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Contents
RIBA Strategy 2016 to 2020
Foreword 3
How we developed this strategy 4
Our Vision, Purpose and Values 5
A strong profession 7
A strong voice 10
A strong organisation 13
Measuring success 15
2
1 Niall McLaughlin office
2 RIBA report highlighting the need for
‘Better Places for Learning’, launched
this year. Cover image of the report
is of the Stirling Prize winner 2015,
Burntwood School, by Allford Hall
Monaghan Morris ©Timothy Soar
3 RIBA sandcastle competition, Margate
2013, Foster and Partners entry
4 Delegates at RIBA Future Leaders
conference 2012
5 RIBA Members feeding in their
comments on the Reimagining the
RIBA, 2015
6 Everyman theatre, by Haworth
Tompkins – Stirling Prize winner 2014
©Philip Vile.
1
3
5
2
4
6

3
Foreword
This strategic plan outlines the focus and priorities of the RIBA over the next five years. It builds
on the previous plan, “Leading Architecture 2012-2016”.
Our primary focus has always been on our members but we will reinvent and re-invigorate that
focus. We will improve how we communicate with,support and engage our members,wherever
they are located. Through better use of digital platforms we will offer each member and each
practice services that are tailored to their needs and therefore of greater value than before.
Equality and inclusivity, social purpose, resourcefulness, professionalism and ethics will be
themes that run through everything we do. We will continue to develop our leadership role,
with a focus on sharing evidence and best practice with our construction industry colleagues,
influencing government and inspiring the wider public.
We will be an organisation where our staff and their diversity are valued. The working
collaboration between members, academia and staff will be more productive and iterative
than it has ever been before.
The RIBA has a brand that is valued globally. This benefits our members in the many countries
where they practice. We will seek to take advantage of the significant international opportunities
which we believe exist for our members.
We will continue to be inspired, and inspire others, through our rich history and educational
and cultural resources which include our Library and the world’s finest collection of
architectural books, drawings, designs, images and models.
2016, the first year of this plan, is a year of transition; a period of embedding a different ethos –
of working together towards a bright future where the RIBA is truly ‘A global professional
membership body driving excellence in architecture’.
Jane Duncan
RIBA President
Alan Vallance
Chief Executive
3

4
How we developed
this strategy
This strategic plan follows extensive research with RIBA members,
the RIBA Council and Board, our staff, public audiences and other
key stakeholders in the built environment. We have listened, we have
tested theories, we have sense-checked, and we have asked again.
Thank you to everyone who has taken part.
To share your views on the RIBA strategy please email advancingarchitecture@riba.org
To get involved with RIBA activities in your area go to architecture.com for details of your
regional office.

5
Our Vision
A global professional membership
body driving excellence in architecture.
Our Purpose
To serve members and society in
order to deliver better buildings
and places, stronger communities
and a sustainable environment.
Our Values
Being inclusive,ethical,environmentally-
aware and collaborative underpin
these strategic objectives and all
that we do.

6
We will place social purpose, professional standards
and ethics at the heart of action and debate.
RIBA report highlighting the need for ‘Better Places for Learning’, launched this
year. Cover image of the report is of the Stirling Prize winner 2015, Burntwood
School, by Allford Hall Monaghan Morris ©Timothy Soar

7
A strong profession
We will help our members engage
with the challenges and opportunities
of a changing world, lead and support
the highest professional and ethical
standards and facilitate collaboration,
research and innovation. We will ensure
that our profession thrives by attracting
the best and most diverse talent with
access to the education, knowledge
and skills to succeed.
A strong profession
1To share your views on the RIBA strategy please email advancingarchitecture@riba.org
regional office.

8
1
Our strategies
to achieve this:
1.1 Lead and support
the highest professional
and ethical standards
1.2 Attract and retain
the best and most
diverse talent
1.3 Provide access to
education, knowledge
and skills
1.4 Help our members
engage with the challenges
and opportunities of a
changing world
1.5 Build a body of
knowledge and facilitate
collaboration, research and
innovation in practice
Place social purpose, professional standards and ethics at the heart of action
and debate about architecture and the profession
Set and maintain the highest professional standards in collaboration with other
national and international professional bodies.
Engage school-age students to inspire an interest in architecture
Work with schools of architecture and practices to engage the next generation
of architects in the future of the profession
Support our members and Chartered Practices in overcoming the barriers to
an inclusive profession.
Lead and support changes to architectural education to deliver better value,
more flexibility, and greater integration with practice
Provide our members with access to skills and knowledge that support effective
practice and successful business
Define, promote and maintain the highest global standards for architectural education.
Ensure that our members have access to the information, skills and technology
to embrace digital opportunities
Support our members to work around the world to deliver better outcomes
for clients, industry and wider society
Help our members to connect with clients, provide improved services and expand
business opportunities
Facilitate local, regional and national activity by members.
Facilitate innovation and improve practice effectiveness and outcomes through
research and knowledge sharing
Enable members, the construction industry and academia to collaborate, and share
knowledge and information digitally
Provide a forum for and stimulate theoretical and cultural discourse in the field
of architecture.
A strong profession

9
Niall McLaughlin office (RIBA Chartered Practice).
1
We will create a better understanding
of the wide-ranging skillset, impact and contribution of
the architect’s role within the built environment.

