Contemporary landscape architecture Workbook

CONTEMPORARY LANDSCAPE ARCHITECTURE WORKBOOK

By Trang Vu LA704

CONTENTS

01 Landscape Architecture: Origins & Foundations

Work experience and year out in practice

The landscape institute

History of li and key figures

Pathway of Chartership

Code of conduct

CPD requirements

Key publications

Pathway to chartership syllabus

02 Diversity of Landscape Practice

Different types of career paths

Different company types and sectors

Who do we work with as a professional?

Organisations and public bodies we work with as a professional

Types of work in practice

03 Getting Projects Built

Fee bidding

Work stage

Pre-site process - key stages

Pre-site process - key documents

Consultant team

On-site process - key stages and processes

Key meetings

5 methods to ensure quality on site

Key personal and duties

04 Landscape Legislation

Legal liabilities in practice

Health and safety legislation in practice

CDM - the construction (design and management) regulations 2015

Environmental legislation and designations in practice

Planning legislation development control

Heritage and conservation designations

05 Life as a Landscape Architect

Methods for winning work

Challenges of life as a landscape architect

Challenges of life as a

Landscape architect

Developer objectives and landscape value

Office set up and running costs

Facing challenges

Global environmental challenges

Landscape theory

06 Meeting the global environmental challenges

Landscape architects and net-zero target

Planting more trees

07 Contemporary landscape practice

Theory in contemporary landscape practice

Landscape architecture and impact of artificial intelligence (AI)

08 Day Trip- Manchester

Mayfield park

Castlefield park

09Personal Manifesto

Personal manifesto

Landscape Architecture: : Work experience and The Landscape Institute

WORK EXPERIENCE AND YEAR OUT IN PRACTICE

HIGHLIGHTS AND CHALLENGES YOU HAVE EXPERIENCED SO FAR IN WORKING LIFE?

In the group discussion about our experience so far, we had a interesting consevation between people with difference background, those met in MA landscape architectect course. We shared personal experiences of workig in practice

Hightlight

Tan: Landscape set design for Netflix

Challenges

Tan: Misunderstanding of the profession by others

Emily: Running a JCLI contract

Trang: Site visits before and during project to present to councillors and residents

El : Developing skills through mentoring - digital software and understanding design process

Yazid: Parametric design and sustainable architecture

Rosemary: Working with experienced professionals who have seen the profession evolve

Emily: 8 hours in front of the computer contract

Trang: Collaborate and communicate with project stakeholders and residents

EEl: Miscommunication with consultants contract

Yazid: Getting clients on board with vision/ delivering client needs and residents

Rosemary: Long-winded planning processcontract

THE LANDSCAPE INSTITUTE

What is the LI?

“The Landscape Institute (LI) is the chartered body for the landscape profession. It is an educational charity that promotes the art and science of landscape practice.”(2)

Who do the LI provide services to?

A wide range of professionals including:

• Landscape scientists

• Landscape Architects

• Planners

• Landscape Managers

• Urban Designers

What services do they provide?

The Landscape Institutes’s aim

Supporting landscape practitioners

They support members through advocacy programmes, events and numerous networking activities, many of which are organised through our branches across the UK. To helps our members achieve the highest standards in landscape practice.

Representing landscape professionals

They work with governments to ensure the voice of landscape professionals is heard on a range of policy issues. they are the voice of the profession on topics such as housing, flooding, public health, sustainability, farming and much more.

Promoting landscape practice

They champion the great work done by landscape practitioners through the press, broadcast and digital media, events and exhibitions, recognising and celebrating their work each year with the LI Awards.

Providing a library and archive different resources useful for all different aspects of the landscape world. Including a collection of different case studies, CPD events and professional and technical publications.

Sumerian civilisation 40001900BC

1828: The term landscape architecture was first used by Gilbert Laing Meason in his book On The Landscape Architecture of the Great Painters of Italy.

1863: Landscape Architecture first used by F.L. Olmstead to describe a professional designing public open space.

1929: Landscape Institute formed

Sumerian civilisation 40001900BC

1828: The term landscape architecture was first used by Gilbert Laing Meason in his book On The Landscape Architecture of the Great Painters of Italy.

1863: Landscape Architecture first used by F.L. Olmstead to describe a professional designing public open space.

1929: Landscape Institute formed

HISTORY OF LI AND KEY FIGURES

Landscape architectureInternational context

Landscape architectureEurope

IFLA EFLA + ECLAS + ELASA

Established in UK in 1948 (1930’s - Brussels, Paris, Berlin).

Vision:

“IFLA will be the leading international body promoting the creation of a globally sustainable and balanced living environment from a landscape architectural perspective.”

Objectives:

1. To establish, develop and promote the profession,discipline and education of landscape architecture, on an international basis.

2. To establish, develop and promote the highest standards of education and professional practice influencing the widest range of landscape architectural operations.

3. To develop and promote international exchange of knowledge, research, skills and experience in all matters related to landscape architecture across all cultures and communities.

Essentially promoting the establishment of the profession worldwide...

• Conferences.

• Work with governments.

• Student competitions.

• Committees (education, practice, communications , finance).

• e.g. Leeds course complies with the IFLA’s Professional Definition of the Landscape Architect.

The European Foundation for Landscape Architecture founded in 1989. Now known as IFLA Europe following agreement between IFLA and EFLA to become the European region of IFLA. Open to national associations for landscape architecture in countries which are members of the Council of Europe.

IFLA Europe works closely with:

• ECLAS The European Council for Landscape Architecture Schools - ECLAS exists to foster and develop scholarship in landscape architecture throughout Europe.

• ELASA The European Landscape Architecture Students Association:

• Promotes the support, cooperation, exchange of ideas between landscape architecture students.

• Holds an annual meeting (summer) and a smaller mini-meeting (spring).

• Every meeting organised in a different country by

This Code sets out the standards of professional conduct expected of all members of the Landscape Institute, irrespective of grade or membership level

This Code has also been designed to align with the International Federation of Landscape Architects (IFLA) Global Ethical Principles

There are 11 rules which are summarised below

1. You must deliver landscape services in ways which promote sustainable development and the environmentally responsible use of resources.

2. You must deliver landscape services in a manner consistent with the principles of equity, diversity and inclusion and must not unlawfully discriminate against others.

3. You must uphold the reputation and dignity of the landscape profession and that of the Landscape Institute.

4. You must ensure that your landscape business is managed properly and in accordance with relevant legal requirements.

5. You must have appropriate professional indemnityinsurance covering relevant landscape services.

6. You must only provide services you are competent to deliver.

7. You must undertake CPD in accordance with the Landscape Institute’s requirements.

8. You must aim to deliver the safest, highest quality landscape service, consistent with your professional obligations, in the public interest and in accordance with relevant legal requirements.

9. You must ensure there is an appropriate process in place to deal promptly and effectively with complaints about the landscape services you provide.

10.You must avoid conflicts of interest where possible, and ensure they are declared and managed appropriately where they arise.

11.You must act with integrity in your relationship with clients, other professionals, the public, and the Landscape Institute.

Orchard Place, London City Island, Chris Blandford Associates (finalist, Excellence in Landscape Design, Landscape Institute Awards 2021

THE LANDSCAPE INSTITUTE

CPD REQUIREMENTS

Continuing professional development (CPD) is the ongoing process of professional growth and skills development throughout a practitioner’s career. It is a commitment by members to maintain their professional competence, knowledge and relevance in a challenging and fast-moving professional environment.

As the Royal Chartered Body for the landscape profession, the Landscape Institute is responsible for ensuring our members uphold the very highest standards of conduct, professionalism and skill. All LI members – excluding Affiliate, Retired, and Student members, as well as those who are on the Pathway to Chartership – must complete a minimum of 25 hours of CPD every year.

The following provides some examples of different types and methods of professional development activity: Home-based learning – private study, structured reading on particular themes or topics. Use of audio, video or multi-media resources and other distancelearning material

Action-based learning – a systematic, structured approach to the solving of problems in the workplace

Preparation of material – for courses, technical meetings or publication in the technical press Research – supervised research Work based development –background reading, research or preparation required to tackle a new area of work, visiting landscape projects, supporting colleagues or mentoring students.

IT skills development

LI activities – of a technical or professional nature

Events – conferences, seminars, workshops or other technical and professional events and meetings including in-house training.

Can include soft skills as well as technical skills e.g. presenting, managing a team

Study – courses leading to a qualification, short academic courses, open or distance learning, individual study, attending lectures and seminars. Delivering lectures and tutorials

Members must now devote at least 10 hours to structured, ‘formal’ learning such as CPD training events (whether free or paid), webinars, workshops etc. In addition, at least 5 hours per year must include topics related to climate, sustainability, resilience, and environmental and biodiversity net gain.

THE LANDSCAPE INSTITUTE

Biodiversity

‘Biodiversity is in decline. The UK State of Nature report in 2019 showed a decline of 13% in species abundance’

Biodiversity Net Gain (2022)

The Environment Act 2021, a significant piece of legislation that overhauls and replaces EU environmental frameworks, includes a commitment to halt species decline by 2030. As part of this commitment, the Act introduces a requirement for development in England to deliver at minimum a 10% net gain in biodiversity.

