Opportunities and ambition The RIBA`s business plan for 2012

Opportunities and
ambition
The RIBA’s business
plan for 2012
1.
Introduction
The UK and world economies will be fragile and unpredictable in 2012 and overall
workloads within architecture could well fall further. The picture is, however, mixed
and there are also pockets of success and growth.
This background means that the RIBA's championing of architecture and support for
our members will be all the more important this year. We are committed to working
with our members so that clients and policy makers understand the significance of
architecture to the health of our economy and society and the ways in which clients
get better results when they work with architects.
Last year we looked carefully at our strategic purpose and comprehensively reviewed
our staff and management structures and our ways of working. We also updated our
governance and corporate arrangements. The changes are complete. We are now very
clear what we want to achieve and our impressively skilled staff team now work within
a management and governance framework and a culture that can support rather than
hamper success.
I am immensely grateful to my Group Executive colleagues, the whole staff team and
the non-executive RIBA Board for making the massive cultural shift that allows us to
enter 2012 as a confident organisation with an ambitious agenda on which we will
deliver.
Our business plan for 2012 aims to meet the needs that result from the tough
economic background. This year we will take advantage of the opportunities provided
by our renewed focus and confidence in our ability to deliver real impact.
This business plan was developed across the whole RIBA and shaped iteratively by
the executive and non-executive teams to realise our core priorities. Our ambitious
vision and priorities - clients; members; leadership; and knowledge, innovation and
culture - are described more fully over the page.
The highlights amongst the 28 programmes of work described in this plan include:
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Grow the RIBA’s membership by increasing take-up of Chartered Practice
and Associate and Academic Membership, whilst also supporting 70 RIBA
branches across the UK.
Offer an office based exam as an alternative route to qualification and
broaden access to learning by the use of online resources in our CPD
programmes.
Conduct a major review of the RIBA Plan of Work and run 20 competitions.
Share our outstanding collections and knowledge more widely to promote
architecture, including the development of a new permanent ground floor
gallery at 66 Portland Place and two major exhibitions and associated events
on the themes of ‘Home’ and the ‘Olympics’.
Review all our communications and implement the recommendations
throughout 2012 and 2013.
Continue to lobby for changes in the procurement system to support the
delivery of the best possible buildings and places.
Champion the housing needs of consumers with our Homewise campaign.
Deliver with members a festival of architecture across England and Wales to
inspire, inform and excite the general public about the value of architectue
and the built environment.
Support our members in practising globally, alongside developing the RIBA’s
international reputation and influencing EU and international standards.
I am looking forward to working with our staff, members and other partners to
deliver this plan in 2012 as a step on the way to our vision that: By 2017 the RIBA will
be recognised internationally as the leading authority on architecture and the built environment. In
particular we will be known for excellence in the promotion of architecture, setting standards,
stimulating innovation, sharing knowledge and demonstrating the economic, social and environmental
benefits of good architecture.
Harry Rich
Chief Executive
2.
Vision and strategic priorities
The RIBA champions better buildings, communities and the environment through
architecture and our members.
Our vision is that by 2017 the RIBA will be recognised internationally as the leading
authority on architecture and the built environment. In particular we will be known
for excellence in the promotion of architecture, setting standards, stimulating
innovation, sharing knowledge and demonstrating the economic, social and
environmental benefits of good architecture.
To achieve this vision, between 2012 and 2017 our priorities will be:
1. Clients: We will stimulate demand for architecture that delivers economic, social
and environmental value.
2. Members: We will work with our members to transform the practice of
architecture to meet the opportunities and needs of the 21st century and to
support successful practice now.
3. Leadership: We will influence, lobby and lead to inspire improvements in the built
environment nationally, locally and internationally.
4. Knowledge, innovation and culture: We will be the hub for knowledge,
innovation, research and debate on the built environment.
3.
Programmes for 2012
We will deliver 28 programmes, which are comprised of some 89 individual projects,
across the RIBA in 2012.
3.1.
British Architectural Trust programmes
3.1.1.
Awards
Our awards programme celebrates the value of good architecture for the profession,
the public and society.
We will organise, judge and deliver our full programme of awards based on a single
call for entry for the first time. The RIBA Stirling Prize dinner will be in Manchester
in October and the RIBA Manser Medal awarded at a reception at 66 Portland Place
in November. The RIBA Stirling Prize dinner will not be televised this year but the
prize will be featured in an edition of The Culture Show on BBC2.
The Royal Gold Medal and Fellowships will be delivered at a dinner at 66 Portland
Place in February.
We will develop a new prize (working title Test of Time award), ideally with a broadcast
partner, for buildings that have been in use for 10 years (or more), which will highlight
how the buildings have improved the lives of those who use them.
