From Idea to Site

A project guide to creating better landscapes

Claire Thirlwall

• Publisher: RIBA Publishing
• Year: 2020
• ISBN:
  9781000705317
• Edition: 1
• Topic: Architecture
• Subtopic: Architecture General

From Idea to Site explores how to improve the working practices of landscape architects and therefore the quality of the design and management of our external environment. Based around the life of a project, this book puts innovation and technology at the forefront: looking at how they are changing the profession, and how these innovations might be used in the professional arena.

The book also shows how landscape architecture can add to the quality and sustainability of varying construction projects, and how to make the best use of a landscape architect's skills. Including in-depth illustrated case studies from UK and international landscape schemes, the book looks at the often challenging process of getting projects to completion – 'from idea to site'.

Chapter One
DEFINE

Fig 1.0 View from Beacon Hill Country Park towards Ratcliffe-on-Sour Power Station, 2017, Woodhouse Eaves, Leicestershire, UK

INTRODUCTION

Before a project begins, before any of the formal works stages are considered or even before the first conversation with the potential client, decisions are made that determine success. Some are outside the control of the landscape architect, such as standards set by legislation. However, many of the standards we work to are up to us – our values, our skills and our aims for the project. Identifying and defining these standards can help us decide the projects we work on, the clients we work with and the values we wish to uphold.

Some decisions or standards may be implicit, only discussed if we are asked to work on a controversial project. We might be certain that we would never work on a project directly linked to an extreme political party. But how far would we take that view – would we work with their supporters? Would we choose suppliers who donate to campaign funds? Would we have an account with a bank that finances them? Companies might not be open about all their business practices, so we need to decide what our own thresholds are, and how much research we can realistically undertake. Credit checks and other due diligence checks are part of taking on a new client, but should we check their conduct and allegiances?

This chapter explores some of the standards and criteria we might work to and the guidance available to help us make the best decisions from the outset of a project.

Fig 1.1 Didcot Power Station the evening before demolition of the three southern towers on 26 July 2014 – landscape architects work on large-scale projects that have a profound impact on the landscape; Frederick Gibberd for Central Electricity Generating Board 1964

Fig 1.2 Landscape study for Didcot Power Station (Didcot A); sketch plan by Frederick Gibberd 1964, Sutton Courtenay, Oxfordshire

Table 1.1 The elements of this workstage¹

PRIOR TO STAGE 0 STRATEGIC DEFINITION

– Before a new project is instigated

STAGE 6 – HANDOVER AND CLOSE AND STAGE 7 – IN USE

– Use client feedback and lessons learnt from previous projects to review standards and refine processes for future projects

THE LANDSCAPE ARCHITECT

What sort of landscape architect am I?

How often have you stopped and thought about what sort of landscape architect you are? Maybe you’ve questioned your principles when faced with a moral dilemma, such as a controversial project or a challenging client, but how much time have you spent considering your approach to your work?

Why does it matter?

Knowing our own standards and defining what sort of landscape architect we are, and want to be, matters. It means we know what projects we are prepared to take on but also how we want to work and if there are areas in which we’d like to specialise. We might be able to work for short spells on projects that are at odds with our beliefs, standards and ethics. In the longer term working on projects that you don’t support is at the very least unfulfilling, meaning we lack enthusiasm, motivation or creativity, or don’t treat the project as a priority. At worst it could be a risk to our reputation, livelihood or even our health.²

It may sound like an indulgence, far removed from the immediate issues that we face with our projects. However, knowing your own parameters – what you will and won’t accept – is an important step. At a most basic level it means that you won’t work on projects that are odds with your own beliefs, a situation that rarely results in a successful project. As we progress through our careers the type of landscape architect we are is likely to evolve, and if our circumstances change we may have to review our approach entirely. Understanding the type of landscape architect we are, and that we aspire to be, is central to all elements of our work, and should be considered at the outset of any project.

Whilst writing this book I have asked other landscape architects if there are projects they would refuse to work on, or clients they would never consider. Some said they would work on any project, but when pushed it was clear they had limits that they had never considered. Others had specific activities, such as fracking or new housing, that they would not want to work on. Discussing personal views and how employers accommodate these has been fascinating.

For sole practitioners the situation is perhaps simpler, as you only have your own opinion to consider, but with greater potential consequence. In a large practice the impact of declining the occasional project on ethical grounds is likely to be minimal. However, for a smaller practice where each job is a higher proportion of income, turning down much-needed work can be a difficult decision.

Fig 1.3 Great Western Park housing development – some professionals choose not to work on new housing schemes on greenfield sites, various developers, 2019, Didcot, Oxfordshire

It is a complex issue, and even a project that we are happy with in principle may have elements that we are uncomfortable with. Given the nature of our work and the range of projects we can be involved in it would be a mistake to set hard and fast rules, as each situation needs to be judged in context. Our codes of professional conduct might give us some guidance, but these still leave a great deal of latitude for a landscape architect to define their own approach.

Landscape architecture has so many facets that there should be a rewarding option for most of those who take up the profession. Working in a field that you enjoy means you are likely to come across as authentic, able to support your design decisions to your client and outside parties. Running a public consultation event or giving evidence at a public enquiry for a project that you don’t fully agree with is an uncomfortable experience. A project may be within the scope of our code of conduct and have no ethical concerns, but still not sit comfortably with our ideals. As a professionals we don’t always deliver the project in the way that we would have chosen, as our task is to carry out the client’s wishes, which may not be the same as our own. However, working on something that is very far removed from our ideals is unlikely to lead to a successful project outcome.

Defining our own standards

How can we develop our own personal set of standards, and what guidance is available if we want to explore this topic?

Universal standards

Each society has a set of standards that define what is acceptable conduct – serious standards are usually enforced by law, less serious ones determined by social norms. Standards such as legislation define the lowest acceptable standard – they define the least that is expected of us. Standards defined by social norms apply to business as well as personal conduct and can differ from country to country, or even within different sectors of the same business, depending on context – compare the formality of a board meeting with an informal site visit.

An interesting standard to explore is the United Nations Global Compact, created as part of the 2030 Agenda for Sustainable Development.³ The Compact, supported by over 9,000 companies in 161 countries, has 10 principles covering human rights, labour, environment and anti-corruption.

Business standards

We need to comply with the legal requirements of running a business or organisation but there are other factors that need to be considered, all of which can impact on staff performance, financial viability, and the subsequent success of any project. These include payment terms, profit margin, financial risk, pay scales and employment terms, such as zero-hours contracts or unpaid overtime or internships. Less than desirable standards are rife in construction, so it pays to be diligent.

Construction sector standards

The construction sector has a number of recognised standards that can be applied to projects,...

Table of contents

• Cover
• Title Page
• Copyright Page
• Dedication Page
• TABLE OF CONTENTS
• Acknowledgements
• Preface
• Introduction
• Chapter One DEFINE
• Chapter Two PLAN
• Chapter Three DESIGN
• Chapter Four THE DESIGN TEAM
• Chapter Five CONSTRUCT AND MANAGE
• Chapter Six MAINTAIN AND EVALUATE
• Appendix
• Further Reading
• References
• Image credits
• Index