Legislators expect this requirement to come into force for almost all land developments in England by November 2023, and for nationally significant infrastructure projects by 2025.

Action plan (2020)

The Landscape Institute has published an action plan outlining how we as an organisation will respond to the biodiversity and climate change emergencies. In it,they describe how they will: Equip the profession to provide solutions

Regulate and monitor the sector to encourage greater sustainability

Advocate with governments and industry for measures to address the crisis

Lead through our own sustainable business operations

Climate Change

‘The LI has worked for over 90 years to protect, conserve, and enhance the natural environment. But now we find ourselves in a time of international crisis’

The UK hosted the 26th UN Climate Change Conference of the Parties (COP26) in Glasgow in October and November 2021.

Landscape for 2030 is an evolution of our 2008 climate change position statement that establishes landscape as a leader in the fight against climate change.

THE LANDSCAPE INSTITUTE

KEY PUBLICATIONS

Green infrastructure (GI)

‘One of the fundamental elements of landscape practice. It refers to planned networks of natural features in and between communities, including open green spaces, waterways, and other vegetative systems.

• March 2013 position statement sets out why GI is crucial to a sustainable future and showcases a range of successful GI projects.

Green infrastructure: an integrated approach to land use (2013)

Our March 2013 position statement sets out why GI is crucial to a sustainable future and showcases a range of successful GI projects.

Aimed at public and private sector bodies, this publication is useful for both clients and practitioners. The guide shows how collaboration is key to delivering multifunctional landscapes, and why landscape professionals should take the lead on GI integrationand for nationally significant infrastructure projects by 2025.

Green infrastructure: connected and multifunctional landscapes (2009)

The LI published our very first position statement on GI in April 2009

Public health

‘Health’ describes a state of complete physical, mental and social wellbeing, and ‘public health’ is concerned with the health and wellbeing of whole populations. The term ‘healthy landscapes’ describes places designed to promote good health and wellbeing. and showcases a range of successful GI projects.

Public Health and Landscape: Creating healthy places set out the following five principles for healthy places:

1. Healthy places improve air, water and soil quality, incorporating measures that help us to either adapt to climate change or mitigate its impact on us.

2. Healthy places help overcome health inequalities and promote healthy lifestyles.

3. Healthy places relax people, increase social interaction –and reduce anti-social behaviour, isolation and stress.

4. Healthy places optimise opportunities for working, learning and development.

5. Healthy places are restorative, uplifting and healing for both physical and mental health conditions.

‘Public health and landscape’ also features 22 projects that show how these principles can be applied.

THE LANDSCAPE INSTITUTE

PATHWAY TO CHARTERSHIP SYLLABUS

The Pathway to Chartership is the process by which landscape professionals qualify as Chartered members of the Landscape Institute (LI) in the UK.

THE 6 ELEMENTS TO CHARTERSHIP

The four core elements are about the key aspects of professional practice.They are:

1. Professional judgment, ethics and values.

2. Organisation and management.

3. Assessment.

4. Implementation.

The two underpinning elements are:

5. Options and strategies.

6. Continuing professional development

1. PROFESSIONAL JUDGMENT, ETHICS AND VALUES

• Understand what it means to be a professional, the ethical dimension to your actions and responsibilities as a chartered landscape professional.

• Understand LI’s Code of Conduct.

• Understand the wider contexts of Landscape Architecture.

• Recognise the expertise from other disciplines.

2. ORGANISATION AND MANAGEMENT

• Understand the legal requirements and obligations .

• Health & Safety requirements and guidelines.

• Tenders, organisation and timing skills.

• What good management looks like in practice.

3. ASSESSMENT

• Understand the legislation, requirements, procedures and policies.

• How to identify client/stakeholder requirements and take steps to establish a professional working relationship.

• Use various techniques to assess the significance and context of the landscape / site.

• Record and report the findings of assessments appropriately.

4. IMPLEMENTATION

• How detailed project plans and budgets are developed with clients.

• How tendering processes for contractors are managed on behalf of the client.

• How to agree contractual arrangements for work with contractors.

• How to monitor, control and manage project through to completion and handover.

5. OPTIONS AND STRATEGIES

• Identify options, opportunities and constraints pertinent to landscape work in your area of practice.

6. CONTINUING PROFESSIONAL DEVELOPMENT

• Keep yourself informed of changes affecting the profession.

• Ensure your practice, knowledge, skills and techniques are up to date.

• Reflect and learn.

• Contribute to the development of the profession

THE LANDSCAPE INSTITUTE

CODE OF CONDUCT AND CPD REQUIREMENTS

CODE OF CONDUCT

“As a professional organisation constituted under a Royal Charter, the Landscape Institute seeks to protect, conserve and enhance the natural and built environment for the benefit of the public through the promotion of landscape architecture. It places a strong emphasis on the integrity, competence and professionalism of its members, and therefore requires all members to conduct themselves in accordance with a Code of Conduct within their professional and business life.”

The Code should be considered central to the professional life of a Landscape Professional not only as a source of ethical guidance, but also as a common-sense indicator to principles of good practice. It is only through the maintenance of high standards by individuals that landscape architecture as a whole will be served, the public will be protected and the professionas a whole will thrive.

PROFESSIONAL CONDUCT

• If loss or damage is suffered as a result of the action of a member of the Landscape Institute, the first course of action is to seek to reach an agreement with the member through negotiation or mediation, or redress through arbitration or through the courts.

• If a member of the public is dissatisfied with the professional conduct of a Landscape Institute member or dissatisfied with a service provided by the Landscape Institute and wishes to make a complaint, the procedure is set out below.

COMPLAINTS AGAINST MEMBERS

• The Landscape Institute is responsible for ensuring that its members meet the requirements of the Code of Conduct.

• Guidelines for Making a Complaint gives advice to anyone who may be dissatisfied with the professional conduct of an Institute member.

• The guidelines aim to assist in determining whether there are grounds for making a complaint, set out the steps someone would need to follow to make a complaint and the process that will be undertaken in reaching a decision.

Matters the Landscape Institute can investigate:

• The Landscape Institute only has powers to deal with LI members’ breaches of the organisation’s By Laws, Rules, and Regulations.

Matters the Landscape Institute cannot investigate:

• It is important to note that the LI does not resolve the complaint itself – that remains a matter between the complainant and the member concerned. The LI can only investigate matters that relate to breaches of its rules or regulations.

The Institute cannot:

• Deal with concerns or complaints about anyone who is not a member of the LI.

• Pay compensation or instruct a member to do so.

• Determine whether a member or firm has acted negligently (this is for the courts to decide).

• Interfere with or become involved in court action against a member or firm.

13 STANDARDS

This Code lays down 13 standards of professional conduct and practice expected of all members of the Landscape Institute, whatever their grade or level of membership.

STANDARD 1:

The Landscape Institute expects members who are carrying out professional work to have regard to the interests of those who may be reasonably expected to use or enjoy the products of their work.

STANDARD 2:

The Landscape Institute expects members to uphold the reputation and dignity of their profession and their professional organisation.

STANDARD 3:

The Landscape Institute expects members to actively and positively promote the standards set out in this Code of Conduct.

STANDARD 4:

The Landscape Institute also expects members to actively and positively promote and further the aims and objectives of The Landscape Institute, as set down in its Charter, and to contribute to the work and activities of the Institute.

STANDARD 5:

The Landscape Institute expects members to act at all times with integrity and avoid any action or situations which are inconsistent with their professional obligations.

STANDARD 6:

Landscape Professionals should only undertake professional work for which they are ableto provide proper professional and technical competence, and resources.

STANDARD 7:

The Landscape Institute expects members to maintain their professional competence in areas relevant to their professional work and to provide educational and training support

to less experienced members or students of the profession over whom they have a professional or employment responsibility.

STANDARD 8:

The Landscape Institute expects members to organise and manage their professional work responsibly and with integrity and with regard to the interests of their clients.

STANDARD 9:

The Landscape Institute expects members to carry out their professional work with care, conscientiously and with proper regard to relevant technical and professional standards.

STANDARD 10:

Members of the Landscape Institute should only promote their professional services in a truthful and responsible manner and such promotion shall not be an attempt to subvert professional work from another member.

STANDARD 11:

The Landscape Institute requires member to ensure that their personal and professional finances are managed prudently and to preserve the security of monies entrusted to their care in the course of practice or business.

STANDARD 12:

The Landscape Institute expects members to have adequate and appropriate Professional Indemnity Insurance.

STANDARD 13:

The Landscape Institute expects that any complaints concerning the professional work of individual members or their practice should be dealt with promptly and appropriately.

CPD REQUIREMENTS

Key points:

• CPD year to align with LI seasonal year (1 July to 30 June).

• Minimum CPD requirement remains 25 hours per year but the nature and structure of these hours will change:

• Members will be require devote at least 10 hours to structured, ‘formal’ learning, e.g. CPD training events, Webinars, workshops etc.

• At least 5 hours per year must include climate, sustainability and resilience related topics.

• A more supportive approach to monitoring, with 3 months’ notice to review and complete records.