3.1.2.
Public Programme
Our public outreach programme fulfils our charitable remit of promoting architecture
and showcases our world class collections to the general public.
We will hold two major RIBA-curated exhibitions in 2012: ‘A Place to Call Home’, in
conjunction with our Homewise campaign, and ‘After the Party is Over’ to coincide with
the Olympics. These will be supplemented by approximately 15 talks, including the
RGM Lecture, Ozolins Lecture, the Jencks Award and the Stephen Lawrence
Memorial Lecture.
We will curate two exhibitions at the V&A: ‘Kings Cross: Regenerating a London
Landmark’ and ‘Chromazone’. These will be supported with a programme of talks and
events.
We will work with the Business Services Directorate to launch a new Ground Floor
Gallery with museum conditions in time for the Olympics exhibition.
We will run programmes to introduce FE and HE students to our Library collections
and resources partnering with FE/HE tutors and with our partners at the V&A.
3.1.3.
Library
This programme aims to explore, promote and make accessible one of the world’s
premier collections of architecture and design to the benefit of students, educators,
architects and the general public.
In 2012, we will improve access to four million items in the Library collection across
our three sites (66 Portland Place, the V&A and the Piper Centre) as well as through
our website.
We will conduct a comprehensive review of our Special Collections, paying particular
attention to outreach and the development of Architecture Global.
We will add approximately 10,000 images and metadata to the RIBApix database and
generate approximately £95,000 from photography supply and reproduction. We will
create approximately 9,500 new records for the Architectural Publications Index and
seek to agree a commercial production deal with an external partner.
We will develop an integrated Library disaster and business continuity plan.
We will appoint a senior Library e-strategist to help us develop a 5-10 year digital
strategy that reflects the Library’s standing as one of the world’s leading architectural
libraries. We will review the staffing and structure of the Library team.
3.2
Communication programmes
3.2.1.
Communications
Our communications programme will ensure that our communications and marketing
is fit for purpose, best practice and meets the needs of our audiences.
Using external consultants, we will conduct a review of all our communications and
marketing, based on an analysis of our audience needs. High-level recommendations
will be received in Q1 2012, with implementation from Q2 onwards.
We will build on our audience segmentation work and develop a marketing strategy
for the public programme, marketing 66 Portland Place as a destination in the London
cultural scene, and our touring exhibitions as a mainstay of the cultural scene in cities
around the UK.
Working with Membership, we will develop a marketing strategy for membership. We
will enhance our social media offer, improve our evaluation of our media coverage
and introduce an internal communications function.
We will continue to support Shelter with our ‘Architect in the House’ scheme.
We will complete the restructure of the Communication and Outreach team.
3.2.2.
Policy
The policy programme develops and co-ordinates policy across the RIBA in
partnership with committees and the RIBA Board, with the aim of influencing
government and public policy on key issues for the built environment.
We will continue to develop the Homewise Campaign, organising a roadshow for the
Future Homes Commission, whose recommendations will be published in autumn
2012.
With partners, we will develop a vision for smart communities to support local
authorities in ensuring good design and decision making in their area.
We will produce six think-pieces and five debates for ‘Building Futures’.
We will produce guidance to support local authorities in delivering a good quality built
environment, with a particular focus on design and the National Planning Policy
Framework (NPPF).
We will work with colleagues in Membership and Professional Practice to support the
procurement campaign spearheaded by the President.
3.2.3.
Public Affairs
The Public Affairs programme supports RIBA policy objectives and develops and
maintains relationships with key players in the public policy sphere, including
Ministers, opposition spokespeople and senior officials.
We will continue our contact programme in support of RIBA policy objectives,
including a presence at the party conferences. We will use the outcomes of our 2011
perceptions audit to develop a public affairs strategy, which will include demonstrating
the value of architecture to policy makers.
In Wales, we will seek to position the RSAW as a credible member of the policymaking environment with a contact programme, briefing papers and events with
partners.
In London, we will focus on the mayoral elections and the Olympics.
3.3.
Education programme
3.3.1.
Education
We will work with and support our academic stakeholders and students to ensure that
the RIBA’s professional education standards and outcomes meet the opportunities
and needs of the profession, clients and society for the 21st century.
We will issue html newsletters to 13,000 RIBA student and graduate members and
deliver RIBA Smart Materials lectures to schools of architecture. Financial support
will be available to students in hardship. We will reward research excellence through
the Research Trust awards and President’s Medals at a ceremony and exhibition.
