01 Re-energise the RIBA
We need to ensure that the profession is well represented to lead on sustainability and set the highest standards for design, education, management, diversity and influence. As a membership organisation, the RIBA’s income is linked to its ability to gain members or new streams of income. With reform, we can attract additional revenue to lower annual membership whilst regaining influence within the profession, our industry, with politicians and establish a like-minded global community. 

We need to harness our profession’s thirst for knowledge. The RIBA can again be a focus for promoting architecture with much greater political influence through better communication, lectures, presentations, and exhibitions to the benefit of all society. This does not mean the RIBA doing it all ourselves but with trusted colleagues and associated organisations- pooling resources, working collaboratively.

02 Re-establish our Relevance
Young architects often do not see the relevance of the RIBA but I believe it will thrive when it is seen more as a qualification, rather than a members club. It was established as a learned society and should be seen as one again. I would instigate a system where a vastly improved CPD is transformed into a valuable, worthwhile tailored lifelong learning programme. We need different routes to qualification to allow greater social mobility and more flexibility in educational pathways to recognise the exciting variety of skills and individual passions in the profession. The annual RIBA Client Survey regularly reports that our design skills are widely appreciated but other business skills like management are often not. A demonstrable commitment to professional excellence will counter that view.

The RIBA has amazing cultural capital such as our library, our unique drawings collection and a great knowledge base with enthusiastic members and energetic Honorary Fellows keen to be more involved. Using these assets wisely will help restore our relevance.

03 Reform lifelong learning
The reforms instigated by the Hackitt Report give greater powers to the ARB. Yet around the world, it is the RIBA’s influence and experience in education which is sought. Improved educational pathways will enable greater social mobility and improve diversity, opening new career paths and in a practical way, supporting members at different stages throughout their lives. Online learning modules, and opening up membership to a global RIBA, would allow architects from Shanghai to Seattle to demonstrate a recognisable competitive advantage whilst establishing a motivated like-minded international community.

With high quality lifelong learning we can work towards regulation of function. Society would be best served by regulating who can make planning and building regulations applications for most projects. Our CPD should be tailored to the individual- architects have different skills – a one size fits all approach is outdated. ARB has adopted compulsory CPD. The RIBA should become the provider not only for the UK but worldwide with 40 hours tailored learning each year acknowledging the interests and status of the individual whilst encouraging diversity within the profession. The RIBA can help, advise and encourage architects to profit from their skills -subsidising them to acquire knowledge, and be better paid whilst bringing down the cost of Professional Indemnity Insurance.

04 Restore our Prestige
I know from experience that British architects are often more appreciated abroad than at home. The RIBA is a strong, respected and trusted brand. We are home to the best architects in the world. We should be proud to celebrate not only our established studios, but also the new talent emerging from our universities which needs to be nurtured.

The RIBA Awards are prestigious and rigorously assessed. The Stirling Prize is a highlight, as are the Regional Awards. They should be far higher profile -achieved by greater awareness of how other lesser awards achieve more recognition. I know because I have judged both the rigorous RIBA Awards and other “International” or “Global” Awards which are assessed on photos and a brief description. Yet only the most enlightened clients currently appreciate the difference.  

Similarly the RIBA should work harder to establish itself as the pre-eminent administrator of architectural competitions to ensure they are well run - to minimise free work yet give young architects a chance to break through – encouraging the best ideas not the most work. Having collaborated throughout my career with many amazing artists I am impressed by how they -more than architects- value their ideas and retain them unless paid.

05 Re-assess our Finances
We need a position of financial strength. After the sale of NBS, there is little left to sell. Selling any of the drawings collection would be unacceptable under the terms of most bequests and would significantly damage the RIBA’s reputation. What we can leverage, however, is our knowledge. As RIBA International Vice President, I held many meetings with representatives from Institutes around the world and the overwhelming majority wanted greater collaboration. We are pushing at an open door to help develop a global community and we have the world’s best academic partners to help. We can develop lifelong learning modules, available online, to sell around the world collaborating with other national institutes and using this additional income stream to reduce membership fees whilst raising competence. Additionally other organisations profit from organising competitions, events and awards - why not the RIBA? – leverage our respected brand to keep subscriptions lower.