• Introduction of a new Waiver Policy to allow members to apply for waivers from CPD requirements dependent upon their circumstances.

02

The diversity of landscape practice

DIFFERENT TYPES OF CAREER PATHS

LANDSCAPE ARCHITECTURE

POSSIBLE JOB TITLES

Sustainable consultant

Sales/marketing

Landscape architect

Landscape planner

Sustainable consultant

Landscape artist

Lecturer/teaching

Garden designer

Strategic green infrastructure designer

Landscape contractor / Design & builder

Technical specialist

Product design/manufacturer

Landscape assessor

POSSIBLE SECTORS

Third sector:

e.g. Groundworks / Eden Project / National Trust / Wildlife Trust / LandscapeInstitute / Canals & Rivers Trust

Government/local authorities/governing bodies/planning & policy:

e.g. local councils / Forestry England / Environment agency

Private offices/consultancies/garden design /freelance:

e.g. TEL Landscape Architects / Gillespies

Large scale multi disciplinary firms:

e.g. Arup / Acom

Cooperatives:

e.g. Arup / City Design Cooperative

Glasgow

Plant nurseries/garden centres:

e.g. Barcham Trees

Education & research:

e.g. University/college/schools

DIFFERENT COMPANY TYPES AND SECTORS

• Companies

• Partnerships

• Sole Principal

COMPANY

Private Limited Liability Company (LLC) by shares:

• Most common type of company

• Have to register with company house, employ aN accountant and public their finances on a publicly accessible website.

• The amount that shareholders are liable is limited to the unpaid amount of the shares and the reserves of the company

Pros:

• Less personal risks- can’t seize personal assets

• Can be set up with small investments as there is no minimum capital requirement

Unlimited Private Companies:

Cons:

• Financial records and accounts have to be submitted and available for public scrutiny

• More expensive to run- hire separate accountant

• Subject to the same rules as a limited company however share-holders are personally liable for any debts.

• Accounts and finances don’t have to be submitted to company house.

Pros:

• Don’t have to submit private company information into the public domain

• Stakeholders can remain publicly anonymous

• Less Expensive than limited companies

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Cons:

• Shareholders are liable for any debts and can have

• personal assets seizedMore expensive to run- hire separate accountant

DIFFERENT COMPANY TYPES AND SECTORS WHO DO WE WORK WITH AS A PROFESSIONAL?

PARTNERSHIPS (Unlimited Liability)

A partnership is less formal than a company, with freedom of action and privacy of its affairs. However, it is subject to unlimited liability with personal assets at risk, it has limited powers to borrow money, and thetaxation position is complex.

It is legally binding, and it has the benefits of mutual support and combined resources.

● Profits, capital and losses will be shared equally.

● Every partner is entitled to take part in the management of the business and to inspect the accounts.

● Every partner is entitled to dissolve the partnership at any time by giving notice to the other partners.

● Property brought into the firm or bought with the firm’s funds is partnership property

● There are no rights to remuneration for acting in the partnership business.

● No new partners may be introduced, no fundamental changes can occur to the nature of the partnership and no partner may be expelled, unless majority consent is gained.

Pros:

• Fairly simple to set up.

• Partners can share the workload and even out fluctuations.

• A partnership ethos exists.

• Liability is shared between partners

Cons

• Unlimited personal liability – each partner is fully liable for business debts.

• The partnership is not a separate legal person.

• Possible conflict between partners.

• Need for discussion with partners before making business decisions.

• Agreement made by one partner is binding on all others.

• If a partner does not want to continue with the

• business, he cannot transfer his interest in the

• partnership to another person (there are no shares to transfer), so the partnership has to be dissolved and a new partnership set up

SOLE PRINCIPAL/TRADER

Sole principle is is owned by just one person:

They share in all of the company’s gains while also bearing all of its risks of business. They are solely liable for all debts made by the company, even if they are not required to answer toany business partners.

The sole proprietorship is a straightforward business form suitable for very small, first-time enterprises where there is already sufficient funding to conduct the enterprise and the enterprise is not dangerous.

Pros

Simple to set up.

Easy to make business decisions.

Efficient to run

No requirement to share the profits.

Close relationship with customers.

Can tax yourself instead of own accountant

Cons

Limited sources of finance

No one to share the workload.

Unlimited personal liability, i.e. personally responsible for all the losses.

Must provide all the capital to start the business.

THE DESIGN TEAM

• Client

• Stakeholders (charitable rganisations)

• Landscape Architect or contract administrator

• The project manager

• Quantity surveyor

• Other consultants

• The clerk of works

• The planning supervisor / CDM –

Principle Designer

• Land owner

• Access officers (accessible to visually impaired)

• Architect

• Drainage engineer

• Geotechnical engineers

• Acoustic engineers

• Ecologist

• Arboriculturalists

• Artists / sculptures

• Hydrologists

• Geologists

• Horticulturists

• Transport planners

• Heritage Officers

• Community engagement officers

• Funders

• Civil and Structural engineer M and E engineers (Mechanical and Electrical)

• Planners Interior Architecture

THE CONTRACTOR

• The contracts manager

• Site agent / foreman

• H&S representative

• Subcontractor

ORGANISATIONS AND PUBLIC BODIES WE WORK WITH AS A PROFESSIONAL PRIVATE ORGANISATIONS

• Privately owned land (Eg homeowners,communes)

• Community owned land (Eg Village Green)

• Private estates

• Incredible edible

• Permaculture/ agriculture (Earth repairs)

• Commercial development (Eg Business parks, retail parks such as Llay industrial estate - plant identification)

• Housing developers (Barratts etc)

• Tourism (Center parcs)

• Architectural firms/ Developers (EgWilmott Dixon)

PUBLIC BODIES

• District, Local, Parish Council - LVIA,

• Landscape Character Assessment

• Natural England

• Forestry Commission

• Environment Agency

• National Parks

• NHS - Hospital Gardens

• National Highways - Streetscape design

• Transport For London - Streetscape

• design

• Department for Education - New schools

• Historic England - Park restoration

TYPES OF WORK IN PRACTICE

• Community Gardens

• Public Open Space

• School Grounds

• Forest Schools

• Parklands

• National Parks (eg Maintenance Plans)

• LVIA and EIA

• Hospital gardens

• Conservation

• Highways, transportation structures and bridges

• Renewables - Solar Energy, Wind Energy

• Landscape Management Plans

FEE BIDDING

What might the contents of a bid be if the project was to be from project from inception/briefing to completion (RIBA Stages 0-7) on site?

SUMMARY OF DOCUMENTS TO BE INCLUDED IN A BID OFFER

• List of staff with qualifications specified and experience

• List of subconsultants that will work on the project

• Financial guarantee: balance of profits or loss for the past 2 years, bank warranty or a provision

• Portfolio of work completed previously- usually projects relevant to the type of bid

• Availability: name the staff that will oversee the project

• Fee proposal

• A time frame scheduleoutlining when the project will be completed at different stages

• Architectural licenses

• A statement that you are open to negotiation – allows flexibility

WHAT IS A FEE PROPOSAL?

ARCHITECT’S FEE BID

ESTIMATE OF PROJECTED WORKLOAD

ANALYSIS OF PROFESSION AL SERVICES

ESTIMATE

CLIENT’S BRIEF

FEE BIDDING CIRCLE

The fundamental structure of the process in circular with all the elements being interdependent

‘‘A fee proposal is a proposal prepared by a consultant for a prospective client describing the services that the consultant proposes to undertake and the fee that will be charged. This may be in the form of a letter, or may be a more detailed document accompanied by a cover letter.’’ - designingbuildings.co.uk

FEE PROPOSAL: CONTENT

Marketing material / blurb summarising the qualities of the company. Experience relating to previous work of the organisation.

Methodology underpinning the overall process to be taken. Examples shown of the previous work or similar to relate to the proposed project

FEE CALCULATION: THE PROJECT (In-fitting with RIBA stages)

• Project type (hard/soft landscaping)

• Project location – transport costs, local consultation & site visits

• Project value

• Services required including unusual services

• Stages of work the landscape architect will be involved in the RIBA stages and specific plans required e.g. masterplans /construction drawings

• Level of appointment (main / subconsultant)

• Other consultants required

• Local data costs – GIS, BIM etc.

• Assumptions – Instructing what’s to be provided by external services

• Number of meetings

FEE CALCULATION: THE LANDSCAPE ARCHITECT’S ORGANISATION (Infitting with RIBA stages)

• Overhead costs – including premises, light, heat etc.

• Salary costs – pay, pensions etc.

• Finance costs – loans/interests/ payments/insurance

• Profit margin

• CVs – business hierarchy

• General office supplies

• Time charges according to business status

FEE BIDDING WORK STAGE

PRE-SITE PROCESS - Key Stages

Stage 0 - Inception - understanding brief, setting up a meeting , discussing the budget.

Stage 1 - Feasibility - Analysing our skills with the scope of the project, making decision to take up the project

Stage 2- Outline - Site analysis, attaining survey maps etc, Preparing an outline sketch of the design after consultation with clients, consultants, communities.

