Calling for expression of interest: AILA Committees

Purpose

To advise the AILA Board on matters of Advocacy policy and their implementation to advance AILA as the leader in sustaining people and places through improved design, planning, policy, and management as it relates to Urban Green Infrastructure.

Objectives of the Advocacy Committee

• To establish AILA in a leadership role on matters of relevance to the organisation and its members.
• To provide the intellectual base for advocacy to AILA’s target audiences.
• To address members’ needs to support advancement of shared ideals as landscape architects.

Role and Responsibility of the Committee

To advise AILA Board on matters of advocacy policy and their implementation to advance AILA as leaders in sustaining people and places through design, planning, research, policy, and management.

• Strategy 1. Annually review the existing ‘Position Statements’ for their alignment with membership views and organisational priorities. Develop an Annual Advocacy Plan.
• Strategy 2. Develop and revise annually an Advocacy Plan for AILA, highlighting the top three policy priorities for the organisation. Proactively identify and coordinate advocacy responses to changes or threats in the landscape architecture operating environment.
• Strategy 3. Respond to matters of priority policy interest as they arise (i.e. address calls for public comment, government or industry reports).
• Strategy 4. Monitor current events to determine relevance to organisation and the potential need to adjust priorities.
• Strategy 5. Provide advice and recommend support, where appropriate, to State groups in their advocacy around state and local government issues.

Purpose

To review current policy and to develop new policy regarding AILA practice support and to develop and recommend strategies for improved membership support, services and benefits to the AILA board.

Objectives of the Practice Committee

• Review existing practice support mechanisms and develop a practice support delivery strategy
• Review and develop a strategy for practice notes and their future development
• Review other Institutes’ services and benefits and develop a plan for AILA.
• Recommend options for practice membership or “practice plus” solutions.

Role and Responsibility of the Committee

• To undertake a needs analysis with the AILA CEO to develop a practice support plan, including the sequencing and on-going development of practice notes at an interval of no-less than one per quarter.
• To work with the CEO to implement the Practice Support Plan including monitoring the on-going effectiveness.
• To work and liaise with other committees and working groups to ensure a well-rounded approach to the development of practice notes.
• To provide member/s to the Continuous Professional Development Framework Working Group.
  

Purpose

The purpose of the People Recognition Committee is to make recommendations to the AILA Board on matters regarding the recognition and the awarding of members for their outstanding contribution to both the professional and organisation.

Objectives of the People Recognition (ex Honours) Committee

• Review and Revise the Awards Policy on a regular basis
• Appointment of National Awards Jury Chair
• Develop, Review and Revise an AILA Fellows Policy
• Reviewing and updating Fellows criteria to make a recommendation to the Board
• Assessing and reviewing Fellow nominations to make recommendations to the Board
• Development of a People Recognition Policy
• Including practicing, retired, and deceased members.
• Recommendations for AILA nominations to international recognition programs
• Including the nomination of members for significant awards and the provision of guidance on the usage of AILA post-nominals.
   

Purpose

The FRAC will provide assistance to the Board of Directors in fulfilling the Board’s oversight responsibility to the members, and other stakeholders relating to the:

• effectiveness of AILA’s risk management framework and control;
• integrity of AILA’s financial statements;
• effectiveness of AILA’s internal control over financial, statutory and grants reporting;
• AILA’s compliance with legal and regulatory requirements;
• independent auditor’s qualifications and independence;
• regular review of internal and external audits; and
• performance of AILA’s internal and external auditors.

The FRAC is also required to:

• maintain free and open communication between itself, the external auditor, and management of AILA; and
• determine that all parties are aware of their responsibilities.

Role and Responsibility of the Committee

The FRAC key responsibilities and functions are to:

1. monitor the independence of the internal and external auditor and the internal and external audit function;
2. review the quarterly financial statements and reports including the Annual Report Financials and Budgets;
3. oversee AILA’s financial controls and systems; and
4. oversee the process of identification and management of risk.

Management’s key responsibilities are:

1. the preparation, presentation and integrity of AILA’s financial statements;
2. to ensure the appropriateness of the accounting principles and reporting policies that are used by AILA;
3. to establish and maintain internal control over financial reporting; and
4. to implement the risk management framework, actions and strategies.

Audit and Finance

1. assist the Board in relation to the oversight and reporting of financial information;
2. ensure the appropriate application and review of accounting policies and procedures;
3. ensure the appointment, independence and remuneration of the external; and
4. provide a link between the external auditors, the Board and senior management of AILA.

Risk and Controls

The FRAC function with respect to risk management is to review and report to the Board whether:

1. AILA’s ongoing risk management program effectively identifies areas of potential risk;
2. AILA’s anti-fraud programs and controls are adequate;
3. there are any issues from monitoring management’s steps to manage AILA’s major financial risk exposures;
4. adequate policies and procedures have been designed and implemented to manage identified risks, including a risk register, which describes the material risks facing AILA; and
5. effective remedial action is being undertaken to redress areas of weakness.

