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Headline

Your verdict: Was Stephen Hodder a good president?

Comment

Its very hard to make a judgement call on good, bad or indifferent as far as RIBA Presidents go. We have an ineffective system of bringing in practitioners to serve for a short two year period during which time they appear to have little power or time to exert proper executive control over a bureaucracy which too often seems out of touch with the business and professional realities faced by architects and also by students. I would advocate for a major change in governance whereby the President & Chief Executive Officer is a single role elected for a period much longer than the 2 year revolving door that currently exists; maybe a 5 year properly compensated term. The elected person would have the power to reshape the innards of the RIBA, and also the Institute's position relative to policy-making and legislation impacting human health and wellbeing, where built environments play a decisive role in almost all cases. Under the control of that Chief Executive/President role would also be education; an area in need of major overhaul in my mind so that graduates are significantly better equipped in the future in the sciences, the physics of built environments, human wellbeing and the design of human habitats, a deep knowledge and expertise in BIM and new laser scanning and digital photogrammetry technologies and business. If architects want to operate as orchestra conductors, they had better be able to read music and play a large number of the instruments before them. My comments may to some be off topic but the question of whether or not a particular RIBA President was good or bad has a great deal to do with their ability and tenacity to shape governance changes, corporate strategy, education and public policy, all of which depend on talent, experience and the ability to occupy the role for more than the very short two year tenure as it stands today.

Posted date

8 September, 2015

Posted time

2:37 am

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