Stage 3- Sketch - refined outline design e.g planting and material palettes , CDMs risk assessment

Attain a letter of Agreement

Stage 4- Detailed- Produce technical drawings and completed package for submission to get approval, eg. Indicating species, size, densities, paving materials

Stage 5 - Tender Action - Create Bill of quantities, specification, technical drawings for tender package.

Stage 6 - Contracts Preparation - reviewing the tender returns, Contractor interviews,, Help client appoint a contractor suitable and competent

PRE-SITE PROCESS - Key Documents

Bid Document - Includes scope of works, deliverables, experience and success of previous projects, team CV’s and may include early design optioneering.

Schedule of works - A preliminary time frame in a form gantt chart, excel schedules etc. showing length of project and time frame of deliverables to an agreed stage.

Stage 1 - 4 Drawings ( Concept - Planning -Detail design)

Design and access statement - Document prepared to illustrate and justify the proposal (May be a requirement by local planning authority for submission) –

Specification Document - A detail report of all proposed works and materials used for the project

Bill of quantities - Preliminary cost of works

Tender pack - Collation of drawings and specifications for contractors and suppliers to price the project

Planning application approval document

Quantity Surveyor- Industry professional with knowledge of construction costs and contracts

Contractor- A person or firm that undertakes a contract to provide materials or labour to perform a service or perform a job

Project Manager- the person in overall charge of the planning and execution of a particular project

Heritage Consultant- Responsible for the management and conservation of heritage sites

Ecologist- A person with thorough knowledge of ecology who can provide advice on how to maximise biodiversity

CONSULTANT TEAM

Engineers- Provides technical information and who can assess the sustainability of a project

Suppliers- The company who provides the materials for a site

Planners- A person or company who practices urban or rural planning who can be collaborated with for design proposals

Clients/Project Funders- The person or company who initiated the project and who is paying for it ArchitectsA person or company who designs buildings who can be collaborated with for design proposals

Arboriculturalist- A person with knowledge of trees

ON-SITE PROCESS - Key stages and processes

1. Demolition and Site Clearing

2. Excavation and Trenching

3. Services Installation (Drainage, irrigation, electrical, etc)

4. Fine Grading

5. Hardscape Finishes

Construction (Paving, cladding, inorganic mulches)

6. Planting (Trees, plants, organic mulch)

7. Final Fixtures (Furnitures, pavilions, lighting, etc.)

8. Defects (Identity and fix problems)

9. Completion (Initial and Final)

Certificates required

The Conditions of Contract state that the contract administrator is to issue certificat There are two types of certificate:

• CERTIFICATES OF PAYMENT

• CERTIFICATES OF PROGRESS

Certificates of Payment:

The Progress Payment Certificate The Penultimate Certificate

The Final Certificate JCLI Maintenance

Certificate of Paymen

Certificates of Progress:

The Practical Completion Certificate

The Certificate of Non-Completion

The Certificate of Making Good Defects

KEY MEETINGS

1. Pre-Start/Pre-Contract Meeting

“When the contractor has been appointed by the client and the contract placed, an initial project meeting with the contractor and all others concerned should be arranged prior to works commencing on site. The meeting is held to establish contract procedure and administration and is usually chaired by the landscape architect (contract administrator). An agenda should be issued prior to the meeting that will include the following items for discussion:”

Introduction

Project

Contract

Statutory obligations

CDM/ Health and Safety matters

Contractual matters

Clerks of work’s matters

Consultant’s matters

Quantity surveyor’s matters

Communications and procedures

Meetings

2. On Site Meeting

“Holding meetings on site enables the stakeholders to see progress for themselves (rather than relying on a report for another party). Meeting minutes should be prepared, with a requirement that any disagreement with the items recorded in the minutes is raised within a pre-defined period (perhaps one week).”

Reporting progress

Cost reports

Discussion any problems or issues

Allowing the proposal of solutions

Discuss quality issues

Discuss sub-contractor reports

3. Progress Meeting

Progress meetings are held to establish the progress of the contractor in relation to the programme. They are also a mechanism for keeping all parties informed of the situation with the contract and any issues arising from the contract. They should be held at regular intervals over the contract period suitable to the length of the contract.

Typical agenda for a progress meeting:

Present

Minutes of last meeting

Matters arising from last meeting

Contractor’s progress: General report

- Subcontractor’s report - Progress and comparison with programme- Percentage of main items complete - Causes for delay

- Claims arising -Information received since last meeting -Information and drawings required, instructions required

5. Clerk of works report: Site matters –weather and general quality control- Lost time

6. Consultant’s report

7. Qs Report -Valuation and measurement- Updated cost reports

8. Health and Safety matters

9. Communication and procedures:

Drawings issued - Meetings heldInstructions issued

10. Contract completion date

11. Technical matters

12. Any other business

13. Date, time and place of next meeting

5 METHODS TO ENSURE QUALITY ON SITE

1. Ensure drawings are accurate before construction

2. Review drawings with the contractor before construction starts

3. Ensure contractor and project manager have sound experience and can deliver a high quality scheme

4. Regular site visits/ snagging (the process of checking a newly completed scheme for minor faults that need to be rectified.)

5. Ensure the contract includes a suitable defects and maintenance period for which the contractor is responsible for maintaining the site in line with the Landscape Management Plan (Preferably 5 years)

KEY PERSONAL AND DUTIES

THE CLIENT

The client is not a professional, therefore are not expected to know their responsibilities.

The Landscape Architect as the clients’ agent should advise the client of their role.

THE DESIGN TEAM

THE LANDSCAPE ARCHITECT/ CONTRACT ADMINISTRATOR

Is the agent of the employer and is appointed by the employer (client) directly.

The client is the employer

Deciding the functions which the scheme is to fulfill or instructing the landscape architect to investigate these functions.

• Deciding the approximate budget.

• Appointing a landscape architect; also a quantity surveyor and a clerk of works or other professionals if required.

• Signing the legal agreement or contract.

• Appointing a planning supervisor and principal contractor under the CDM regulations and ensuring sufficient resources will be allocated to enable the work to be carried out safely.

• Paying any money due for services directly to the contractor.

• Advise the client on the appointment of the contractor and the responsibilities of the client, the contractor and the landscape consultant under the terms of the contract documents.

• Prepare the contract documents and arrange for them to be signed by the client and the contractor and provide production information as required.

• Administer the contract during operations on site.

• Visit the site at intervals appropriate to the contractor’s programmed activities to inspect the progress and quality of the works.

• Check and certify the authenticity of accounts.

• Make periodic financial reports to the client and identify any variation in the cost of works/ expected duration of contract.

• Ensure client understands their responsibility regarding CDM regulations.

• Carry out all design and specification work in accordance with CDM regulations and prepare a risk assessment.

THE CLIENT

The client is not a professional, therefore are not expected to know their responsibilities.

The Landscape Architect as the clients’ agent should advise the client of their role.

The client is the employer

Deciding the functions which the scheme is to fulfill or instructing the landscape architect to investigate these functions.

• Deciding the approximate budget.

• Appointing a landscape architect; also a quantity surveyor and a clerk of works or other professionals if required.

• Signing the legal agreement or contract.

• Appointing a planning supervisor and principal contractor under the CDM regulations and ensuring sufficient resources will be allocated to enable the work to be carried out safely.

• Paying any money due for services directly to the contractor.

THE LANDSCAPE ARCHITECT/ CONTRACT ADMINISTRATOR

Is the agent of the employer and is appointed by the employer (client) directly.

THE PROJECT MANAGER For larger more complex projects. Employed by the client. The overall planning and coordination of the project from start to finish. Their overriding role is to coordinate, motivate, manage and maintain moral of the whole project team.

• Advise the client on the appointment of the contractor and the responsibilities of the client, the contractor and the landscape consultant under the terms of the contract documents.

• Prepare the contract documents and arrange for them to be signed by the client and the contractor and provide production information as required.

• Administer the contract during operations on site.

• Visit the site at intervals appropriate to the contractor’s programmed activities to inspect the progress and quality of the works.

• Check and certify the authenticity of accounts.

• Make periodic financial reports to the client and identify any variation in the cost of works/ expected duration of contract.

• Ensure client understands their responsibility regarding CDM regulations.

• Carry out all design and specification work in accordance with CDM regulations and prepare a risk assessment.

Acting on behalf of and representing the client.

• Providing a cost-effective and independent service.

• Managing different disciplines and expertise.

• Satisfying the objectives and provisions of the project brief from inception to completion

THE

PROJECT MANAGER For

larger more complex projects. Employed by the client.

The overall planning and coordination of the project from start to finish.

Their overriding role is to coordinate, motivate, manage and maintain moral of the whole project team.

Acting on behalf of and representing the client.

• Providing a cost-effective and independent service.

• Managing different disciplines and expertise.

• Satisfying the objectives and provisions of the project brief from inception to completion

THE QUANTITY SURVEYOR

• Responsible for working out quantities and costs.

• Integral to making designs a reality.

THE CLERK OF WORKS

• Engaged by the client or landscape architect.

• Works under supervision of the landscape architect.

• Keep detailed records and check everything is in line.

THE PLANNING SUPERVISOR (CDM COORDINATOR)

• CDM – (Construction Design and Management)

• The CDM coordinator is responsible for ensuring CDM regulations are adhered to by all parties.

