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David Green’s article in the AJ yesterday stated that architect firms are facing a financial crisis. Where is the Royal Institute of British Architects? is an important read. It highlights the financial struggles many architects currently face and the role the RIBA can play – or at least has the potential to do.
Architects’ salaries have been low since deregulation, and for many before that too. We seem to lose touch with our own ideas too easily – many of the artists I’ve worked with over the years seem to be more aware of their own worth.
RIBA is an institution that I am very familiar with, having served on the Board and in various roles. I know how hard the RIBA fights for all its members and how often its work is undervalued. But people who have followed my writing over the years also know how frustrated I can be. Sometimes I feel like the RIBA could do more.
People are very interested in architecture now. I believe that the standard of construction is also higher than ever before. But British architects and the Royal Institute of British Architects seem to be more admired abroad than at home. Personally, I think if the RIBA was seen as a qualification rather than a club, thousands of architects from all over the world would want to join as international members. You can play your part in a global community of like-minded architects working together to solve extremely complex environmental and urban problems, which is a compelling proposition.
I think one of the key elements is lifelong learning. This means overhauling our CPD so that we can demonstrate to customers and competitors that joining the RIBA adds value. I believe this will also help open up new pathways into architecture for currently underrepresented groups.
To support this, we should encourage greater diversity in CPD courses. Not all architects need to complete the same mods. We bring different skills and we need to make them clear to our clients. When I was studying architecture with Andrew Weston, long before we established our practice, Norman Foster’s statement seemed radical at the time: “There’s no reason why architecture and business can’t coexist.” Over the years, I’ve Advocate for more teaching of business skills in our schools. I get the same satisfaction from mentoring young architects in their careers through Weston Williamson + Partners as I lead our projects and help them gain the necessary skills once they leave formal education.
The main point of David’s criticism is being addressed. The organization is being reorganized to ensure that decisions made by the Board and Council are implemented and there is greater joined-up thinking across the Institute. If the RIBA focuses on restoring some pride to the industry and our perceived value, it will ultimately help drive up fees. There are many ways to do this, including through greater lobbying of politicians and policymakers, and greater involvement of districts and chapters.
I should now declare an interest – my intention to stand as a candidate in this year’s RIBA Presidential election, something I have been thinking about for some time. My entire career has been built on collaboration and knowledge sharing, and I think doing so will help the RIBA grow. It’s a challenging, but incredibly exciting time. Through a more outward-facing RIBA, we can demonstrate our value and help increase revenue.
So, this is truly an election year. Whoever you support on RIBA nominations, please vote – we need to show politicians and the world that we are an engaged and vibrant representative body. We are a profession with diverse interests and experiences, but every architect I know is passionate about their work. This is true for all regions in the UK as well as chapters overseas. If the RIBA can harness this enthusiasm, we will be able to prove our value and make a real difference.
Chris Williamson is Chairman of Weston Williamson + Partners
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