.

2. Advocacy animates chapters — it’s a major part of the mission

At several CLCs, advocacy wasn’t treated as a standalone initiative — it was framed as a defining responsibility. In regions like Florida and the Rocky Mountains, leaders spoke candidly about licensure, stamp and seal privileges, and potential consequences if advocacy efforts stall.

In Florida, the issue is even more urgent. Annabelle Pace, Director of Events for the IIDA Florida Central Chapter, put it plainly: “They’re currently trying to deregulate the interior design license in the state of Florida. So our advocacy team has put forth efforts now more than ever to ensure that our designers can keep their license.”

Elsewhere, advocacy efforts are taking on a more civic-facing role, in order to reaffirm the health, safety, and wellbeing aspect of design. Nolan, of the Northern California Chapter, described a push to engage city leadership directly, positioning design as a public good, not just a professional service. “This is going to be one of the platforms of my presidency — having closer ties with the mayor of San Francisco, making sure that we’ve got representation at a city level with city council members, and really getting more involved in the community outside of design … to show what the power of design is and can do for those communities.”

Nationwide, advocacy emerged not as an item on the agenda, but an utmost priority — and a tangible way for chapters to communicate the expertise and professionalism of interior designers to policymakers and the public at large.

3. Professional development is one of the most reliable ways to show value

Across regions, leaders pointed to structured, predictable programming as one of the most consistently effective ways to engage members — and to provide a return on investment.

In Michigan, that commitment has taken a long-term form. “We’ve set up monthly virtual CEUs for the whole year through 2026,” Brittany Walker, President-Elect of the IIDA Michigan Chapter, explained. In South Florida, professional development is a team sport. Ferro, of the South Florida Chapter, described a culture of collaboration across committees. “Professional development is doing really well. Student affairs is doing really well. Advocacy is doing really well. And part of the reason is we work together. No man is an island … we support each other to excel and succeed.”

Professional development needs vary across career stages, and some chapter leaders worry that their offerings aren’t always aligned with the needs of senior-level designers. The Indiana Chapter is planning to experiment with offering smaller, more targeted formats like leadership breakfasts, and to explicitly ask what ROI looks like for design leaders. “We're hoping to hold a roundtable with some leaders in the community and try to figure out … how we can better support them,” said Watkins.

Ultimately, professional development isn’t just about continuing education credits — it’s about confidence, voice, and growth. Megan Onley, President of the IIDA Northern Pacific Chapter, reflected on how IIDA activities and programs informed her career: “I found my voice and shaped that through just having conversations about what interior design is and why it is so important to the built environment.”

4. What leaders consistently credit: IIDA as a constant source of support

Regardless of region and theme, one message was echoed repeatedly. For many leaders, IIDA isn’t just an organization; it’s the infrastructure that makes leadership, mentorship, and professional growth possible.

For Trey Champion, Vice President of Special Events for the IIDA Georgia Chapter, that support has been foundational. “I wouldn’t have much of a design career without IIDA,” he said. “I interviewed for my first job over 20 years ago, and I got hired here in Atlanta — and I have never applied for another job since then. It has all been through networking through IIDA: people who I’ve known and met, people who have mentored me, people I’ve mentored. It all comes back to you. And it’s a way that you can pay it forward.”

Many agree that the human dimension — relationships formed through IIDA — are invaluable. “What drew me more and more to IIDA and what has kept me in IIDA is that I have grown these amazing relationships that aren’t just networking opportunities, they’re friendships through and through,” said Pace, of the Florida Central Chapter.

For Amy Edwards, IIDA Gateway Chapter President-Elect, IIDA also signals professionalism. “It addresses a level of professional commitment to interior design as a practice. IIDA gives us credibility in the marketplace and gives clients a level of assurance that we are providing full scope of services.”

Membership can bring benefits at every stage. Brent Otsuka, Director of EDI (Equity, Diversity, and Inclusion) for the IIDA Rocky Mountain Chapter, called himself “an IIDA lifer.” “I’ve been on the board since I was a student,” he said. “I’ve had access to networks, mentorship, and peers who’ve helped shape me and helped me grow in my career. I strongly encourage it — and promote it — every single day.” And for leaders thinking long-term, that sense of connection to the industry, and to IIDA, endures. “Even after I retire, I love the idea of still being connected,” Champion reflected. “ To have that framework in place … it’s awfully comforting.”

The bottom line? That sense of stability, community, and shared purpose may be one of IIDA’s most meaningful contributions.

Looking ahead

Across the country, across themes, and across countless local realities, one thing was clear: Chapters are not standing still. Nor are they waiting for perfect solutions. They are adapting, testing ideas, sharing lessons, and learning from one another in real time. As these insights continue to shape programming, advocacy, and engagement strategies nationwide, one truth remains consistent: Progress happens fastest when chapters aren’t working alone. And in the conversations that unfolded throughout another year of regional CLCs, leaders made one thing equally clear — this work is stronger, and more sustainable, when it’s done together.

Learn more about about the value of IIDA membership