• Measuring work on site and valuing any materials held on site.

• Preparing and submitting valuations to the landscape architect.

• Giving estimates of the cost of additional work involved/any savings of work omitted due to variation orders.

• Agreeing value of work with contractor.

• Preparing Bill of Quantities to cover such work.

• Measuring/calculating the value of work carried out and agreeing this with the contractor on completion of work.

• Submitting the valuation to the landscape architect.

• Advising landscape architect of financial aspects and implications of the labour/ material costs, insurance charges ect involved in design in construction.

Maintaining a register of drawings and all contract documentation.

• Notifying the landscape architect of; any errors in the contract documents, any significant problems on site and any decisions/variations required.

• Inspecting materials/goods for compliance with stated standards.

• Inspecting work for execution in accordance with the contract documents/instruction/variation orders.

• Issuing verbal instructions confirmed in writing by landscape architect within two days.

• Maintaining a daily diary recording; weather, instructions issued, attendance, labour on site, delays ect

• Submitting weekly reports on state and progress.

• Attending site progress meetings and confirming accuracy of progress report.

• Observing health and safety requirements.

Coordinating the health and safety aspects of the design and planning phase.

• Ensuring the principal contractor registers with the HSE fro construction work which is notifiable.

THE QUANTITY SURVEYOR

• Responsible for working out quantities and costs.

• Integral to making designs a reality.

• Measuring work on site and valuing any materials held on site.

• Preparing and submitting valuations to the landscape architect.

• Giving estimates of the cost of additional work involved/any savings of work omitted due to variation orders.

• Agreeing value of work with contractor.

• Preparing Bill of Quantities to cover such work.

• Measuring/calculating the value of work carried out and agreeing this with the contractor on completion of work.

• Submitting the valuation to the landscape architect.

• Advising landscape architect of financial aspects and implications of the labour/ material costs, insurance charges ect involved in design in construction.

THE CLERK OF WORKS

• Engaged by the client or landscape architect.

• Works under supervision of the landscape architect.

• Keep detailed records and check everything is in line.

THE PLANNING SUPERVISOR (CDM COORDINATOR)

• CDM – (Construction Design and Management)

• The CDM coordinator is responsible for ensuring CDM regulations are adhered to by all parties.

• Notifying the landscape architect of; any errors in the contract documents, any significant problems on site and any decisions/variations required.

• Inspecting materials/goods for compliance with stated standards.

• Inspecting work for execution in accordance with the contract documents/instruction/variation orders.

• Issuing verbal instructions confirmed in writing by landscape architect within two days.

• Maintaining a daily diary recording; weather, instructions issued, attendance, labour on site, delays ect

• Submitting weekly reports on state and progress.

• Attending site progress meetings and confirming accuracy of progress report.

• Observing health and safety requirements.

Coordinating the health and safety aspects of the design and planning phase.

• Ensuring the principal contractor registers with the HSE fro construction work which is notifiable. Maintaining a register of drawings and all contract documentation.

LEGAL LIABILITIES IN PRACTICE

And issues that might affect you while working on a project on site as well as those while working in the office and employing others

WHAT TYPE OF LIABILITY CONCERNS A LANDSCAPE ARCHITECT?

Lliability in contract, liability as a member of a practice, an employer or employee, statutory liability, liability as an occupier, vicarious liability, liability as a professional, and liability in tort (negligence, libel, nuisance, trespass and strict liability

LIABILITY IN CONTRACT

When a party has no lawful excuse and refuses to perform the contract or fails in their performance of the contract).

AS A MEMBER OF A PRACTICE

Partnerships-A partner in this form of practice is able to speak or do business on behalf of the other partners and his decisions become binding on the others as well.

Limited Liability Partnerships (LLP) The key difference for partners in this type of practice is that they aren’t bound by other partners liabilities in tort

AS AN EMPLOYER

It is compulsory for employers to have employer’s liability insurance Relationship between employer and employee usually defined in an employment contract

There are also statutory rights contained in a number of Acts of Parliament which cover unfair dismissal, redundancy, maternity rights. health and safety, discrimination and more

AS AN EMPLOYEE

May be personally sued for negligence. This doesn’t happen usually, when the employee works as part of a practice which is likely to have Professional Indemnity Insurance and anindividual is unlikely to be able to meet such a claim

VICARIOUS LIABILITY

A person is responsible for their own tort, however If the employer has directed the work to an employee, the employer is also liable. If the employer has hired an independent contractor, they aren’t liable for the tort as long as they don’t interfere in how the work is carried out

AS A PROFESSIONAL

Landscape architects have a duty of care to all those who will use their designs. An example of where a claim may be made is in the case of personal injuries, if the landscape architect can be proven to have been negligent, defects are as a result of faulty design or inadequate inspection during construction or having given professional advice which results in economic loss to another part

TORT

Elg negligence, libel, nuisance, trespass and strict liability The following three conditions should be met Infringement of a night, for example, not to be libelled, or hate your land Trespassed on A loss recognised in law Remedy in a form courts

HEALTH AND SAFETY LEGISLATION IN PRACTICE

All employers have legal responsibility under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999

The Health and Safety at Work Act 1974 (HASAW) is the foundation of all related legislation. It is a general document which places duties on employers, the selfemployed people in control of premises, and designers, manufacturers, importers and suppliers of articles for use at work.

WHAT? WHY?

Protecting the safety of employees at work, by preventing potential dangers in the workplace. It places general duties on employers to ensure the health, safety and welfare of all persons while at work.

In Office Health and Safety

Potential Risks: Equipment- e.g

Key Guidance from the government HSE (Health and Safety Executive):

Appoint a competent person- Fire Safety officers, Health and Safety Office

Display the Law Poster

Get Insurance for your business- e.g. employers liability insurance

Have the right workplace facilities- toilets, wash basins and welfare facilities

Prepare a health and safety policy- help the company manage the health and safety at the office

Risk Assessment- identify hazards and assess the risk at work

The Law- Health and Safety At Work Act 1974 and Management of Health and Safety At Work Regulations 1999

Report Accidents and Illness- Work related illness or injuries must be reported and recorded

First Aid in Work- Having first aid training, First Aid Kits and Designated First Aiders

Consult your workers- inform them about health and safety, Provide information and training- Inform them of their duties for Health and Safety

Home Working- protect those working from home

On-Site Office Health and Safety

Animals and Plants- e.g. Lyme Disease, Cattle & Horses, Poisonous Plants

Chemicals & Hazardous Materials- e.g.

Chemicals used on active construction sites, Silica dust, Fungus Trespassing- e.g.Walking on a none PROW Route

People- e.g.Residents not happy with developments

Vehicles- e.g. Driving whilst tired, construction site vehicles, sites on busy roads

Water- e.g. bacteria in standing water, risk of falling in Lone Working- e.g going to site by yourself, Mental

Environment- e.g. Slopes, heights

Equipment- e.g Heavy Machinery, Excavation Machinery

Bad Weather- e.g. Heavy Rain.

Allergies- e.g. insect stings, pollen Services- e.g. Electrical cables

Mitigation of Risks:

Risk Assessments-Complete a risk assessment before going to site to identify risks, their severity and how they can be prevented.

PPE- Take the appropriate equipment to site including suitable footwear, High Vis Vests, First Aid Kit, Mobile Phone

Appropriate Training- e.g. Heavy Machinery, First Aid

Avoid going to Site Alone- e.g. buddy system or making sure you go to site with a group.

CDM - THE CONSTRUCTION (DESIGN AND MANAGEMENT) REGULATIONS 2015

The purpose of the CDM legislation and why it is relevant to a landscape architect.

CDM - The Construction (Design and Management) Regulations 2015

As designers and/or principal designer you have a duty to abide by the relevant health and safety legislation during the design process.

CDM aims to improve health and safety in the industry by helping you to:

• Sensibly plan the work so the risks involved are managed from start to finish.

• Have the right people for the right job at the right time.

• Cooperate and coordinate your work with others.

• Have the right information about the risks and how they are being managed.

• Communicate this information effectively to those who need to know.

• Consult and engage with workers about the risks and how they are being managed.

CDM Dutyholders

• Commercial clients: Organisations or individuals for whom a construction project is carried out that is done as part of a business

• Domestic clients: People who have construction work carried out on their own home that is not done as part of a business

• Designers: Organisations or individuals who prepare or modify designs relating to construction work

• Principal Designers: Designers appointed by the client in projects involving more than one contractor

• Principal Contractors: Contractors appointed by the client to coordinate the construction phase of a project

• Contractors: Those who carry out the actual construction work

• Workers: Those working for or under the control of contractors on site

ENVIRONMENTAL LEGISLATION AND DESIGNATIONS IN PRACTICE

LEGISLATION/DESIGNATIONS COVERING PROTECTING LANDSCAPES, HABITATS AND SPECIES

TREES AND WOODLANDS Tree protection Orders-Ancient Woodland DesignationsFelling Licences

LANDSCAPE DESIGNATIONS

National Parks: National Parks are regions that are preserved for the purpose of conserving and enhancing the natural beauty, wildlife and cultural heritage. The goal of a National Park is not just to protect nature, but to protect its visual amenity and the publics ability to access it. Development within a National Park is incredibly difficult and unlikely to be granted permission unless it is very sensitive. The setting of a national park is also to be considered in planning terms. National Parks are required to be maintained and looked after by the National Parks Authority.

