Viewpoint

A message from Shaun Walsh, president of the Australian Institute of Landscape Architects.

As we endure the effects of climate change, the COVID-19 pandemic and the associated decline in our health, society, economy and environment, it would be easy to cower in the corner and wish that everything would go back to the comfortable (but unsustainable) way it used to be. I can’t see that happening. Instead, I see the current series of events – the public health crisis and the increasingly apparent effects of climate change – defining the twenty-first century. As landscape architects, we have the skills to deal with the crisis we now find ourselves in and the opportunity to lead, however counterintuitive and awkward this may make us feel.

I proudly chaired the 2020 National Landscape Architecture Awards and the projects awarded clearly demonstrate our profession’s breadth of talent and skills in problem solving. In terms of my own moment of realization of the difference I can make in my profession: I work for an organization that manages some of the best parks in Brisbane. This realization came with the unparalleled wave of positive public support received during the recent lockdowns for keeping these parks open and beautiful in recognition of their role in people’s mental and physical health. Since Queensland’s reopening, we have delivered a new event portfolio across the City Parklands Services that focuses on emotional recovery in a safe environment. The program has drawn accolades from the public and shows what we, as landscape architects, can achieve in leadership positions.

So what do we need to do, as landscape architects and landscape planners, to really lead? We must advocate like there is no tomorrow. The 2019 AILA Federal Election Campaign showed us what we are capable of, with limited resources but a common voice. How do we raise this to the next level, for every federal, state and local election, in relation to emerging and established issues? We must speak unreservedly, with strong and clear voices, and build new relationships within our profession and beyond. We must refine how we communicate for our collective voice to have its greatest resonance.

We also must consider the importance of equity, diversity and education to the future viability of our profession. In our current insular environment, we may very well see a more restrictive approach to immigration going forward. Without immigration, Australia will face a significant skills shortage. In a context where it is desirable to have more landscape professionals and more designed landscapes this may have an even more pronounced impact. From an economic perspective, those industries that attract employees from across gender, age, culture and race will be more likely to meet productivity demands and prosper. From a social equity perspective, I aspire to be part of an industry that embraces equity and diversity, as it reflects our values, and provides for richer and more meaningful landscapes. While we have made good preliminary steps in recent years, advocating for gender diversity and Reconciliation, our appreciation of cultural diversity remains lacking. At the same time, to address the skills shortage and ensure productivity, we desperately need to invest more in our academic programs, to both attract students to the profession and turn out quality graduates. AILA needs to continue to be socially progressive, with regards to both equity and investment in tertiary education, no matter how inconsistent with conservative government agendas.

In October I stepped down from the AILA National Board, after continuous involvement at an executive level since 2012, including serving three terms as an elected director and one year as a chapter president. It is time for the profession to see new leadership and fresh voices. At the same time, the change that has enveloped our organization since 2013 has been fundamental to the discipline’s capacity to respond to future change. The fundamental reform of our corporate governance and financial management platforms, the reform of our annual awards program, our Reconciliation Action Plan, our Gender Equity Study, and the ongoing revamps of our communications platforms (more work still needed!) are particular highlights.

Thank you to all the directors and AILA staff I have worked with in recent years – I have always led with the culture of being one of a group of leaders, to ensure diversity and equity in our collective voice and actions. I am proud to have been deeply involved in AILA’s steady evolution over the past few years, and will continue to be landscape architecture and landscape planning’s most passionate supporter.