10
2
A strong voice
We will ensure that architecture and
architects are better understood
and valued by clients,policy-makers,
the media,the public and a growing
network of supporters. We will do this
through advocacy and engagement
based on our collections,cultural
programmes,evidence base and the
expertise of architects.
A strong voice
regional office.

11
2
Our strategies
to achieve this:
2.1 Advocate for architects
and architecture
2.2 Deliver inspiring
programmes that celebrate
architecture and create
wide-reaching public and
professional engagement
with the value and purpose
of architecture
2.3 Lead innovative growth,
use and stewardship of
the world’s richest and most
inspiring architectural
collection, ensuring it is
recognised for its national
and global significance
2.4 Increase our reach into
new and diverse audiences
Develop an evidence base and analysis and harness the expertise of our
members to ensure that clients, potential clients, politicians, other built environment
professionals and the public understand the impact and value of architecture
and architects.
Develop strong relationships with key political and public policy influencers and
a national and international network of supporters of architecture.
Create a better understanding of the wide-ranging skillset, impact and contribution
of the architect’s role within the built environment.
Support collaboration in the development of the built environment by working with
partners across the construction and creative industries.
Facilitate debate and the exchange of ideas about architecture and its practice.
Deliver national cultural and learning programmes that interpret and draw
on our collections and enable diverse audiences to explore architectural stories,
ideas and practice.
Deliver a national professional programme that draws on the expertise of
our members and showcases and celebrates best practice in architecture.
Deliver a national and international awards programme that celebrates and promotes
excellence in architecture, education and research to public and professional audiences.
Share the collections with, and enable their use by, the widest possible range
of professional, scholarly and public audiences.
Develop the collections as a world-class record of contemporary and historic
practice and architectural ideas.
Care for and preserve the collections to world-class standards, ensuring their
availability to present and future generations.
Ensure that we have an effective global voice by using digital channels.
A strong voice

12
2
We will recruit and retain members in the UK and
around the world by providing demonstrable value.
RIBA Members feeding in their comments
on the Reimagining the RIBA, 2015.

13
3
A strong organisation
We will grow our membership base
and ensure that our business model
supports our vision,purpose and
strategy. We will do this by engaging
talented and committed staff,enhancing
the value of our offer to members
and others,generating diverse and
sustainable sources of income and
striving for operational excellence.
regional office.

14
3
Our strategies
to achieve this:
3.1 Engage, nurture and
empower talented staff
3.2 Enhance the value
of our offer to members
and others
3.3 Identify and grow
sustainable sources of
income to support our
strategic purposes
3.4 Strive for
operational excellence
3.5 Adapt our
operating model
Build a high performance environment where talented people are valued.
Create a culture where people work collaboratively, are trusted and are given
freedom to decide how to achieve great results.
Develop and improve our offer to members, clients, customers and professional
and public users and align the products and services with our brand, across the
RIBA Group.
Design products and services starting from the needs of users and use feedback
to continually improve user experience and deliver a customer-focused and digital-
first experience.
Recruit and retain members in the UK and around the world by providing
demonstrable value.
Sustainably increase our charitable, voluntary and sponsorship income.
Grow and develop profitable commercial activity.
Review processes to facilitate collaborative working and continuous improvement,
pool resources and prevent duplication.
Create more value for our users with less resource by managing our operations
more effectively and efficiently through leaner processes and reduced fixed costs.
Develop a business intelligence framework with consistent, qualitative and
quantitative measures to assess impact across teams and draw on our data.
Implement an operating model that allows RIBA operations to be more flexible
and better able to respond quickly to our business needs and take advantage of
opportunities.

1515
Measuring success
Measuring success
The publication of this strategy is only
the beginning of a five year process
of activity,measurement,re-evaluation
and, most importantly,impact. We will
use detailed outcomes and measures
to hold ourselves to account for the
delivery of this strategy. In addition we
are accountable to our membership
and other key stakeholders for our
performance. We will openly and
transparently communicate our progress
against this strategy at regular intervals
through existing governance mechanisms,
including the RIBA Board and Council,
as well as directly to members.
regional office.

Royal Institute of British Architects
66 Portland Place, London, W1B 1AD, UK
Tel: +44 (0)20 7580 5533
Fax: +44 (0)20 7255 1541
info@riba.org
Incorporated by Royal Charter No: RC000484
Registered Charity Number 210 566

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RIBAStrategy2016-2020

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