We will offer Office-Based Examination as an alternative route to qualification,
awarding certificates at RIBA parts 1 and 2 and maintaining our relationship with our
franchise partner, Oxford Brookes. We will enhance the Professional Experience
Development Record (PEDR) online log. We propose to introduce an offshore
programme for the Part 3 Professional Practice examination and an alternative
practice- and design-based Part 2 awarding an RIBA Masters degree.
We will complete exploratory, mid-term, and full visiting boards to UK and
international schools and publish reports online. We will consider new applications
for validation from institutions and facilitate paid consultancy from experienced panel
members. In the UK, we will recruit and train more than 110 validation panel
members and deliver validation training sessions for panellists and heads of schools.
Internationally, we will raise standards by educational benchmarking and promote the
RIBA to encourage engagement by the academic community.
3.4.
Finance and Operations programmes
3.4.1.
Business Continuity
We will create a Business Continuity strategy to ensure the RIBA has a clear plan to
follow should a major incident occur.
We will train senior RIBA staff to create a plan for their specific areas, and highlight
the importance of business continuity through cultural change.
We will look at the RIBA’s long-term strategies to ensure they take account of
business continuity.
3.4.2.
Development and Fundraising
The overall objective of the Development Office will be to secure fundraising income
as agreed in the 2012 budget and to build/establish a successful team including
experienced fundraisers.
Key areas for fundraising include the Manser Medal, Stirling Prize, President’s Medals,
Guerrilla Tactics, CPD Core Programme, Tuesday Lates and the Education Fund.
We will also seek major donors for the Architecture Global initiative.
We will raise funds and increase awareness of the RIBA Education Fund, targeting
architectural practices and others with a vested interest in the future growth of
educational needs in architecture.
3.4.3.
Facilities and Maintenance
We will provide the best possible public and working environment, ensuring that
premises are safe, efficient, well serviced and attractive.
We will carry out strategic and operational management of services across the RIBA
HQ and Nations & Regions. Our work will include efficient and cost effective
control of planned and reactive maintenance of building fabric and services, including
mechanical, electrical and engineering services ensuring that the RIBA meets all its
statutory obligations.
We will contract manage services such as security, CCTV, fire and intruder alarm
systems, door access, cleaning, stationery, utilities, health and safety, environmental,
hygiene, recycling and waste services, post and courier services, office equipment and
furniture ensuring services are cost effective and fit for purpose.
We will carry out procurement of services, goods and equipment, including external
consultants and contractors.
3.4.4.
Finance
Finance is primarily a compliance function, which also demonstrates good
governance. In 2012, we will seek to introduce improved procurement controls,
including the scanning of all invoices and workflow management processes. A new
accounting standard, FRS30 (heritage assets), will be implemented and we will be
investigating the financing for a new RIBA property.
Our main activities will continue to include the timely production of monthly
management accounts, quarterly forecasts and annual budgets. We produce statutory
accounts and quarterly performance packs; provide financial advice to budget holders
and deal with statutory and other returns, including those for tax. We will continue to
pay suppliers and salaries, collect debtors, account for all restricted funds, aim to
maximise returns on investments, monitor risks and arrange insurance.
3.4.5.
Governance
The primary aim for 2012 is to review all of the RIBA’s constitutional documents and
ensure that they reflect the current needs of the Institute. In addition, we will conduct
Council elections and organise the AGM, which appoints the auditors and accepts
Council’s annual report.
3.4.6.
Human Resources
HR’s role is to ensure the RIBA has a workforce that is appropriate to its aims. We
provide frameworks and advisory support for recruitment, reward, people
development and the retention of motivated and engaged people.
In 2012, we will be leading on a programme of activities to improve organisational
effectiveness, wellbeing and staff morale. Our projects will develop processes for
parity, reward and recognition, improved access to training and development, and
integrating effective performance management into our ways of working.
In other activities, we will focus on ensuring the RIBA is a ‘Great Place to Work’,
taking outputs from the last survey and scheduling a new one for 2012. We will be
running a programme of short seminars to support management development and
effective leadership.
We will support the RIBA’s creativity and innovation by maintaining a culture that
thrives on diversity, where colleagues from all backgrounds are able to contribute
effectively. The JCC will continue to support staff. A programme of social events
will promote aspects of the RIBA’s employment proposition, such as Winning Ways.
3.4.7.
ICT
We will provide a technically appropriate environment to help the RIBA to achieve its
business objectives and vision. We provide helpdesk, support and training services to
all staff and offices in relation to ICT, telephone and CRM systems.
In 2012, we will upgrade all infrastructure systems, including Active Directory,
Microsoft Exchange and Wi-Fi. This will enable us to offer better services to staff and
members. We will upgrade desktop systems to Windows 7/Office 2010 to ensure the
RIBA is staying at the forefront of technology. This should take about seven months
to complete.
