Kahootz User Group, London 2013 - User presentation by the RICS
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This is the second presentation of the 2013 Kahootz User Group meeting in London, given by James Kavanagh, Royal Institution of Chartered Surveyors
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Kahootz User Group, London 2013 - User presentation by the RICS
- 1. Corporate Professional Local Virtual Communities Introduction – the genesis of new ways to engage members James Kavanagh MRICS – Director Land Group www.rics.org
- 2. Corporate Professional Local Virtual Communities Barriers to engagement • Culture • Geography • Frequency and Logistics • Activity (or lack of) between meetings • Administration costs (financial and resource) • Lack of democracy and ‘younger’ member input • Changes to working practices www.rics.org
- 3. Corporate Professional Local Virtual Communities Business challenges • Streamlining of boards and move from representation • Move to more accountability • Improve standards and maintain relevance • Need to engage with wider pool of member expertise • Global strategy • Carbon footprint and environment (data sustainability and information legacy) www.rics.org
- 4. Corporate Professional Local Virtual Communities Start small think BIG Active Members Passive Members www.rics.org
- 5. Corporate Professional Local RICS – Virtual Communities www.rics.org
- 6. Corporate Professional Local RICS – Virtual Communities www.rics.org
- 7. Corporate Professional Local RICS – Virtual Communities www.rics.org
- 8. Corporate Professional Local Virtual Communities – casting the net www.rics.org
- 9. Corporate Professional Local Virtual Communities – IConsult www.rics.org
- 10. Corporate Professional Local RICS – Virtual Communities – admin function www.rics.org
- 11. Corporate Professional Local Virtual Communities Start small think BIG • Find out what works for you as an organisation • Build on and promote successes • Have a flexible approach, it’s all about EMPOWERMENT • Expect ‘cultural’ issues • Indentify and support your champions www.rics.org
Editor's Notes
- General introduction and welcome to RICS. Usual health and safety notes, no expected fire drill etc. The institution was founded as the "Institution of Surveyors" after a meeting of 49 surveyors 1868. It has occupied this building since its inaugural meeting. The institution received its Royal Charter in 1881 and in 1921 was granted Royal Patronage by George V. The Institution of Surveyors became the "Institution of Chartered Surveyors" in 1930. In 1946 the institution became a royal institution entitled to add "Royal" to its name and, thereby, achieved its present name. Surveyors around the world practice is some 17 disciplines covering nearly 200 specialisms in some 140 countries. In 2000, the membership voted for Agenda for Change which brought on new and leading edge modification for a traditional membership body. This process brought about an enormous cultural shift as RICS moved from being run my myriad well meaning but volunteer committees and branches to slimmed down targeted boards empowering the full global membership of RICS – but how to engage with this new structure? The 17 Professional Groups are responsible for the generation and maintenance of Professional Standards and Information. The governance structure is headed by a 50 strong global Governing Council that sets strategy and a management board that is responsible for implementation. Offices around the globe, internationalisation and impacts on traditional board and committee structures.
- Culture of old fashioned committee room with different coloured papers for agendas, notes, long drawn out meetings and limited engagement from a wider member pool. Culture of being on a panel, committee because of who you know not what you know (related move to skillset analysis). RICS like many here has enormous issues of geographical spread. Then the frequency of meetings – traditionally 4 pa – no activity between mtgs and then spikes of activity before and after each meeting. Admin costs in terms of staff time and member time – real need for more efficient use of member knowledge and time. Virtual comms allow younger more ICT agile members to contribute without the ‘bear pit’ atmosphere of a board mtg when often the loudest gets listened too. Online collaboration also allows the often ‘silent’ majority to voice opinion and helps engage with overseas members. There is also the danger of single issue political issues when dealing with both policy and practice and the need for prof institutions to base decisions on strong empirical evidence. Modern cultural and economic changes to work practices – members no longer free to input so much spare time and effort, academics as an example.
- Need to slim down boards and move away from hugely expensive election processes. Members input in terms of their professional knowledge, they do seem much more comfortable with that. Papers for mtg uploaded, members download what they need, papers on screen during mtg – at last a real move towards the paperless mtg! There is no hiding place online so non activity becomes apparent quickly. Use of online comms for engagement with specialist members (and non members) to create and/or improve policy and standards outputs, RICS now using consultation platform to garner mass membership opinions on complex subjects such policy changes to Ordnance Survey or Empty Property taxation. Post processing of opinion can yield important results and help form ‘pools’ of members who can be engaged with later on the same subject so improving targeting of members based on knowledge rather than initial qualification route. Global strategy and costs of air travel and transport issues. Carbon – virtual comms can significantly reduce need for meetings and travel (and paper!) so providing RICS with a reduction in our corporate carbon footprint. In terms of sustainability, the virtual comms allow all data to maintained online 24/7 from meetings over a period of years freeing members from file management issues and removing need for emails with multiple attachments clogging up internet. Also remember developing world members and how they can engage without the need for high speed broadband with a robust system. New members can access all legacy files from previous mtgs so making them feel more at ease with what’s going on.
- Some organisations need more member collaboration than others but remember the relationship is symbiotic between members and staff rather than servile. Success will only come from clearly identified groups working in conjunction with each other but it may make you review your internal and external structures to better reflect what members REALLY do. Some groups will be much more open to this cultural paradigm shift than others as the virtual comms moves from ‘pushing’ data out to allowing a two way process of pulling data to suit your needs. Its generally easy to promote online collaboration but members are not used to being ‘empowered’ and controlling their own interface (simple issues like email delivery, deleting yourself if you wish from certain comms, being anonymous when answering questionnaires etc). Some won’t like it! But sometimes initial ‘haters’ can become champions, encourage champions both internally and externally. Online collaboration, as opposed to social networking, can bring membership institutions closer to their members and help create an environment of mutual benefit.
- Some organisations need more member collaboration than others but remember the relationship is symbiotic between members and staff rather than servile. Success will only come from clearly identified groups working in conjunction with each other but it may make you review your internal and external structures to better reflect what members REALLY do. Some groups will be much more open to this cultural paradigm shift than others as the virtual comms moves from ‘pushing’ data out to allowing a two way process of pulling data to suit your needs. Its generally easy to promote online collaboration but members are not used to being ‘empowered’ and controlling their own interface (simple issues like email delivery, deleting yourself if you wish from certain comms, being anonymous when answering questionnaires etc). Some won’t like it! But sometimes initial ‘haters’ can become champions, encourage champions both internally and externally. Online collaboration, as opposed to social networking, can bring membership institutions closer to their members and help create an environment of mutual benefit.