RIBA PROFESSIONAL SERVICES BUSINESS PLAN V1-2 Jan Approval by PSB on 6 November Professional Services 2008 Business Plan V1

Transcription

1 RIBA PROFESSIONAL SERVICES 2008 BUSINESS PLAN V1-2 Jan 2008 Approval by PSB on 6 November 2007 PLEASE NOTE: This draft is to be developed with allocated costings/resources to each objective once the 2008 PS Budget has been agreed. The intention is that the same format will be used as a monitoring/tracking document throughout the year. The Regional Network will not be part of Professional Services in 2008 and therefore is not included in this Business Plan.

2 INTRODUCTION Background Review of has been a year of significant change for RIBA Professional Services, with many staff changes (36% staff turnover) and development and delivery of major new services and projects such as: New Chartered Practice Scheme Integra Database/CRM system Knowledge Management Communities Proposal Wiki site for Architecture Research New Student Scholarships (Norman Foster Award) Teaching Practice proposals Launch of Business Benchmarking service Updated Quality Management Tool Kit RIBA Agreements 2007 (on-line and publications) New Planning and Housing Groups Membership Classes and Benefits Review International Network Review Strategic Development Review Ambitions for will be a year of further development and delivery of new initiatives focused specifically on our key audiences. There is also the real opportunity of becoming more effective and operationally efficient with the new website, new Integra database, on-line transactions, departmental re-structuring and re-built PS staff team. The Strategic Development Plan has identified new strategic priorities and re-structuring for RIBA Professional Services. This includes the transfer of the Nations and Regions Network to the Holdings Company and the development of the Membership and Client Services teams into two distinct departments.

3 The outcome of the Members Survey, Membership Categories Review and the Strategic Development Plan have identified the following re-focused strategic priorities for Professional Services and the Company s 2008 Business Plan: SDP1. Policy and Campaign Development: build extra capacity in the practice and research teams and double the number of members acting as expert leads on policy and campaigning issues. SDP2. Knowledge Management: set up development programme for Knowledge Communities, initially in six key areas, with additional staff co-ordinators and electronic support system. SDP3. Communication with Members: identify and address member needs and build a more responsive communication network with a new CRM system. SDP4. International Membership Support: develop services and supporting networks for international members. SDP5. Fundraising Capability: boost income generating capacity and provide support services to implement RIBA Trust s fund-raising campaign. SDP6. Management Skills and Capacity Building: work with new Corporate Development Director in the Holdings Company to develop more effective business systems and processes, particularly programme and project management and improved governance and decision making. SDP7. Information and Communications Technology (ICT) Support: Develop and utilise new ICT systems (database, web, etc) and expertise.

4 2008 Business Plan The RIBA Professional Services Business Plan for 2008 follows a new format to include: Simple memorable Mission Statement Business plan focussed on specific outputs and outcomes for our key audiences Shared key objectives for all PS Departments related to RIBA Strategic Plan Clear SMART specific department targets related to each objective, that are ambitious yet achievable and properly resourced. RIBA MISSION To advance architecture by demonstrating public benefit and promoting excellence in the profession. MISSION OF RIBA PROFESSIONAL SERVICES To promote excellence in the architect s profession by providing through-life support for RIBA members, services for clients and working together with the construction industry. KEY AUDIENCES FOR THE RIBA PROFESSIONAL SERVICES Architecture Students (UK and International) Candidates/Graduates/Associated Members Registered and Chartered UK Architects International Architects Co-professionals and Affiliate members Chartered and Architects Practices Architecture Schools (UK & International) Architects clients Construction Industry