We will update the Venues Booking system to provide the best possible service to
customers and provide better reporting functions. We will investigate and review the
long-term ICT strategy to ensure it is aligned with future growth and change within
the RIBA.
3.4.8.
President and Chief Executive’s Office
This programme covers the costs of the President, the Chief Executive, the Executive
Directors and their administrative support. In particular it includes management of
the President and Chief Executive’s offices as well as support for the immediate Past
President.
3.4.9.
Venues
We will maximise income from selling meeting rooms and event spaces at 66 Portland
Place to both corporate and private clients, and chartered members (who benefit from
a reduced rate). Income generated by the venues and catering activities offsets a
substantial part of the RIBA’s expenditure.
We will carry out marketing and PR activity to attract and retain clients. We will
manage the RIBA catering contract (including the bar, café, restaurant and event
catering at 66 Portland Place), to maintain high standards and competitiveness
throughout the building and for a variety of activities and clientele.
Use of 66 Portland Place by non-architect clientele also promotes architecture to a
wider audience through the display of images from our collections in all rooms,
exposure to our regular exhibitions, and use for a variety of activities.
3.5.
International Programme
3.5.1.
International Relations
We will maintain and develop the RIBA’s international reputation, influence and
membership. We aim to be the global hub for innovation, professional standards and
the disseminations of knowledge in architecture and the built environment and to help
members work around the world. This includes influencing EU and international
standards, policies and regulation through strong representations at the ACE, CAA
and UIA.
We will help members seeking to provide services internationally and provide support
and services for international members, as well as co-ordinating international activity
across the Institute.
3.6.
Membership Programmes
3.6.1.
Membership
We will sustain and grow the RIBA’s membership, demonstrating our value in
providing tangible services that enable architects and architectural communities to
flourish. Our aim is to secure membership subscription revenue of £6.85m in 2012,
of which £150,000 will be gained from new business development.
We will preserve, promote and leverage the world-class reputation of the RIBA on a
global stage, demonstrating the role we play as a thought leader and in positioning
architecture at the centre of the creative industries.
We will facilitate and manage constructive dialogue with members and strengthen our
relationship with them by delivering practice and business advice to the heart of the
membership, conducting a full review of the membership categories, focusing on the
Associate Membership and to improve future business development opportunities.
3.6.2.
Corporate Membership
We will work with our corporate members (Chartered Practices) and academics to
transform the practice of architecture, supporting successful practice and meeting the
demands of the 21st century.
RIBA Chartered Practice accreditation and membership seeks to set and maintain a
quality standard of architectural practices that demonstrate the ‘gold standard’ and
deliver high-end practice to clients. It stimulates a demand for architecture that
provides economic, social and environmental value. We aim to retain, attract and
support a minimum of 3,200 Chartered Practices, delivering revenue of £460,000.
RIBA Academic Membership establishes a constructive dialogue and deeper
engagement with all recognised schools of architecture. It provides senior academics
with an effective voice for discussing and promoting architectural education,
promotes positive engagement between the RIBA and its student members, and
offers a new range of events, services and benefits to the academic community. We
aim to attract and retain a membership of 10 schools of architecture, delivering a
revenue of £20,000.
3.6.3.
Clients
We will stimulate demand for architecture that delivers economic, social and
environmental value through an enhanced guidance and selection process for clients.
We will position RIBA Chartered Practices, RIBA Client Advisers and RIBA
Conservation Registrants as industry leaders, showing how the RIBA can demonstrate
the place of architecture in the UK and global economy and equip architects to be
ambassadors for architecture.
We will deliver at least 1,500 referrals of RIBA Chartered Practices to potential clients
and produce six printed directories for clients in different sectors.
We will contribute to the £460,000 target for RIBA Chartered Practice subscriptions
and the retention target of 3,200 RIBA Chartered Practice members.
3.6.4.
Competitions
Competitions deliver variety, inspiration and value to clients through expertly run
competitive selection processes. They provide an opportunity to showcase the design
and management talents of existing and emerging practices.
We intend to run 20 competitions in 2012 (with an average contract value of £29,000)
and expect the service to be net income generating. Professional architect advisers are
essential partners and we will appoint one or more to each competition.
We will investigate how competitions can be used to improve architectural impact and
support improvements in the procurement process. We will also investigate the
exciting opportunity to bring together many of the RIBA’s client centred services into
an integrated, one-stop-shop. One idea is to match clients with architects by
revamping the web-based directories, the Client Services telephone helpline and
integrating the tailored competition services.
