Q+A with Julia Cambage, CEO of the Australian Institute of Architects

Michael Smith – What attracted you to the role of CEO of the Australian Institute of Architects?

Julia Cambage – I believe in promoting the best interests of Australians through exceptional design and an ethical approach to our built environment, so it was a natural fit for me to join the Institute.

The architecture profession – and the Institute specifically –plays a strong role in creating a world-leading future for our built environment with its strong public voice and strategic engagement.

I am proud to advance these causes as the leader of the Institute. We are continuing the Institute’s focus on making our organisation as efficient and effective as it can be for members, and being their public voice. This means we can ensure all Australians are able to gain the benefits of design throughout their daily lives.

Of course, it is also great fun to meet our talented and diverse members, as well as checking out all the wonderful projects they help to make happen.

MS – Coming into this role from another industry must involve a very quick learning curve. What has most surprised you about the architecture profession?

JC – The enthusiasm and creativity across the profession to drive new and better environments for people has been so inspiring. While this didn’t surprise me as such, I continue to be heartened by the enthusiasm architects have for their roles, the broader community, and how good design in the built environment can improve quality of life for us all.

I have loved getting out and about to meet members across the architecture profession since I started as the Institute CEO this year.

There are such wonderful people and initiatives to create a better built environment within our architecture profession and make increasingly better spaces and places for all people. And the creativity! We have a some of the world’s best architectural minds in Australia and we need to make sure everyone knows!

MS – What do you see as the key indicators of a successful Institute?

JC – The Institute has come through a period of intense effort and planning to ensure we have a strong and viable organisation that delivers value to its members and inspires the public.

Strategic planning and consolidation – both within the Institute itself and for our public efforts – have led to the current phase of delivery of our strong strategic plan.

Our success is linked to the high value we can provide to our members. This is both through the delivery of member services, education and training, and also the advocacy and clear policy and positions that concisely demonstrate where we stand and what we believe in as a public voice for architects. All these pieces are underpinned by strong governance and capacity.

Equally, we are continuing to communicate the huge benefits and value of good architectural design and planning for people’s homes, workplaces and communities.

MS – What do you see as the Institute’s core strength?

JC – Our core strength is our members and the strong engagement we have with them. More than 11,000 members across Australia are enthusiastic about policy and advocacy, and the Institute is advancing these causes on their behalf and on behalf of all Australians.

The Institute thrives due to the ongoing cooperation and communication we have with members for our education and training initiatives. The maintenance of up-to-date and relevant practice and policy information assists members in their own practice.

Our strength comes from architects themselves and their expertise creating effective and beautiful designs that make Australian lives and lifestyles better. We are also enriched by international leaders who reach out across the global.

MS – In 2016 the Institute undertook a substantial governance overhaul. How is this governance system working out? Has the Institute got their systems right, or are more changes necessary?

JC – The Institute and our members have put in significant efforts to refresh our policies and structures within the organisation, and those efforts are really paying off.

The Institute has a clear strategic vision and a path to follow to achieve it.

The Institute is well-placed to maintain the focus where it should always be – on providing an optimal outcome for its members and inspiring the community about architecture.

MS – In what areas would you like to see improvement at the Institute?

JC – I am a firm believer in a strategic public and member focus, and while we have made major strides in these areas, there is always more we can do.

We can deliver a stronger policy platform that clearly demonstrates our position.

I want to continue strong engagement to provide the best possible services and agenda for policy change and advocacy. In this way we will assist architects and also help create better communities.

We are also working with other organisations across the architecture and construction industries to present strong and unified best practice policies. In this way we can amplify our message and be heard where it matters, all so we can advance the public interest through effective and ethical design.

MS – Planned Cover is a largely non-diversified insurance company wholly owned by the Australian Institute of Architects. In the wake of the Lacrosse VCAT finding, is the Institute’s financial position vulnerable to a potential surge of claims against architects?

JC – We note the legal processes in VCAT are not resolved, so it would be inappropriate to comment on any specific issues.

We have urged our members to check their own contracts and insurance. We have also called for risk to be allocated to the party best placed to manage it in major contracts.

MS – There is concern among many about a potential downturn in the economy and reduction in demand for architectural services. What do you think the Institute can do to help their members in difficult or uncertain times?

JC – We acknowledge the downturn in construction and finance in the residential market but the potential impact for architects is yet to be determined, given the broad nature of services architects provide to the public.

While tighter lending criteria by the banks may delay or lower the volume and value of new dwelling commencements, it may equally lead to an increase in demand for renovations or extensions. There may also be a pipeline of government-backed projects through a renewed focus on social and community housing projects. Likewise, the emerging Build-to-Rent asset class, may create new opportunities for architects.

We will continue to advocate for architects in precinct planning and take a stronger leadership position in this space.

We know architects create value for clients, through their cost-effective practices and their expertise in design and materials. Architect-administered contracts also offer consumers greater protection in a volatile market.

At the Institute we will continue to advocate for the best possible outcomes for the public – and this is often by engaging an architect. Clients can get a great design outcome in a cost-effective and regulatory compliant way.

We also have research underway on client-architect contracts, to determine the best possible way for architects to draw up and manage their contracts.

MS – How do you think the AIA and architects generally are perceived by the wider community?

JC – I believe the public value architects through their lived experience. All of us recognise being within a beautifully designed building or community, and the positive impact it has on our life and lifestyle.

I believe architects are highly respected, not only for their work, but also for their knowledge and creativity in design and processes.

This makes the role of the Institute a fortunate one – to give a public voice to the expertise and knowledge of members and continue to inspire the public.

MS – How much importance do you place on improving gender equity and diversity?

JC – We know having a diverse workplace leads to better outcomes for organisations, so it makes sense to have that diversity.

At the Institute we have a longstanding approach to ensure fairness, equity and respect.

Further, we encourage the entire architecture profession to do the same. That’s why the Institute established gender-equity policies to encourage equal opportunities, rights and benefits.

Personally, I’m excited about the number and calibre of women appointed to key leadership positions in NSW this year. In a traditionally male-dominated industry, these women will advance the cause of NSW architects.

The next step is to achieve more diversity across all areas of design and construction.

MS – What are you most looking forward to in your role?

JC – I am excited about continuing to lead the Institute in its role as the chief public voice for architects and great design for Australia’s built environment. I love letting everyone know about the benefits great architecture and design can bring for our homes, workplaces and communities.

I’m looking forward to linking up with other organisations across industry to further amplify this message, influence policy and impact results. In this way we can create the best built environment we possibly can have in Australia.

MS – Thanks for your time

Architecture is for everyone.