Areas of Outstanding Natural Beauty (AONB): The Countryside and Rights of Way Act 2000 (CROW) protects areas of landscape that exhibit very high levels of natural beauty. They can have an impact on development attempts nearby but also come with requirements for preserving and conservation and enhancement management on it.

Heritage Coast: Heritage Coasts are a defined term not designation so there is no statutory designation process. The conserve the best stretches of undeveloped coast in England. They form an agreement between local marine authorities and Natural England for the conservation and enjoyment of the coast.

Sites of Special Scientific Interest (SSSI): An SSSI is a site in the landscape that is a piece of land that is protected under the Wildlife and Countryside Act. SSSIs are considered the ‘finest sites for wildlife and natural features in England, supporting

ECOLOGICAL DESIGNATIONS

SITES OF SPECIAL SCIENTIFIC INTEREST (SSSI)

Special Areas of Conservation (SAC): SACs are areas a protection of 220 habitat types and 1,000 species formerly under the EUs Habitats Directive but in anticipation of Brexit this has been taken into a new piece of 2017 regulation the Conservation of Habitats and Species Regulations 2017. SACs protect valuable or endangered species from human interference.

Special Protection Areas (SPA): An SPA is a protection area very similar to a SAC however the focus of conservation is to protect birds. They are also covered under the EU’s Habitats Directive but were already a part of the Wildlife and Countryside Act.

Marine Protected Areas (MPA) / Marine Conservation Areas: MPAs are areas of conservation for seascapes, habitats and species, like a nature reserve in a marine area. They affect fishing policies, dredging, sewage dumping, drilling and off sea turbine construction and were significant in Brexit talks. They are protected by the Marine and Coastal Access Act 2009 and managed by the Marine Management Organisation.

National Nature Reserves (NNR): NNRs are areas that are protected and managed by Natural England for the conservation of species and habitats and the enjoyment of the public. Many NNRs are managed by other bodies that are more specialised like the NSPB or the National Trust. They are protected by the Wildlife and Countryside Act

PROTECTED SPECIES AND HABITATS

UK PROTECTION OF SPECIES: Wildlife and Countryside Act 1981

THE WILD ANIMALS PROTECTION ACT 1996 PLANTS BIRDS

ANIMALS

BADGERS AND SETTS

BATS AND BAT ROOTS

PLANNING LEGISLATION

DEVELOPMENT CONTROL

What is development?

The carrying out of building operations, engineering operations, mining operations or other operations in, on, over or under land or the making of any material change in the use of any buildings or other land.

DEVELOPMENT CONTROLvaries on size of project

• Major developmentsDefined by the Government (Eg - HS2) have regional significance. (Processed by the Strategic Planning Division in the Planning DoE)

• Minor developmentsHousing development (Subject to local planning permission) Permitted development - details can change from time to time. Eg, installation of garden decking or patios now may require permission if they are judged as substantial enlargement of a dwelling or have significant visual impact or compromise the amenity of neighbours.

• Special development areas Areas not classified as development, subject to less stringent control, covered by special rights/consents, or with a special agency set up to promote regeneration. They vary in their coverage in the UK. For example;

• Local Enterprise Partnerships.

• Urban Development Areas and Corporations.

• Enterprise Zones.

• Simplified Planning Zone Schemes.

• Local Development Orders.

• Business Improvement Districts.

• Development Consent Orders

HERITAGE AND CONSERVATION

DESIGNATIONS

National heritage

Listed buildings: Celebrates a building’s special architectural and historic interest, and also brings it under the consideration of the planning system, so that it can be protected for future generations.

Scheduled monuments: Scheduled monuments are not always ancient, or visible above ground. There are over 200 categories of monuments on the schedule, and they range from prehistoric standing stones and burial mounds, through to the many types of medieval site - castles, monasteries, abandoned farmsteads and villages - to the more recent results of human activity, such as collieries.

Registered parks and gardens: A ‘material consideration’ in the planning process, meaning that planning authorities must consider the impact of any proposed development on the landscapes’ special character. The emphasis is on designed gardens, and grounds, and town squares. Mostly grounds of private houses.

Protected Wreck Sites: Relevant to offshore wind farms

Registered Battlefields: The register offers them protection through the planning system, and to promote a better understanding of their significance and public enjoyment.

HERITAGE AND CONSERVATION DESIGNATIONS

Local heritage

Conservation areas: Local planning authorities designate an area as a conservation area to manage areas of special architectural or historic interest. Local heritage assets - identifies heritage assets that are of greatest importance to local people

Areas of special local character - These generally take the form of areas of special local character, designed to capture historically important areas that fail to meet the criteria for designating conservation areas.

Landscape Designations

Tree Preservation Orders (TPO): TPOs are orders by a local authority to protect a tree, group of trees or woodland in their durisdiction. It prohibits works to, removal of or damage to trees without written consent from the council

Public Right of Way (PRoW), National Trail, National Cycle Network, Bridleways and Byways: PRoWs are footpaths and pavements that are all members of the public are legally allowed to use and access at all times. Where these span in a long route across an outstanding area there may be a National Trail or Cycle Network that you can follow and enjoy unintrupted from one location to another. Briddle ways can be accessed by those on horse back as well as pedestrians. A Byway is a track too small to be considered a road so is accessible in a vehical.

Hedgerow protection (countryside): They were introduced to protect important hedgerows in the countryside (and

urban areas) by requiring a notification procedure to take place before any works can be carried out.

Representative Viewpoints: For example, some national parks will have a selection of views was drawn up to represent the various types of view found across the park. The character and importance of these views can inform development proposals.

Village Green: Village greens are public green spaces that have historic links to central areas in villages for watering livestock. They are now used for recreational activities by nearby residents in a less formal/ structured way than parks.

Local Nature Reserves (LNR): An LNR is a Nature Reserve that is protected and managed outside of the umbrella of Natural England. They are designated and almost always owned by Local Authorities for the conservation and enjoyment of the local area. They are established and protected under the National Parks and Access to the Countryside Act

‘Green gap’ designations (Strategic gaps): National Green Belt policy has the stated intention of preventing the sprawl of large built-up areas, but the protection of local settlement pattern is not a statutory purpose of Green Belt. These local designations prevent coalescence of settlements

Local green space: empowers local communities to protect green spaces of local importance without the need to meet strict statutory criteria.

05

LIFE AND BUSINESS AS A LANDSCAPE ARCHI-

TECTwhat is involved in running an office?

METHODS FOR WINNING WORK

1. WORD OF MOTH

• Pros -Credibility, Trust

Likelihood of success: Highly

• Cons -Meet higher expectations -Uphold reputation( could receive good or bad feedback)

2. REPEAT BUSINESSES

Likelihood of success: Highly

• Pros -You already have a relationship with a client and know what to expect - Good communication - Comfort of working with the same people

• Cons -Client taking advantages/ Similar project types/ Too reliable on same client

3. OPEN TENDERS

Likelihood of success: Low

• Pros -Good opportunities for continuous professional practice and development

• Cons -Time consuming - Expensive - You don’t know if you get rewarded - Big competition

• 4. SELECTED TENDERS

Likelihood of success: Medium

• Pros - Reduced cost, time and effort/ Less possibility of any firm quoting unrealistic price - A chance of financial benefit is higher

• Cons -Competing against other practices

5. ADVERTISING AND MARKETING

Likelihood of success: Medium

• Pros -Putting your name out there and building a brand - Expand through Social media

• Cons -Expensive - Not reliable - Time consuming - May get to many customers and refuse business

•

6. OPEN COMPETITION

Likelihood of success: Low

• Pros -Anyone could attend - An exciting project for the team, rewarding and supports team building - If successful you receive good publicity

• No guarantee of winning - Time consuming and expensive

7. SELECT COMPETITION

Likelihood of success: Medium

• Lees competition - Higher chances of winning

• No guaranty of winning

8. FRAME WORK

Likelihood of success: Medium

• Pros -You already have a relationship with a client and know what to expect - Good communication - Comfort of working with the same people

• Cons -Hard to get for smaller companies - Constant and periodic assessment from the Client - Time consuming - Have to bid for work - You still may need to compete with different companies on the framework

CHALLENGES OF LIFE AS A LANDSCAPE ARCHITECT

PROFESIONAL CHALLENGES

COSTS/ FINANCES

Challenges

• Working to a budget and delivering the goods.

• Managing overheads and monthly budgets.

• Being realistic about the work and what you’ve budgeted for.

• Making a profit and ensuring manageable turnover. Solutions

• Chasing debts by using a credit control.

• Make sure you have people to keep bringing in and delivering the work

• Work out the appropriate cost of the person doing the work.

Countryside Act

WINNING JOBS

Challenges

• Winning back returning clients.

• Entering appropriate competitions that are tailored to your business.

• Keeping an eye on competition and looking at new competition.

• Find your Unique Selling Point in the landscape market.

Solutions

• Produce high quality work for clients so that they return.