5 Objective 1: COMMUNICATE AND ENGAGE more effectively with more RIBA members, clients and construction industry partners Student Candidate Ch Architect Ch Practice Lead PS 1.1 Overall target is to measure and increase member engagement transactions by 10% by end of D 1.2 Complete application of Integra CRM system to have all RIBA PS, Holdings and Trust contacts M included and managed on integrated database system by end of Complete the review of member communications in liaison with RIBA Comms dept and develop coordinated PS communications to members, clients and stake-holders by end of 2008, to include: M Launch new PS Bulletin to key stakeholders M Improved branded student newsletter and web communications with students E Improved branded Practice/technical newsletter P Quarterly Chartered Practice newsletter M 1.4 Hold following key annual events with 10% increase in attendance and measure delegate feedback and satisfaction. Practice Stakeholder Forum P Small Practice Conference P CPD Regional Co-ordinators Forum P Research Symposium R E 1.5 Initiate and conduct at least 15 RIBA student liaison presentations to parts 1, 2, 3 courses at validated UK Schools of Architecture. 1.6 President s Medals Presentation in October 08 with expanded programme of student, research and education awards. E

6 Objective 2: IMPROVE THE RIBA MEMBERSHIP OFFER AND GROW MEMBERSHIP by 5% annually and achieve 7.5m subscription income by 2008 Student Candidate Ch Architect Ch Practices Lead PS Dept 2.1 Increase student membership by 500 (5%) by end of 2008 towards aim of increasing student membership by 20% over three years. 2.2 Reform candidate membership class and increase membership by 500 (50%) by end of 2008 towards aim of increasing candidate membership by 200% over three years. 2.3 Increase UK based Chartered Architect membership by 300 (1.5%) by end of 2008 towards aim of 5% growth over three years. 2.4 Increase International Chartered Architect membership by 150 (25%) by end of 2008 towards aim of 200% growth over three years. M M M M 2.5 Increase Affiliate (co-professional) membership class by 200 (x%) by end of M 2.6 Increase Chartered Practice membership to 3,500 (10% growth) by end M 2.7 Create Academic membership class for validated School of Architecture and achieve 20 corporate M school members at end of Re-focus existing and introduce new membership classes and benefits to reflect life-cycle of architects in accordance with agreed outcomes of membership review by end Engage younger members and convert 500 additional students into graduate members. M 2.10 Tailor RIBA membership class to attract EU registered architects, particularly working in the UK. M 2.11 Engage more Affiliate members from built environment co-professionals and those who are unregistered but with part 1 and 2 qualifications 2.12 Set up Large Practice forum and events with membership of min 10 of the top 100 UK practices by end 2008 (to compliment existing Small Practices group). M M P

7 Objective 3: PROMOTE EFFECTIVE PRACTICE WITH HIGHER PROFESSIONAL STANDARDS and better performance by providing relevant support services, knowledge communities and guidance. Student Candidate Ch Architect Ch Practice Lead PS Dept M 3.1 Develop Chartered Practice scheme with quarterly newsletter, on-line forum and updated manual. Achieve 3,500 practices and 500k income. 3.2 Develop and provide support services for chartered practices ( & CIS, AM toolkit, etc.) P 3.3 Achieve RIBA business benchmarking survey based on results of at least 1,000 practices taking part P in benchmarking service. 3.4 Launch Teaching Practice scheme with model agreement and guidance offering practice assisted E learning in partnership with architecture schools. 3.5 Develop knowledge communities to develop and utilise knowledge and resource of our membership P and practices. Set up KM groups and support system for six key sectors. 3.6 Develop the CPD Providers Network to achieve 550 members and 1m pa income overall (incl P RIBAE). 3.7 Conduct independent review of our Professional Conduct function and disciplinary procedures for P approval by Council by October Develop new validation scheme for International Schools of Architecture with UIA and CAA. E Validate five International schools by end Continued validation of RIBA recognised schools of architecture in UK and overseas and implement E new parts 1, 2 & 3 joint validation criteria to all RIBA recognised schools of architecture by Sept 09.

