Dear Colleagues,
As we head into the end of 2023, I look back and reflect on all that has been accomplished – it has been a momentous year for the AIBC, with the transition to the Professional Governance Act (PGA) taking place in February, and the start of the new Board year in June, whereby I was elected Board Chair. Not only is this my first “Board Chair’s Message”, but the first-ever for the Institute, as the term “President” was replaced by “Board Chair” – one of the many changes that resulted from the transition to the PGA. It’s exciting to be in this leadership position as we enter this new chapter for the AIBC and the regulation of the profession, which will see new initiatives and opportunities that are all grounded in the public-interest.
On the note of new initiatives – in addition to the transition to the PGA, the Board and staff have been focusing on drafting the next five-year Strategic Plan for the AIBC. As you may recall, the process began with an environmental scan in late January, from which we received more than 230 responses from Registrants. The engagement process focused on identifying the AIBC’s opportunities, threats, strengths, and weaknesses. Participants were also asked to comment on the Institute’s mandate, vision, and values; progress on the 2019–2023 strategic goals; and to provide their perspectives on what should be the areas of focus for the AIBC over the next five years.
Your feedback shaped the discussion throughout the drafting process – all responses showed a shared understanding of the importance and value strategic plans provide the architectural profession in British Columbia. The Strategic Plan will provide direction and focus, while the goals and strategies will serve as a roadmap for the AIBC to follow for the next five years. The guidance a strategic plan provides is crucial, particularly for regulatory bodies, as it plays a critical role in supporting and ensuring good governance.
Impact of the Professional Governance Act Transition on the Strategic Plan
The AIBC’s transition to the PGA in February 2023 provides the legislative foundation for the Strategic Plan, and anchors the Institute’s goals, strategies, and outcomes. Section 22 of the PGA reaffirms our mandate by outlining the overarching and primary general duty and specific responsibilities of regulatory bodies: the AIBC’s fundamental legal duty is to, at all times, serve and protect the public interest with respect to the exercise of this profession, professional governance, and the conduct of Registrants. This regulatory public-interest focus was part of the 2019–2023 Strategic Plan, and will continue to be for 2024–2028 plan – in fact, it has been further strengthened and is a core element for the next five years and beyond.
Changes to the AIBC’s Mandate, Vision, and Values
Minor amendments were made to further refine both the mandate and vision, to further emphasize our responsibility to protect the public interest. The proposed new mandate is: “In the interest of serving and protecting the public, the Architectural Institute of British Columbia regulates the profession of architecture through a responsive regulatory framework.”
To partner our regulatory mandate, the proposed, refreshed vision is as follows: “Public confidence in the profession of architecture through progressive regulation.”
Values provide important guidance for the Institute staff and Board. The AIBC’s values remain largely unchanged, except for the removal of “Service-Oriented” and addition of “Excellence”. All of the values remain key guiding principles for the AIBC’s governance and operations as we head into the next five years.
New Goals, Outcomes and Strategies
Using the Situation Analysis as a foundation, the Board and senior staff further refined our goals into three key areas. Each goal has Outcomes and targeted Strategies to ensure they are measurable with a defined “end-state,” as well as to clarify priorities. The Outcomes and Strategies can be found in the full draft plan.
The AIBC’s three goal areas are:
- Goal 1 | Public Interest
Maintain alignment of the profession of architecture with the public interest through responsive regulation. - Goal 2 | Registrant Proficiency
Enable and require Registrant proficiency and professionalism. - Goal 3 | Institutional Performance
Demonstrate resilient and responsive practices in governance and operations.
Share Your Comments on the Draft 2024–2028 Strategic Plan by October 1
The draft 2024–2028 Strategic Plan is now available for Registrants to review.
Comments and feedback can be provided until October 1, by way of an online form. Before providing your response, I highly encourage you to read the full plan to get a comprehensive understanding of the goals, outcomes, and strategies.
This is the last formal opportunity Registrants will have to share thoughts, provide feedback, and help shape the final version of the plan, which will be completed this fall. This is an important initiative for the AIBC and the profession as a whole, and I hope all Registrants take the time to review the plan and actively engage in this process.
Thank you in advance for your participation in this important matter.
Yours truly,
Marguerite Laquinte Francis Architect AIBC
AIBC Board Chair