Landscape architecture absolutely shines in the most beautiful vacation destinations - a few of which are highlighted in this issue - but what about the places that exist solely as a pitstop on the way to those destinations? As Deputy Director of Aviation with the Kansas City Aviation Department (KCAD), J. Jade Liska, PLA, is leading the way in this niche, proving that Landscape Architects are not only nice to have when designing airports, but necessary to create a cohesive environment in these miniature cities.

How did you end up in airport design?
After graduating with a degree in Landscape Architecture from Iowa State University (ISU) in the 90s, I worked in the private sector for about a decade and then thought I would try the public sector. I started out in the City Planning Department in Kansas City, Missouri, and was fortunate enough to create a project where we had a partnership with KCAD on developing new land use maps around the airport. During that process, we worked together to complete the necessary maps for the surrounding area, on-airport land use, and compatibility zones for proper development in and around the airport environment.

After successfully completing those projects with KCAD in 2009, I had the opportunity to continue working with the Aviation Department on many other projects, which allowed me to further my professional relationship with aviation leadership, especially as new development projects were encroaching on airport land uses. Through this continued partnership, they saw my leadership and project management skillset and invited me to interview for a transfer into aviation as initial discussions began for a new terminal project at Kansas City International Airport (MCI). This gave me the opportunity to finish the master planning efforts and implement the next steps of the document I had worked with them on before, beginning my full immersion in aviation design.


What was your exposure to airport design before your role with the city?
I didn't have a chance to work in an airport environment before taking on the role with the city. But, as luck would have it, one of my projects in my last year at ISU was to design an arrival and departure space within the local airport in Ames, Iowa. So, my career took an almost 360-degree approach. Who knew my senior project would have an impact on my life now? It's amazing, as I was part of the main leadership team in building a successful, $1.5 billion, brand-new terminal and parking program at MCI that was completed in 2023.

 
What was your experience as a Landscape Architect working on the MCI terminal expansion?
When I was brought on as the project manager, I worked closely with the selected design/build team to evaluate the program, fabrication schedule, delivery methods, trade-partner processes, and the jobsite environment. It was a challenge. Throughout the 6-year process designing and building the new terminal, we had to manage the expectations and dynamics of many different stakeholders. However, from the beginning, it was essential to keep the Federal Aviation Administration (FAA) and its regulations as the top priority to complete the necessary environmental assessments and programmatic agreements so we could stay on track for completion. Even with the unexpected impact of COVID-19 in March 2020, my involvement with the leadership allowed the design-build program to stay on-schedule and on-budget. During the 10-year process of the scoping and developing the new terminal program, I was instrumental in organizing the data and details needed to promote the program, communicate with elected officials, lead the aviation steering committee, and present at public meetings. I was part of organizing countless meetings to empower all 305 project partners, manage the specifications and plans, and keep the project aligned with budget and stakeholder expectations.

A common statement I've heard from others about my involvement in managing projects is: "He's a Landscape Architect...?!" Fellow professionals know me as a Landscape Architect, but by showing my highly effective leadership and project management skills, I was able to lead these challenging projects. More importantly, due to my involvement, my collaborators better understand the capabilities of landscape architecture in supporting the greater planning, design-build, and construction industries. They believed in me because they saw me in action, and many of them didn't even know what a Landscape Architect did.

How did you guide your team during the pandemic to successfully complete the project, and what have you learned?
During the COVID-19 pandemic, I strongly advocated for collaboration, which allowed us to demonstrate and influence the team's core belief that working together for a common goal is stronger than the influences and impacts pulling them apart. By allowing each project team to develop solutions for each "impact" and not giving into the Force Majeure practices used with other projects, we motivated the teams to rethink the issues and address them by focusing what they could perform and control. This form of leadership resulted in the firm belief that this project could be completed with thoughtful and organized management. With the culture formed at the beginning of this project, my team would do it right.

The situation taught me the importance of finding the right team to be part of a project, as well as actively working together, which builds trust, relationship, and accountability. Leading by example is also important, as showing your own commitment to your profession leads to instilling that passion within your team and throughout the project. This has ripple effects, as one success has immediate impact and starts momentum for the next success.

What are the after-effects of your involvement with the Kansas City International Airport project?
During project implementation, I couldn't imagine the success of our accomplishments. While the project was still in development, I was nominated for and received the Design Achievement Award from ISU's College of Design in recognition of my substantial contribution to the discipline of landscape architecture. After completion, the project and the teams involved received 40 industry awards and recognitions from all around the world for our passenger amenities, new facility, customer experiences, concessions program, and leadership team.

What landscape architectural skills do you find are an asset in aviation design?
The broad scope of our work is a huge asset. My skillset as a designer, as well as my degree in landscape architecture, allowed me so many opportunities. One thought I share with students is to go out and try new experiences and find what opportunities exist within our profession. Find new chapters that enhance your talents and abilities. I tried all aspects of our profession - public, private, surveying, engineering, construction, residential, parks, recreation - because I wanted to find my own abilities and interests. I also used this investigation and curiosity to discover new abilities and ways to apply my skills through the chances afforded me by my professors and through the landscape architecture program. Being curious and experimenting led to a broad skillset that all comes together in aviation design.

What is the attitude in the aviation industry towards Landscape Architects?
The aviation industry is somewhat of a small industry, as people generally see airports as runways and airlines - very similar to how people don't think much of Landscape Architects except for those who work on residential landscapes or golf courses. Working in the aviation sector makes you realize that there's so much more that goes on, and that other professions could thrive and succeed there, if only we knew more about the opportunities earlier in our career path. Airports are a whole town in themselves, requiring the involvement of a variety of talents and professions for a well-run and organized environment.

What is your experience with landscape architecture in education versus in practice?
During my time at ISU, the landscape architecture program was very progressive with the opportunities we were given, and we were taught that Landscape Architects could manage a variety of diverse and complex projects. The program focused more on engineering and functional approaches, which suited me well. They immersed us in the site planning and construction aspects of the profession, and I did many of my summer internships in engineering fields. Looking back, the biggest gap I see is not being exposed to many other professions and jobs in related companies that could interest design students as well as what other jobs could use Landscape Architects, planners, architects, etc. Even the students in the Engineering College at ISU weren't taught much about professions in aviation-related fields.

What is next for Landscape Architects in the aviation industry?
The aviation industry is similar to other infrastructure industries dealing with the next decade of challenges. Much of our infrastructure - bridges, roadways, buildings, and utilities - is exceeding 60 years, including our aviation facilities, as they were all on a similar path of being built during the same decade of growth. We cannot forget about the next generation and how to build facilities that need to last another 50-100 years and be available to create new beginnings. Our infrastructure is what built America, and we need to not overlook maintenance and changes in how we travel. It will be an interesting challenge over the next 50 years to find out how we can adapt and create new opportunities for the next generation, and Landscape Architects can be in ALL those discussions and new possibilities.

To read the rest of our conversation, go to: tinyurl.com/lasn-36141