I hope everyone enjoyed the summer, and had an opportunity to rest and recharge. AIBC Council and staff have been busy with particular focus on drafting our next five-year Strategic Plan. In my last President’s Message, I expressed that the AIBC would be conducting an environmental scan as one of the first steps – you shared, and we listened.
The Strategic Plan will provide direction and focus. The identified goals and strategies will serve as a detailed roadmap that carves a path the organization will follow for the next five years. The guidance a strategic plan provides is crucial, particularly for regulatory bodies, as it supports governing at the highest level of excellence.
I am happy to share that we received more than 300 responses from members and key stakeholders during the environmental scan, which was a key part of the Situation Analysis. This high participation rate speaks to the shared understanding of the importance and value strategic plans present amongst the architectural community in British Columbia. Your feedback helped shape the discussion, considerations and priorities for the Institute’s initiatives and programs over the next five years.
The Publishing of the Professional Reliance Review Final Report
To create the most robust and effective Strategic Plan, AIBC Council took into account the current professional regulator landscape. The Professional Reliance Report was published on June 28, 2018 by the provincial government, and provided 121 recommendations upon reviewing five natural resources professions in B.C.: Applied Science Technologists & Technicians of BC, Association of BC Forest Professionals, BC Institute of Agrology, College of Applied Biology, and Engineers and Geoscientists of BC.
While the recommendations covered a wide range of topics, the Report clearly emphasized the duty of the regulator: to first and foremost, focus on the regulation of the profession and the public interest. This is encouraging, as key aspects of our previous 2014–2018 Strategic Plan included solidifying our identity as the regulator of the profession of architecture in B.C., and ensuring our governance and initiatives reflected our regulatory role. We will carry this regulatory focus forward for the next five years and beyond.
Mandate, Vision and Values
Given our commitment to clarity, we further refined both our mandate and vision. The aim is for these changes to help members, government, staff, and the public have a better understanding of our purpose. The proposed new mandate is: “In the interest of the public, the Architectural Institute of British Columbia regulates the profession of architecture through a responsive regulatory framework.”
Partnering our focused, regulatory mandate with a more aspirational vision was important. Our proposed, refreshed vision is as follows: “Inspiring architectural leadership and excellence through progressive regulation.”
We are delighted that the majority of members and other registrants felt that the AIBC’s values were still appropriate for the next five years. These remain key guiding principles for the Institute’s governance and operations as we head into the next five years.
Goals, Outcomes and Strategies
Using the Situation Analysis as a foundation, AIBC Council and senior staff further refined our goals into four key areas. We are confident these goals provide a clear direction to continue our progress as a leader among Canadian professional regulators. Our four goals are:
- Goal 1 | Regulatory Framework Alignment
Align and improve the regulatory framework to protect the public interest.
- Goal 2 | Membership Competency and Professionalism
Foster a competent, professional, diverse and engaged membership that continues to adapt to meet the evolving needs of the public and public policy.
- Goal 3 | Public Confidence and Education
Take a leadership role in advancing public confidence in and understanding of the architectural profession as stewards of the built environment, and AIBC’s regulatory role.
- Goal 4 | Institutional Excellence
Demonstrate a sustainable commitment to leadership and excellence in our governance and operations.
Furthermore, we introduced outcomes to ensure each of the four goals were measurable with a defined “end-state,” as well as targeted strategies to provide assistance in clarifying priorities.
We Want to Hear from You!
We are seeking comments within the next 30 days, until October 12. I highly encourage you to read the Plan to get a full understanding of the goals, outcomes and strategies. Feedback can be shared by way of an online form.
Your involvement and comments to date informed our draft 2019–2023 Strategic Plan, and we look to you again to share your thoughts and provide feedback. Your input will be greatly considered before the final version is completed this fall.
Thank you in advance for your much appreciated participation.
Danica Djurkovic Architect AIBC
AIBC Council President