Strategic plan
A summary of the way forward
Introduction
Our organisation believes that the needs of our stakeholders are paramount, and our goal, in partnership with organisations that are strong and aligned with our vision, is to continue to be an Institute that is important to members and that they value.
By using a set of 13 Outcomes and associated Objectives (see the table below), we have developed a Strategic Plan that the whole organisation has been asked to report against. It is a dynamic document whose purpose is to create greater clarity and understanding around the goals set by the Institute in which to better serve our stakeholders. By identifying priorities and areas where we can continue to strive for excellence in our performance, the plan provides an efficient and valuable way of measuring our effectiveness. To read the complete Strategic Plan 2009, click here (PDF).
Outcomes and Objectives
Stakeholder perspectives
| outcomes | objectives |
|---|---|
| S1 Membership of the Institute is valued |
S11 To deliver and promote the Institute’s value proposition to members and prospective members S12 To deliver and promote inspiring and relevant services and events to members S13 To recognise members’ contributions and achievements S14 To structure membership appropriate to all career stages |
| S2 Partners are strong and aligned with the Institute |
S21 To collaborate with subsidiaries, relevant corporations and industry stakeholders to achieve a quality and sustainable built environment |
| S3 Public policy on architecture and the built environment is substantial and effective |
S31 To influence government and the community to recognise and deliver quality architecture and a sustainable built environment |
| S4 The community values architects as leading professionals |
S41 To educate the community about the role and value of architects S42 To promote the architect’s contribution through design to culture and quality of life |
Internal processes perspective
| outcomes | objectives |
|---|---|
| P1 Systems and processes meet Institute needs |
P11 To continually improve the coordination and effectiveness of resources, operating systems and processes |
| P2 Effective communications |
P21 To deliver relevant communications to members and stakeholders in a timely manner P22 To effectively respond to input and feedback from members and stakeholders |
| P3 Exemplar employer |
P31 To attract, engage and retain the best people P32 To establish best practice in human resource management, and physical and operational environments |
| P2 Exemplary governance |
P41 To encourage and facilitate members engagement in policy-making P42 To implement best practice in governance |
Learning and growth perspective
| outcomes | objectives |
|---|---|
| L1 Future of the profession is secured through knowledge development and transfer |
L11 To influence and contribute to the development of architectural education and industry research L12 To develop a dynamic knowledge base for the benefit of members and the profession |
| L2 Members are committed to life-long learning |
L21 To require members to maintain and improve their competency through continuing professional development |
| L3 The Institute acknowledges its presence and responsibility in a global context |
L31 To foster links and collaborate with overseas architectural organisations L32 To promote Australian architecture internationally |
| L4 The Institute is an innovative, learning organisation |
L41 To develop organisational skills and resources to lead change and achieve the strategic vision |
Financial perspective
| outcomes | objectives |
|---|---|
| F1 Financial strength to lead |
F11 To grow the value of net assets to achieve economic sustainability F12 To achieve a balanced operational budget aligned to strategic priorities |
| F2 Effective financial management |
F21 To implement a rolling forecasting cycle F22 To facilitate management through timely, transparent and effective financial reporting and analysis |