Australian Institute of Architects STRATEGY architecture.com.au

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1 Australian Institute of Architects STRATEGY

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3 3 INTRODUCTION Architecture is more than a profession; it is a vital force that builds a better community. A strong and respected architectural profession delivers measurable benefits not only to an individual client or project but extend beyond to improve the quality and sustainability of our built environment in its totality. This three year strategy, built on the three pillars of Education, Advocacy and Practice and developed in close consultation with members, sets out a clear vision and mission for the Institute, identifying core activities and goals that empower members and enhance the unique value delivered by a successful architectural profession. Photography. The EY Centre fjmt. Photo: Sandor Duzs The EY Centre fjmt. Photo: Brett Boardman

4 4 A MESSAGE FROM THE PRESIDENT Harnessing the insights and feedback of the Institute s membership as well as the expertise of our executive team, Board, National Council and National Committee Chairs we have shaped a vision for the Institute that will continue to strengthen the architectural profession in Australia over the next three years. The new strategy charges the Institute, as the profession s peak body, with delivering measurable outcomes around our three core pillars of Advocacy, Education and Practice. Our vision, set out in this strategic plan, communicates the unique proposition architects offer in promoting community and inspiring clients through exceptional design and an ethical approach to our built environment. Richard Kirk National President

5 5 Our new strategic plan sets out a clear mission for the Institute to develop and promote a strong architectural profession and be the public voice for architecture. It prioritises the delivery of six strategic goals with measurable indicators of achievement, enabling enhanced transparency and accountability to the membership we represent. Defining our work around core activities will assist the Institute to maintain focus and effectively allocate resources to critical programs. It puts the Institute firmly on an exciting path to successfully support our members and the profession in 2018 and beyond. A MESSAGE FROM THE CHIEF EXECUTIVE Jennifer Cunich, Chief Executive

6 INSTITUTE STRATEGY RESPECTED LEADERSHIP Promote the value of architecture Support and uphold education standards Lead the profession Champion social and environmental justice in the built environment GOAL ADVOCACY WITH IMPACT Clear agenda and priorities Research capacity To make the world a better place through architecture Advocacy and campaign capacity Strategic political interaction VISION A strong architectural profession that inspires clients and promotes community and the public interest through exceptional design and an ethical approach to the built environment DIRECT MEMBER VALUE MISSION To develop and promote a strong architectural profession and be the public voice for architecture Revitalise practice toolsets Revitalise CPD Realign membership structure STRONG AND VIABLE INSTITUTE Positive values-led internal culture Strong brand aligned to our mission Effective communication capacity Modern business practices 6 Strong governance and alignment with the profession 2020 OUTCOMES A well regarded and highly relevant profession Strong governance guiding the profession Respected advocate with clear policy agenda Strong member engagement and loyalty Indispensable member services Vibrant high capacity Institute

7 7 THE PURPOSE OF A STRATEGIC PLAN Affirms or resets the organisation s vision and mission against the current environment Sets specific goals against a defined timeframe in order to advance mission objectives Presents key outcome areas as a framework for strategies which will realise the goals Identifies projects and measures of success that will accomplish the strategies Identifies priorities for each of the three years Does not provide detailed operational tasks The strategic plan provides a framework and direction for year on year operational plans and supporting budgets. It provides a clear set of priorities and parameters against which to measure proposed activity and the allocation of resources.

8 8 METHODOLOGY The Institute s current strategic plan was released in In late 2016 the Institute began an engagement exercise with members to develop a new three-year strategy. Since then, management has consulted with a broad range of key stakeholders. An initial workshop was conducted with the National Council and Board members in December 2016 A further third party facilitated workshop was conducted with the Board of Directors and National Council in March 2017 The President facilitated a strategy session involving the Board, National Council, National Committee Chairs and Institute Management in May This collective identified nine key strategic opportunities The full membership was invited to prioritise the nine opportunities via an online survey in June / July 2017 Institute Management processed the results via a series of workshops and, in conjunction with staff, developed an operational strategy National Council reviewed and approved the Strategic Plan in October 2017