Compliance

The FRAC function with respect to compliance is to review and report to the Board regarding the effectiveness of the compliance framework, including:

1. compliance with laws and regulations (particularly those which have a major potential impact on AILA in areas such as trade practices, occupational health and safety, and the environment); and
2. compliance with Corporate Governance practices and regulations including ACNC Rules, Corporations Act and AASB requirements and other best practice corporate governance processes.

Financial Reporting

The FRAC function with respect to financial reporting is to review and report to the Board on the financial reports of AILA including:

1. Reviewing the quarterly financials and management’s analysis report;
2. Reviewing the annual audited financial statements;
3. Discussing the annual external audit;
4. Reviewing and assessing the appropriateness of AILA’s accounting policies and principles and any significant changes therein;
5. Reviewing and assessing any significant estimates and judgments in financial reports; and
6. Reviewing and assessing the processes used by management to monitor and ensure compliance with laws, regulations and other requirements relating to external reporting by AILA of financial and non-financial information.

External Auditors

The FRAC responsibilities for the external audit function include the following:

1. Review the scope of the external audit including identified risk areas and any additional agreed-upon procedures;
2. Review and assess non-audit services, with particular consideration given to the potential for the provision of these services to impair the external auditor’s judgment or independence;
3. Review the external auditor’s audit fee, and be satisfied that an effective, comprehensive and complete audit can be conducted for that fee;
4. Review and monitor management’s responsiveness to the external auditor’s findings and recommendations;
5. Review with the external auditor any significant disagreements between the external auditor and management, regardless of whether they have been resolved;
6. Review all representation letters signed by management, and be satisfied that the information provided is complete and appropriate; and Evaluate the External Auditor’s independence by:

• considering, taken as a whole, the various relationships between AILA and the external auditor;
• review and assess information from internal and external auditors that may affect the quality of financial reports; and
• review and assess documents and reports to regulators and make recommendations to the Board.
• The FRAC must review the appointment of an external auditor at least every three years.

Purpose

To provide support and guidance to the AILA Board in developing and implementing policy and activity that supports the profession to deliver Biodiversity Positive Design.

Objectives of the Biodiversity Positive Design Working Group 

The Biodiversity Positive Working Group will assist AILA in the development and implementation of actions which support Biodiversity Positive Design in landscape architecture. A working draft for AILA’s Biodiversity Positive Position Statement has been prepared by the Advocacy Committee, one of the first tasks of the working group will be to review this draft to ensure that the statement is cogent, clear, and actionable. The AILA Biodiversity Positive Working Group is a working group of the Advocacy Committee activity and key areas include:

Support for AILA Members

• Set out principles for biodiversity positive design in the position statement for the benefit of AILA members.
• Provide a single point of contact for State and Territory related committees.
• Provide overall guidance and help focus Biodiversity Positive Design initiatives of AILA State and Territory groups to best utilise resources and avoid duplication.
• Identify priority areas for development of actions, tools and resources to support members in the short, medium, and long term through member engagement.
• Determine ways to recognise members for embedding Biodiversity Positive Design in their work input into the AILA Awards policy.
• Consider ways for members to set targets and measure the impacts of their work.
• Investigate opportunities and make recommendations to the Continuing Professional Development (CPD) Committee.
• Identify and delegate priority tasks on Biodiversity Positive Design to the appropriate State and Territory groups.
• Contribute to and share resources with the AILA member community through Memberscape.
• Establish an AILA Member Roadmap to 2030, to align with international post-2020 Convention
• on Biological Diversity initiatives including time frames, success indicators, and review steps for the development of AILA Biodiversity Positive Design initiatives.

Work Cooperatively with others   

• Provide support and advice to the AILA Board and the CEO on biodiversity positive outcomes to build upon existing relationships with IFLA, ASBEC, AIA, Engineers Australia, PIA, ACIF, the Landscape Contractors Association, and other relevant associations and bodies.
• Help establish or build upon existing working relationships for Biodiversity Positive Design between AILA and the CSIRO, MECLA, TERN, AUCN, Ecology Society of Australia, The Nature Conservancy, and The Australian Business and Biodiversity Initiative.

Advocate to Government

• Ensure that the role of landscape architecture is understood and respected by all levels of Australian government providing guidance on Biodiversity Positive Design.

Role and Responsibility of the Working Group

• Advise how AILA could be a sustainable leader and become biodiversity positive and examine how to provide guidance and support to member practices becoming biodiversity positive.
• Provide feedback and advice to the Board on Biodiversity Positive Design implications on AILA’s strategic plan, its policies, position statements, plans, and services and any implications for other national committees.
• Advise on alignment of Biodiversity Positive Design in other AILA strategy, policy, position statements committees and working groups, education programs strategies, etc.
• Provide guidance to AILA on Biodiversity Positive Design messaging in AILA communications.
• Investigate funding sources and opportunities for AILA Biodiversity Positive Design initiatives.
• Identify areas for potential future research.
• Contribute to the promotion of AILA activities that support and promote Biodiversity Positive Design