• Successful networking and appropriately advertise for the company.

• Investing in CPD Sessions and new staff to keep the business fresh and up to date. Going on site trips and doing creative workshops as a team.

• Keeping website up to date and don’t be afraid to show the work that your business has completed.

ASSESSING RISK

Challenges

• Evaluating whether to take a job or not.

• Evaluating how you gain jobs.

Solutions

• Going for less risky jobs that guarantee work.

• Understand what jobs you are bidding for and what level of risk they are.

KEEPING UP TO DATE

Challenges

• Keeping up with the latest technologies and updating company style appropriately and regularly.

• Regularly training your staff.

• Buying equipment and licenses. Solutions

• Try to think ahead and learn and train staff on new technology such as Vectorworks, Revit etc.

• Spotting an emerging trend or existing gap in the market.

• Going to seminars and webinars.

• Join the LI and attend CPD sessions

PERSONAL CHALLENGES CHALLENGES OF LIFE AS A LANDSCAPE ARCHITECT

TIME MANAGEMENT

Challenges

•General business and being ‘on the go’ with work.

• Assessing the amount of time you can allocate to a job.

• Managing other members of staff. Solutions

• Write lists on what you need to do.

• Tasks for the week.

• Tasks for the day.

• Time management software (REMTrans).

• Have regular meetings/ gatherings between the team to make sure everyone is where they should be.

• Check and sign off the work

EMAILS AND DISTRACTIONS

Challenges

• Incoming emails and calls.

• Time stealers.

• General team distractions, especially in managerial positions

Solutions Solutions

• Turn off emails and phones when necessary.

• Establish a hierarchy of importance for work.

• Set yourself achievable tasks and stay on them.

• Categorise the urgency of tasks and prioritise the most important.

RESPONSIBILITY

Challenges

• Managing clients needs and what clients want.

• Managing employees/teams.

Solutions

• Regular meetings and de-briefs.

• Get clients to sign the work off as they are completed.

• Give the right jobs to the right person.

OFFICE SET UP AND RUNNING COSTS

Qualifications and certificate

Cost to Register/ become incorporated with companies house: £40

Cost to Register Practice with LI - £230

Chartership Fees - £211 to register

£98 Annual Retention fee

£373 Exam registration

Office set up

Office Rent of Office Space - £3000 per annum

Technology - (Hardware,laptop/ pc, printers)- £3600 (£1,800 x 2) A0 Plotter£1500 Adobe creative suite - £1,798.36 (for 2) Autocad / revit 400 £ per person.

Furniture: Desks and Chairs: £600 and £200,Kitchen equipment: kettle, microwave, toaster, dinnerware £250

Ink and Paper, Stationary : £750

Office phones - £100

Marketing Website and Maintenance

A simple website from £100

Maintenance: from £0-£1000p/a

Marketing: Staff hourly rate or to promote via social media or hire professional help from £700 p/m (Assuming both chartered)

Total: £2000ish (Estimated cost)

Running costs

Salary - 2 x £30,000 (before tax)

Office Heating and bills (electric, gas, water, telephone landline): £1500 Wi-fi: £50 pcm (600 per annum)

Travel costs £450 (site visits in car/ train)

Maintenance and repair: £500

Insurance Professional Indemnity - £600 p/a (for 1mil cover) PLI - varies in price but typical cost from £1000 p/a (for £13 mil cover / 12 yr contract)

Staff training etc Training: CPD/ Seminars - 2 x £50 (Each attend 1 LI seminar a year)

LI membership fees - 2 x £379.00

DEVELOPER OBJECTIVES AND LANDSCAPE VALUE

DEVELOPER OBJECTIVES HOW LANDSCAPE ADDS VALUE

Commercial Development

Healthy spaces for workers

Money Transport suitability

Right capacity to achieve development

targets

Investable spaces

Resource efficiency

Attractive for investors/renters/buyers

Social spaces

Appropriate usable spaces

Active frontages + spill out zones

Residential Development

Beautiful places

Maintenance Costs

Resources

Planning permission

Who is their target consumer?

Target Capacity (no. of houses)

Efficient use of space

Zero Carbon

Privacy

Safe spaces

Budget limitations

Alleviate environmental risks

Community Building

Residential Development

Regeneration effect on site & wider areas

Beauty- making development desirable

Place making

Human health and wellbeing

Increase monetary value of land/site

Pollution capture

Biodiversity

Carbon Capture

Efficient consumption of resources

Cutting costs of maintenance

Land/site remediation

Minimise environmental risks e.g. SUDs, wind shielding

Increase footfall of an area – positive knock on effect on economy, social and future development

Sources to Back up Claims

Living with Beauty

iTree

Cities Alive

World Health Organisation

Public Health & Landscapes LI

Local strategy docs e.g. Leeds our Place strategy

Local Planning Policy

OFFICE SET UP AND RUNNING COSTS

Overall Cost for Year 1 without salary £19,606 (est)

Overall Cost for Year 1 with salary £79,606 (est)

• Each design stage £5000 (est) (mainly stages 1 -3 or LVIA)

• 16 jobs - at £5000 to break even est 1.3 jobs per month.

• To make £20k profit (to invest back into the business and cover next years running costs) you would need to undertake 20 jobs at £5k.

2 jobs per month between you with no holidays!

MEETING THE GLOBAL ENVIRONMENTAL CHALLENGES

To reach net-zero, the target is to plant 30,000-50,000 hectares of trees in the UK every year for the next 30 years. Are landscape architects in a unique position to deliver this both for UK targets and worldwide targets?

WHAT IS STOPPING US PLANTING MORE TREES AND LARGE HABIT TREES? WHAT SOLUTIONS ARE OUT THERE AND WHAT NEEDS TO CHANGE?

Landscape architects have the ablility to design and plan landscapes in a way that maximizes their ecological and social benefits.

They can help identify suitable sites for tree planting, design planting schemes that are appropriate for the local environment and climate, and develop maintenance plans to ensure the long-term survival and health of trees.

However, Landscape architects can also work with other professionals and stakeholders, such as ecologists, arborists, landowners, and communities, to ensure that tree planting initiatives are well-planned, well-executed, and well-maintained. By working collaboratively, landscape architects can help ensure that tree planting initiatives achieve their goals and contribute to the wider effort to reach net-zero emissions.

So what landscape architecture can do to reach net-zero target?

Carrying out Environmental impact assessments to ensure correct tree species for a habitat for successful establishment

Getting into policy side, Government, European Union organisations,

Prioritizing tree planting at the beginning of the project

Incorporate trees within other types of projects like: play areas, Advocate for mature trees to be retained on sites, if a tree is removed ensuring the balance is kept by planting enough new trees

Involving local communities in planting of the new areas of trees

Advocating more tree planting within new development projects they are involved with

By having access to landscape

architecture report and research, spreading awareness of climate change and importance of planting trees

Plant local sourced trees (support local community with revenue) and materials (locally sourced Timber)- tropical woodlands are almost impossible to restore

Local planning policy supporting tree planting and ensuring tree cover is not reduced by removal of trees

Be aware of tree diseases (stopping spread, choosing correct species)

Identifying and involving local landowners

• Protecting existing green spaces (Green belt)

• Involving local authorities in large scale projects like Northern Forest

• Showing benefits of having trees in cities other than just aesthetic (educating people)

• Discussing temperature rise and how trees can bring relief from heat both indoor and outdoor

Developers – all about cost really!

Cost of heavy standard trees. Planting trees can be expensive, and funding is not always readily available to support these efforts.

• Larger area required to grow larger trees, availability of land for planting trees is limited due to competition with other land uses, such as agriculture, urban development

• Street trees occupy less space so there is more room for extra houses in a development.

The need of Knowledge and expertise: Successful tree planting requires expertise in soil preparation, tree selection, planting techniques, and longterm management practices.

Public

• Risk of damage to nearby properties with high water uptake trees

• Reduced light in gardens

• Nuisance from pine needles and fruit

• Cost of maintenance (tree surgeon)

Climate

The changing climate can affect tree growth and survival, making it more challenging to establish and maintain new forests in some areas.

What solutions are out there?

• Larger trees reduce vandalism

• Larger containerised trees can also be planted all year round so save cost in construction delays.

• Educate the public on ‘right tree, right place’ including things like – species with a loose canopy to allow more light into gardens, species which don’t drop fruit/ needles etc.

• Education to alleviate worries of large trees next to properties (advise on offsets)

• Education on how larger trees are better for your personal carbon footprint!

What needs to change?

• Reiterate the value of large trees and refuse VE changes where heavy standard are specified!

• Education on disease/ pest management. Cultural change from monoculture avenues to ‘biodiverse avenues’ which also encourage developers to plant larger trees such as Liriodendron, Liquidamber and Quercus palustris.

• Shift in living practises, more wide avenues/ boulevards that allow for larger trees in the streetscape.

• Shift in living practices, more high density living with large POS around developments whichcan accommodate larger species.

CONTEMPORARY LANDSCAPE PRACTICE

THEORY IN CONTEMPORARY LANDSCAPE PRACTICE

How could you use design theory or research in landscape architecture projects and might this bring more substance, clarity, meaning to your work? Discuss approaches the potential value of this way of working.