8 Objective 3: PROMOTE EFFECTIVE PRACTICE WITH HIGHER PROFESSIONAL STANDARDS and better performance by providing relevant support services, knowledge communities and guidance. Student Candidate Ch Architect Ch Practice Lead PS Dept 3.10 Continued administration of Education Trust funds and award 25K funding. E 3.11 Provide Dispute Resolution Service and achieve 50K pa income. Continue and develop high level ADR CPD Master classes and review of ADR panel memberships. P 3.12 Produce with RIBAE new RIBA Job Book and Good Practice Guides on financial mgnt and fees. P 3.13 Continued administration and upkeep of PEDR website in collaboration with APSAA, conduct E survey and review of part 3 course provision in UK Promote and assist in running of two Returners courses with London Metropolitan University. P 3.15 Develop and implement CPD quality standards, guidance and protocols for RIBA Regional CPD and P international members and carry out mentoring pilot study Monitor 5% membership on-line for CPD compliance and develop on-line CPD to achieve 20% of P all members with addresses engaging with on-line CPD Develop Business Masterclasses with particular emphasis on regional buy-in and rollout. Run two series in London and P Regions - subject to funding Develop RIBA Register of Conservation Architecture objectives removed needs 23K funding. P 3.19 Develop RIBASkill through life training with 3 new courses (e.g. school design, conservation management, CDM coordinator). P Objective removed subject to funding.

9 Objective 4: Increase the INFLUENCE AND CONFIDENCE of the profession with clients and the contractor industry Student Candidate Ch Practice Ch Architect Lead PS Dept 4.1 Active engagement with CIC (FRIC, liability panel etc). P 4.2 Provide joint lectures and activities with other professional bodies (CIAT, ICE, Landscape Institute, P Worshipful Company of Architects). 4.3 Develop in partnership with CABE and client bodies promotion of CDA s and guidance for planning panels. 4.4 Promote use of Chartered Practices, CDA s and specialist registers such as AABC, (measure activity and variations). 4.5 Manage and actively promote at least 25 high-profile international and UK projects to establish RIBA as leading authority on design competition management and team selection. P P C 4.6 Review Client Services and develop business plan for improved services and income from C 4.7 Competitions Office to establish joint initiative with IstructE and ICE to collaborate on bridge design C competitions and to retain exhibition space at CUBE Gallery, Manchester to show-case. 4.8 Competitions Office to establish close relationship with Regional Directors to optimise the profile of the Competitions Office within the Regions. To offer to support Regional activities by way of exhibitions and attendance at appropriate events. 4.9 Partner research to set up evidence base to demonstrate value of good design. R 4.10 Develop RIBA s international influence on CPD with UIA, ACE, CAA etc. P C

10 Objective 5: Build the CAPABILITY AND CAPACITY of RIBA Professional Services to become an effective service provider and a partner of choice with the construction industry Student Candidate Ch Architect Ch Practice Lead PS Dept 5.1 Recruit and appoint and have in post by March 08 full PS staff team. D 5.2 Develop and retain key staff to increase corporate knowledge and reduce staff turnover from 33% to D 15% pa during Increase specialist member engagement with the RIBA to enhance RIBA knowledge bank and expert guidance to the Institute and members. 5.4 With IT Department, develop on-line transactions for booking and paying on-line for Professional Services events. All M 5.5 Develop Professional Services information guidance on web to reduce telephone and by 5%. All 5.6 Develop, use training of and reporting of CRM/ database with effective collaboration and closer M working with rest of RIBA Group. 5.7 Effect transfer of the home nations, regions and international network to RIBA Holdings. D 5.8 Assist Regional/International Network to develop range of member services and support for new M international network. 5.9 Develop and apply RIBA programme and project management protocols on all Professional Services D projects by end Establish clear and consistent Terms of Reference, and objectives for every PS Board, committee D group with feedback report and performance assessment to PS Board Provide quarterly report of PS business plan progress to PSB Holdings Board and Council. D 5.12 To achieve output and budget by end of 08. Monthly check and quarterly report to PSB on progress. All