Landscape Professional Organisations (LPOs) are an important part of the landscape industry and play a key role in advocating for landscape architects. Many of these organisations were established in the pre-internet age to provide forums for people to meet, to distribute information, to represent landscape architects, and to seek formal recognition. In an era of pervasive internet and social media, their role needs to adapt to provide value and greater advocacy for the profession. The following outlines some of the ways Landscape Professional Organisations can evolve through a series of improvements and initiatives.
Broader Representation & Membership
Landscape Architecture encompasses many different roles and positions within society; therefore, LPOs should seek to be more inclusive of landscape architects and other designers to improve diversity of membership, while also leveraging their skills and knowledge to better represent and advocate for landscape architects.
LPO’s often lean toward representing the majority of LPOs’ membership in professional practice, which can leave those working in government, education, non-profits, and the private sector (developers, project managers) underrepresented and lacking recognition in Awards, Fellowships, etc. LPOs should seek to provide different levels of membership for landscape architects in non-private-practice roles and to include them in sessions, conferences, and awards.
LPOs should also strive to have broader representation of younger members, including early-career landscape architects, graduates, and students, and involve them at all levels of the organisation.
Embrace Platforms
Many LPOs are good at advocacy and at providing information through formal correspondence, websites, or email; however, in recent times, many members and governments have moved to digital advocacy through webinars, social media and video platforms, and LPOs should seek to shift some of their advocacy and communications to new platforms to communicate with members and increase their influence.
Face-to-face events remain key to ensuring members can meet to discuss local issues and recent events, and to provide access and influence through various platforms.
Formal Representation
In many parts of the world, landscape architects are not formally recognised by governments or other allied professionals. LPOs should seek recognition for landscape architects on par with other professionals, such as engineers and architects, and define the scope of work that can be performed only by landscape architects.
When representation is achieved, LPOs should collaborate with governments and allied organisations to ensure recognition is maintained rather than eroded by other interest groups seeking to reduce the value of the landscape profession.
Advocate for a Range of Issues
LPOs should seek to address a broad range of issues within the expertise of landscape architecture. We are a generalist profession that can bring together various professions and interest groups to discuss these issues, but there must be a steadfast focus on landscape as our area of expertise.
LPOs need to be wary of hyperfixation on an issue or trend that can dominate discussions, events, and communications. This fixation can create alienation and apathy among members without the organisation realising it.
Promote Local Projects
In recent times, many LPOs have broadened their publications (blogs, websites, newsletters) and awards to include projects outside their countries; I speculate this is to increase social media following or revenue. However, this seemingly dilutes the value and standing of the LPO and its members. LPOs should firstly seek to promote local projects, issues, and initiatives to ensure members are effectively represented and receive the best value for their membership.
Training & Continual Professional Development (CPD)
LPO’s should provide ongoing training and professional development for members to improve their overall skills beyond conferences.
A large proportion of firms and organisations are small (fewer than 10 people) and lack the resources to provide training; therefore, LPOs are best placed to provide professional development and training. Ideally, an annual series of sessions within an expertise framework (Design, Technical Design, Technology, Project Delivery, etc.) that allows landscape architects to progress in their careers and develop a broad range of skills rather than focusing on a single expertise (design, planting, visualisation, BIM, etc.)
To maintain membership, all members should earn a set number of points through CPD programs across a broad range of expertise (see above). There should be a compulsory component to ensure that all members are up to date with relevant regulations, thereby promoting professionalism and competence.
LPOs need to strike a balance between sponsored and independent content, as sponsored content can often turn into advertorials rather than professional development.
Invest in Research
Many landscape architects continue to yearn for the ability to discuss the value of landscape using data and economics with clients and stakeholders. LPOs should seek to invest in collaborations among members (professionals and educators) to establish key findings on the value of landscape architecture.
Also invest in mutually beneficial research into improving design (projects and frameworks) outcomes through evidence-based research and post-occupancy evaluations.
Greater connections with Education Institutions
Many LPOs certify landscape architecture courses; however, stronger connections between the profession and education institutions are needed to enable broader conversations about attracting and educating future landscape architects.
Professional practices often feel that education programs need to better reflect the industry needs as many graduates seek careers in professional practice. Students should gain an understanding of professional practice and other career paths beyond what a class in the final semester can provide. Also, through stronger connections, professional practice, educators, and governments can collaborate to invest in research that provides opportunities for students and landscape architects to work together toward aligned learning and outcomes.
Governance & Management
LPOs should establish strong governance and management structures that reflect a diverse range of industry representatives. It’s important to include capable individuals with the right skills and experience to help the organisation meet its financial and regulatory standards. Additionally, having independent and impartial members in the management team can serve as valuable advisors (and real-world checks) and support ongoing compliance with financial and regulatory requirements.
Planning for the Future
Earlier, I noted that many LPOs need to have broader representation of younger members. There is also a need to attract new, younger members to the organisations and provide them with opportunities to represent their fellow younger members at all levels. The best way to achieve this is to implement a long-term plan that includes succession, with mentorship and training, to avoid a void at various levels of the organisation. The future of any organisation lies in its younger members, and undertaking planning and having a succession plan are key to ensuring that future.
Landscape Professional Organisations (LPOs) are integral to the landscape profession, providing members with opportunities for connection and representation. However, at all times it is essential for LPOs to focus on delivering tangible value. They must balance ambitious aspirations with the need to advocate for landscape architects and the significance of landscape, while providing services and advocacy that benefit members and society.
Op-ed by Damian Holmes, Editor of World Landscape Architecture
Image Credit: 정훈 김 crystal710 Pixabay
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