Using design theory and research can bring depth and better understanding to the spaces we create

Academic research:

Essential tools for landscape architects to create meaningful and effective spaces that meet the needs of users and enhance the environment. By applying design theory and research methods, landscape architects can develop innovative and sustainable design solutions

Allows to critique your beliefs by verifying theories and other peoples perspective which allows you to broaden your knowledge and perspective

Allows you to use existing landscape theories to justify and enrich your design choices

Site surveying and professional knowledge

One approach that landscape architects can use to apply design theory and research to their work is by conducting site analysis, which involves assessing the physical, cultural, and environmental characteristics of a site. This analysis helps landscape architects understand the opportunities and constraints of a site and develop design strategies that respond to its unique context.

Evaluate the effectiveness of landscape design interventions

Can assess the performance of a landscape design by collecting data on user behavior, satisfaction, and environmental impacts. This information can be used to refine and improve future designs. By using design theory and research, landscape architects can create landscapes that are not only visually appealing but also meaningful and functional. A research-based approach to landscape architecture can provide more substance, clarity, and meaning to a landscape architect’s work by grounding design decisions in evidence and ensuring that design solutions are responsive to the needs of users and the environment.

Landscape architecture

Art or Science?

Landscape architecture is neither art nor science, but art and science; it fuses environmental design with biological and cultural ecology.

A Word for Landscape Architecture

John Beardsley

LANDSCAPE ARCHITECTURE AND IMPACT OF ARTIFICIAL INTELLIGENCE (AI)

AI has the potential to change landscape architects work.

It could replace architect when it become easier and cheaper for the client to use AI or with more and more data and information becoming available remotely it may replace architect to go to actual sites to experience and analyse them.

However, I believe that AI is not a replacement for human expertise and creativity, but rather a tool that can support and enhance the work of landscape architects.

In the design phase. AI tools can be used to analyze data on the site and its context, and help landscape architects make informed decisions about the design. For example, AI can analyze soil conditions, water availability, and other environmental factors to suggest plant species that are well-suited to the site’s conditions.

In the construction phase, AI can also be used to automate some of the more repetitive and labor-intensive tasks, such as grading or excavation. This can help reduce costs and speed up the construction process.

In the maintenance phase, AI can be used to monitor the health of plants and trees, detect pests and diseases. This can help reduce the need for manual interventions, and improve the health and resilience of the landscape.

There are certain skills that are likely to remain safe from AI.

These include skills that require human creativity, intuition, and empathy, such as understanding the needs and preferences of stakeholders, developing design concepts that are responsive to the cultural and social context of the site, and communicating design ideas effectively to clients.

The challenge for the profession is to embrace AI as a tool and find ways to integrate it into the practice of landscape architecture in a way that enhances the quality and sustainability

CONVINCE THE PUBLIC AND FELLOW PROFESSIONALS THAT LANDSCAPE ARCHITECTURE HAS SOLUTIONS TO OUR ENVIRONMENTAL CHALLENGES

To convince the public and fellow professionals that landscape architecture has solutions to our environmental challenges, it is important to communicate the value and relevance of landscape architecture in addressing these challenges.

Develop a clear and compelling narrative: to explains how their work contributes to addressing environmental challenges, to show benefits of green infrastructure, such as improving air and water quality, reducing urban heat islands, and enhancing biodiversity.

Showcase suscessfull casestudy: These casestudy can serve as examples of how landscape architecture can address environmental challenges and improve the quality of life for communities.

Collaborate with other professionals: such as engineers, planners, and ecologists, to develop interdisciplinary solutions to environmental challenges.

Engage with the public: to raise awareness of the value of their work and to build support for green infrastructure projects. This can be done through public meetings, workshops, and educational programs that explain the benefits of green infrastructure and the role of landscape architecture in addressing environmental challenges.

Advocate for policy change: to supports the use of green infrastructure to address environmental challenges. This can include advocating for green infrastructure standards in building codes, zoning regulations, and municipal plans.

ATTRACT MORE SCHOOL LEAVERS INTO THE PROFESSION OF LANDSCAPE ARCHITECTURE

To attract more school leavers into the profession of landscape architecture, it is important to raise awareness of the profession, highlight its relevance, and provide opportunities for students to explore the field. Here are some possible initiatives that universities, professionals, and the Landscape Institute can undertake:

Outreach programs: Universities, professionals, and the Landscape Institute can collaborate to develop outreach programs that introduce high school students to the field of landscape architecture. This can include workshops, design challenges, and tours of landscape architecture projects.

Mentorship programs: Universities and professionals can develop mentorship programs that connect high school

students with practicing landscape architects. This can provide students with the opportunity to learn about the profession, gain hands-on experience, and receive guidance from professionals.

Scholarships and internships: Universities, professionals, and the Landscape Institute can offer scholarships and internships to high school students who are interested in pursuing a career in landscape architecture. This can provide students with financial support and practical experience that can help them succeed in the field.

Career guidance: The Landscape Institute can provide career guidance to high school students who are considering a career in landscape architecture. This can include information on educational pathways, professional development opportunities, and job prospects in the field.

MAYFIELD PARK CASTLEFIELD VIADUCT

The first new city park in Manchester for 100 years.

A 6.5-acre parkland, with 142 trees, 120,000 shrubs and plants, as the park features a kids’ play zone with 6 slides, all woven around the daylighted River Medlock – one of Manchester’s founding rivers.

WHAT SUSTAINABILITY MEASURES HAVE BEEN INTEGRATED INTO THE PARK?

The River Medlock has been uncovered and rejuvenated, creating a new habitat for wildlife. The park contains a number of new measures to support biodiversity, including kingfisher posts, bat bricks, and bird boxes. Many species are already returning to Mayfield, including fish and birds!

Whenever possible, existing materials and structures have been reused and recycled across Mayfield. The site has a unique industrial heritage that will be celebrated and revived to form a place for the future rooted in its past.

The cavernous Depot building, railway arches and three bridges have been retained, and historic details such as the Mayfield Baths tiles preserved and saved for use elsewhere on site. Materials have also been sourced locally to minimise the environmental impact of the development and construction process.

The project is part of a wider repurposing of brownfield and former industrial space in Manchester promoting the city as a go-to place for innovative urban development in housing and green and open space.

A new park in Manchester

Manchester’s new park in the sky

Five years ago, if someone asks me if I want to be a Landscape Architect, I would say No, I don’t even know what Landscape Architecture is.

If anyone asks me the same question today, my answer is I don’t know what else I can be

I was born and raised in Vietnam, a country that is extremely beautiful in terms of the natural landscape, where there are many tropical forests on the high mountains and the coast stretching along with the country, where has peaceful villages with breathtaking landscape. But I grew up in a dynamic cities with rapid economic development, skyscrapers and lack of greenery. Perhaps my passion for landscape architecture begins when I visit my hometown. The beauty in rice field and lotus pond, boating in lagoons and sightseeing wildlife habitats. It was this love for stunning landscape of my country that I developed at a young age that led me to be an architect. I have dreamed many times about being able to create interesting green spaces

Until I worked in an architecture firm, I participated in a design group of an ecotourism project and was assigned to take charge of the design of resorts. By seeing the vast natural landscape and researching on ecological environment issues and tourism have gained practical knowledge, and teamwork skills, especially have a deeper insight into Landscape Architect, and gradually realized that I have an interest in this industry.

Furthermore, while working in this industry I was aware that the problems of the cities in my country- a developing country are the shortage of urban landscape spaces and the inefficiency of such spaces for the use of human. I realized the importance of designing landscape architecture that not only creates spiritual values for users but also creates economic and environmental values for an entire area. Besides, Vietnam is a country with strong urban development and many landscape resources that need to be invested and developed with great potential in the future, therefore, currently, there is a huge demand for experts in this industry. However, this is a relatively young field in my country, there are not many specialized training courses in Landscape design.

My return to study a masters in the UK has allowed me the time and resources to delve deeper into issues I care about like environmentally sustainable design and special educational needs. I found an opportunity to acquiring cognitive and concern about the major challenge of the twentyfirst century—global urbanization, natural disasters, and climate change—all involve landscape architecture. They are interrelated, and landscape architects can and must address them with scientific knowledge, holistic perspectives, and creative imagination. I believe that landscape architecture is the future of urban and human. We are living in a time of intense change with an amazing revival taking place as society, governments, and stakeholders begin to appreciate the true value of the landscape for enviromental and human living quality.

My ambition is to use the knowledge and vision of the world about landscape architecture to help my country and its cities cope with the time when it is facing the development that is taking over the landscape and the environment. Perhaps the landscape solutions that I am looking for to balance economic, social and environmental development are the answer for the future. But firstly, in the near future I would like to learn more and see what the world and landscape architecture is like with a job at a landscape firm in UK. I am interested in large scale projects in the context of urban landscapes or urban development in rural areas. And back to my country, I desire to work as a landscape projects consultant for tourism development in the direction of sustainable development.

A tourist attraction in my hometown

Rice field in Viet Nam

Viet Nam tourist landscape

Turenscape Wetland park in urban Hong Kong Wetland park in middle of city