Role Description

Main Job Priorities:

  1. Executive Leadership: To be directly accountable to the Board of Trustees for the provision of the day to day leadership and management of the Landscape Institute core team, alongside supporting the Board of Trustees and Honorary Officers to deliver their overall and individual governance responsibilities. To include the effective delivery of the approved business plan and agreed annual objectives.
  2. External relationships: To contribute to the public standing of the Institute within the built and natural environment sectors, by being a credible and influential advocate for the LI, in ways that complement the work of the President, Honorary Officers and key members. To include working collaboratively with the President, Board, Advisory Council, Standing Committees and individual members to:
    • Develop strong networks, relationships and partnerships with relevant external organisations
    • Promote the interests, views and policy positions of the Institute to officials of Government, non-government organisations, industry, other professions and media.
    • Promote the development of high quality landscape both in Europe and globally through its relationships with the International Federation of Landscape Architects and professional landscape institutions in other nations.
    • Promote the LI profession as an exciting career choice to prospective new members of all ages and backgrounds.
  3. Member engagement: To strengthen and enable all parts of the membership to play a more active role in the LI.  To include devolving and widening opportunities for participation where possible.  To include championing  wider participation by members from all backgrounds and different geographies.  To also include building strong, reciprocal relationships with branches at the devolved nations and local levels.
  4. Service provision: Oversee the provision of good quality, consistent services, including:
    1. Delivering high quality services to members, branches and registered practices
    2. Maintaining a high standard of profession conduct by members
    3. Ensure all records are kept safely and accessible
  5. Corporate Strategy: Work with the Board of Trustees to develop, prepare and implement strategic plans for the development and growth of the Institute, including obtaining a wide level of buy-in and participation across Advisory Council, Committees, Branches and members more generally.
  6. Business planning: To lead the annual round of business planning, in line with the priorities set by the Board.
  7. Resource management: Ensure the continuing financial health of the Institute and to manage and coordinate the business, administrative and financial affairs in an efficient, effective, accountable, transparent and fair manner, and provides excellent value and support for members and registered practices.  To include managing the annual cycle of business planning and budget setting, to be signed off by the Board of Trustees.  To also include providing regular, trustworthy reports to enable the Board to monitor and review performance.
  8. Staff management and well being: Lead the staff team and drive excellent performance within a framework of appropriate support, and development, appraisal and remuneration mechanisms.  To include promoting and addressing staff health and wellbeing
  9. Risk management: To work with the Board to manage the main organisational risks, including those associated with the on-going Covid pandemic
  10. Secretariat support to the Board of Trustees: Continue to manage the secretariat duties and co-ordination of business, administrative and financial affairs.  To include:
    • Ensuring efficient, effective, accountable, transparent and fair practices and processes.
    • Ensuring the President and Honorary Officers are supported in their specific roles
    • Addressing any action required by the Executive to strengthen internal controls and reporting, particularly, but not exclusively, in relation to any audit that is undertaken
    • Overseeing the role of the Executive in developing and delivering an action plan arising from the recent Independent Review
  11. Compliance: Ensure the Landscape Institute is carrying out its duties as set out in its governing documents and that the Institute is compliant with its statutory and legal obligations.
  12. Internal Communication: To support the Board, President, Honorary Officers, Branches and Groups in ensuring effective communication across all parts of the Landscape Institute and with its wider stakeholders and partners.  To regularly report to and communicate with the President, Honorary Officers, Board, Advisory Council, Branches and other bodies, as appropriate, to ensure clear lines of communication and agreement regarding the work of the Institute and ensure effective and joined-up decision making across the Institute.