Landscape Architects, as a professional group, are involved in more than just the scope of work that results in the physical project. For example, land use policies, planning, public agency processing, community involvement and environmental analysis are integral parts of each project.

The diversity of projects being handled by the Landscape Architect today?EUR??,,????'??+rural lands, suburban properties, land fills, urban lots and wetlands?EUR??,,????'??+illustrates the wide variety of environmental conditions and development programs that are now part of this increasingly complex service.

Today, international, national, regional and local changes are frequent, profound and, sometimes, upsetting. The U.S. economy is in turmoil and not based on “real” value. Social problems such as the plight of the homeless are more evident. Environmentally, we still need to clean up the waste and conserve natural resources. Our business community is reassessing all aspects of doing business. Public planners have learned that design by regulation doesn’t work.

Locally, these changes have resulted in the public’s fear of what the design profession produces because of past poorly conceived and built environments. The results are measures such as growth control initiatives and similar legislation. Real solutions are available, and though the future looks murky, solutions are possible.

How can we as Landscape Architects strike a successful path into the future for ourselves as professionals and as a profession? This is the problem, and as Landscape Architects, we are problem solvers.

We need a business-oriented plan that blends financial strength with professional quality. I propose the following goals be included in your firms and your personal business plan.

Leadership

Landscape Architects need to demonstrate the essential role that we provide as leaders and managers of projects. We should continue to train ourselves to provide a clear understanding of the issues. A positive problem-solving service that resolves environmental, social, political and economic factors is another leadership role of Landscape Architects.

Scope of Work

We need to increase and broaden the Landscape Architect’s involvement in all matters relating to the outside environment. This would include active participation, along with the community, in matters involving policy, planning, design, construction and maintenance of the landscape.

Professional Education and Training

Our job is getting more complex, time consuming and influenced by the political and community participation process. Therefore, the training of future Landscape Architects to recognize and respond to the multitude of future issues and conditions is essential. This training will perpetuate the quality of this profession’s products.

Public Awareness of Profession

Our goal is to bring a clear and simplified understanding of the profession to the general public. In this way, the Landscape Architect’s role and contribution can be recognized and more effectively utilized.

Financial Return

We need to demonstrate to Landscape Architects that the basis of successful professional activities is through successful business activities. Understanding the importance of successful business activities is, in fact, essential to successful professional activities.

Liveable Environment

Building and maintaining a liveable environment should continuously demonstrate the contribution and commitment of the Landscape Architect. This environment should be suitable for a full and healthy life now and in the future.

The success of the profession in general, and your practice in particular, is dependent on your understanding of the factors that influence success. Outstanding design techniques no longer insure a thriving practice. An understanding of political, economic, social and business factors are essential in today’s and tomorrow’s market. Don’t let change take you by surprise. Be ready and flexible and your business will adapt and flourish in the dynamic environment of landscape architecture.