3.7.
Nations & Regions Programmes
3.7.1.
Architectural Communities
Through this programme we will support the work of architectural communities in
England and Wales. Our activities will span 70 branches, 20 special interest groups
and other formal and informal volunteer groupings of members, non-member
architects, allied professionals and interested individuals.
We will increase our engagement with architectural practices by undertaking a coordinated programme of visits across England and Wales. We will respond to
questions, gain knowledge about issues and provide feedback to relevant RIBA
departments.
The communications review will consider the feasibility of a members’ publication
which reflects regional news and events. We will host a national forum for branch
chairs to develop the delivery of local RIBA activity. We will manage a fund to
provide small grants to local groups for projects that support the RIBA mission and
aims.
3.7.2.
Celebration of Good Architecture
This programme celebrates the value of architecture for individuals and society,
putting the knowledge of the RIBA and its members to good use.
We will hold a series of temporary events and on-going activities throughout England
and Wales to engage members, the public, design community and local government in
promoting and enabling good architecture. Cultural events and advisory services will
involve both existing and new audiences at a local level.
A key activity for 2012 will be the new national architecture festival which will deliver
with members and in association with other creative disciplines. The festival will
include local tours and contemporary media applications, which will show how
architecture is relevant in a wider context and demonstrate innovation in public
engagement.
3.7.3.
Network of Offices
Our network of offices programme provides the structures that enable the delivery of
services, engagement with members and development of partnerships across England
and Wales.
In 2012 we will develop and evaluate approaches for service delivery across England
and Wales, employing both a traditional and an innovative physical presence.
We will lead and manage the Nations and Regions staff to build and maintain
partnerships with members, local government, allied professionals and others.
We will develop and inform local governance structures – English Regional and
RSAW Councils – and bring them together through the Nations and Regions
Committee to provide and interface with national governance. Utilising this national
network will help to ensure the mission, aims and priorities of the RIBA are delivered
across the country. It will also assist the delivery of outcomes for other parts of the
RIBA group.
We will continually monitor the network to ensure it remains fit-for-purpose,
implementing change when and where necessary.
3.7.4.
Professional Training in England and Wales
Through this programme we will provide a nationwide series of events responding to
the need for continued training and professional development of members and
associated professionals. Events delivered locally will cover the Core CPD subject
areas, as well as offer opportunities to cover issues of specific concern such as
conservation or flooding.
We will support business development through effective partnership and
collaboration to enable sole practitioners and practices to engage with emerging
sectors such as low-carbon and sustainable development.
We will broaden access to learning by the use of online resources and a wide
geographic spread of events. The programme delivers a financial return for the RIBA
and some events are delivered free to members.
We will look into the feasibility of staging a series of RIBA conferences in 2013,
mapping out potential audiences and topics relevant to contemporary working
practice.
3.8.
Practice & Profession Programmes
3.8.1.
Practice and Profession
Our Practice and Profession programme facilitates the development of policy, services
and guidance that support the business, legal and technical aspects of architectural
practice. It acts as a hub for knowledge, innovation, research and debate.
A key activity for 2012 will be a major review of the RIBA Plan of Work. We will
continue to give member and practice support through guidance, key practice-related
publications, toolkits, CPD policy and accreditation and professional events.
We will develop RIBA policies and services through the work of expert-member
professional communities. We will continue to focus on standards, professional
conduct procedures, research and innovation, as well as delivery of practice-related
services, including the RIBA dispute resolution service and the CPD Providers
Network.
3.8.2.
Specialist Accreditation
We will continue to deliver two specialist accreditations – Conservation Architects and
Client Advisers. The RIBA Conservation Register supports the work of architects in
the conservation of historic buildings and provides reassurance to clients that they are
appointing architects with specialist expertise and experience. RIBA Client Advisers
provide high-quality ‘client-side’ expertise to achieve better buildings and increased
value.
Our programme stimulates demand for architecture that delivers economic, social and
environmental value, and assists members to meet the opportunities and needs of the
21st century, supporting successful practice.
3.8.3.
Projects and Building Strategy
Our major activities for 2012 are redeveloping the ground floor at 66 Portland Place,
reorganising staff accommodation at 66 and 77 Portland Place and preparatory work
for potential new premises in 2015.
Ground floor redevelopment at 66 Portland Place will create a new gallery with
environmental controls to accommodate special collection exhibits. The existing
ground floor communications office accommodation, and the programmes and
awards teams, will be relocated to the third floor.
The potential procurement of new premises requires a full feasibility study in 2012.
We need to identify potential sites and employ specialists to consolidate a brief. We
are likely to hold a competition to procure designers.