A tremendous amount of work has already been done to finally create a model at the RIBA which will make it more effective at managing itself and more relevant to its members.
To me, the new RIBA will be one in which the main body of council goes away from deciding whether we use fat or skinny lions, but makes the decision to have a consistent logo that provides a RIBA brand recognisable wherever you go.
In other words, instead of council being burdened by the day-to-day running issues which can be dealt with by the board and the administration, it would be able to concentrate on discussing policy, government and all the serious issues which will affect how we practise as architects now and in the years to come.
Council members should not be lumbered with the personal liabilities and responsibilities of being trustees of an organisation which is not involved in the day-to-day running of the institute.
This needs to be handed to the new board members, knowing that trusteeship does not transfer to the executive but only to RIBA members of the board and lay members elected by council. The importance of council comes from the creation of the charter in 1836 when it was set up as the first professional institute of architecture in the world, and not from the charity formed in the 1960s with the creation of trustees.
Council will still control the RIBA and own outright the holding company charity of which the board will be trustees.
Therefore council does remain supreme. The RIBA must be run in a business-like fashion, signalling to the outside world and ourselves the need to be effective as an institute.
We want a New RIBA, a new and effective leadership that will put us back at the front of the industry, creating blueprints that all others can follow - the New RIBA can take the lead in this.
Annette Fisher, Fisher Associates, Chelsea, London