9 9 REFRESHED VISION AND PURPOSE The Institute s vision is a public facing statement that qualifies the unique value delivered by a successful architectural profession. The current vision to make the world a better place through architecture provides general intent but does not communicate the unique proposition of the sector to a third-party audience. OUR GOAL Our goal is to make the world a better place through architecture OUR VISION Our vision is a strong architectural profession that inspires clients and promotes community and the public interest through exceptional design and an ethical approach to the built environment It is appropriate to separate the general goal of architecture from our specific vision for the profession. OUR MISSION To develop and promote a strong architectural profession and be the public voice for architecture

10 10 VALUE STATEMENT Our vision: Acknowledges that architecture is a distinct profession operating in the built environment in the service of society i.e. it rebases our members within their professional and political context. This is an essential foundation principle for our broader advocacy agenda Implicitly covers via a strong profession tertiary education, professional standards, well trained practitioners and a connected group with common purpose Clarifies that the purpose of architecture is ultimately to build a better community a goal which combines commercial outcome with aesthetic, functional, environmental and cultural benefits Codifies the specific/unique value that architecture brings to the table: exceptional design as well as a holistic approach that delivers social and cultural goals within commercial parameters

11 11 CORE ACTIVITIES The Institute s core businesses define the operational outcome areas that enable us to deliver on our mission. The core activities succinctly define what, in practice, the Institute does. They provide the structure around which to organise resources and reporting. ADVOCACY National & Chapter policy solutions, government engagement, research, campaigns and influence AWARDS, RECOGNITION AND PROMOTION Awards, prizes, individual recognition and promoting the contribution the profession makes to our built environment and the community CONTINUOUS LEARNING National online and Chapter delivered CPD including the National Conference

12 12 PROFESSIONAL LEADERSHIP Education, coordination of specialist groups, gender and diversity, students, mentoring, social justice PRACTICE RESOURCES Practice Notes (Acumen), EDG, resources HR, legal, standards, contracts, benchmarking and calculators NETWORKING AND COMMUNITY Emerging architects, informal CPD, networks and timely, relevant information At present, Institute activities comprise a disparate collection of projects. Defining our work around core activities will assist the Institute to maintain focus and effectively allocate resources to priority programs.

13 PRIORITIES 2018 KEY PRIORITIES Develop research and campaign capacity Conduct break through advocacy material certification Build evidence based advocacy policy and solutions Lift senior management team performance and base HR (policies and systems) Redevelop the Institute s position on education Redevelop membership structure 2018 SECONDARY PRIORITIES First phase public facing website emphasis on practice tools Establish effective finance reporting and forecasting Rebase CPD Implement new membership system (CRM) Streamline communications platform integrate with CRM

14 KEY PRIORITIES Initiate advocacy campaigns around State / Territory and Federal elections Design dividend advocacy Reposition awards and prizes around enhancing professional profile Strategies to underpin tertiary education Develop membership engagement strategy Second phase website advocacy aligned Best practice budget and business planning Reposition Venice Biennale Roll out new membership structure to underwrite advocacy programs 2020 KEY PRIORITIES Social justice initiatives Boost advocacy resources and capacity International membership and engagement plan People promise active HR program Conduct full audit and review of strategy - rebase

15 15 We have shaped a vision for the Institute that will continue to strengthen the architectural profession in Australia. The new strategy sets out a clear and compelling vision for our profession that recognises the unique contribution architects make in promoting the public interest, and serving the community and clients through design and an ethical approach to delivering a sustainable built environment. Richard Kirk National President ( ) This future-focussed plan provides exciting opportunities for our next generation of architects as they register, set up practices and make their mark on the profession. Ksenia Totoeva EmAGN President ( ) The Institute has a proud legacy promoting the exceptional value architects bring to creating strong, dynamic communities and putting public benefits at the forefront of our work. This new strategy will enable the Institute to bring a greater clarity and focus to our support to members in delivering this value. Ken Maher Immediate Past President ( ) The release of this new strategy, developed with the valuable insights and input from our membership, positions the Institute to move forward with confidence. It establishes a sound and productive direction that confers longevity to the plan and the strategic goals we will achieve together. Clare Cousins President-Elect ( ) Embedded in this new strategic plan is a strong education focus that will set up and support students for their futures, providing opportunities across multiple career pathways. Troy Borg SONA President ( )