Ahead of the annual election, we are sharing the candidates’ biographies and goals and directions statements.  Also, over the next three issues of LAND, the candidates will respond to questions about the future of the profession and ASLA, so please look for more over the next few months. 

This week’s question is “What were your biggest surprises or takeaways from the LA Industry report? How can ASLA best support landscape architecture professionals over the next few years?”

Gretchen Wilson’s Answer |  Jennifer Nitzky’s Answer  

Gretchen Wilson, ASLA, PLA

Question 2: What were your biggest surprises or takeaways from the LA Industry report? How can ASLA best support landscape architecture professionals over the next few years?

I was excited to see the 2024 landscape architecture industry report. As a Trustee, I advocated strongly for reviving this report as it has been a few years since the last. As a business leader, I have consulted this report to understand trends and insights from other leaders and firms. The specifics of running a business are not taught in Landscape Architecture programs, so the report is a valuable decision-making tool for our industry. 

One of my key takeaways from the report was that most firms practicing landscape architecture are four or fewer people. Small businesses can rely on ASLA to provide a multitude of resources and benefits that bolster their ability to streamline the business side of their practice so that they can focus on what they love to do most – landscape architecture. Small firms cannot afford to hire specialized marketing, accounting, or human resource professionals, so firm leaders typically assume these responsibilities. ASLA can offer even more SKILL|ED online courses and conference sessions tailored to small businesses to strengthen our business acumen. 

74% of firms provide landscape architecture services alone. That is amazing! And one-third of firms’ revenue comes from residential design. This is great news - private homeowners recognize the value that landscape architects provide. However, the report also shows that only 22% of firm revenue comes from the public sector, so as an industry we are not diversified well between the public and private sectors and public fees remain low. ASLA is working to improve the public’s recognition of the value of our profession and has been working extremely hard to ensure that public funding for some of our public work does not go away. I will continue this push alongside the team at ASLA so that we can expand our work in public places and be recognized for our expertise. 

There are many more opportunities to support the resilience and health of our communities through landscape architecture, but we must eagerly inform people about those capabilities and the layers of benefit they bring.  I was shocked to see that 76% of firms do not have plans to adopt AI. I would like ASLA to continue our investigation of AI and share experiences on how the myriads of AI tools available can support and expand our practice in positive ways. I believe these are time-saving tools that, if used ethically, can allow us to focus on what we do best – landscape architecture. 

One in four firms is going through a leadership transition. At Dig Studio, we have been planning for leadership transition since our founding, aiming to have a business that continues beyond its founding partners – a firm that cultivates leadership. I look forward to hearing more from others who are undergoing these types of firm transitions and sharing my experiences. 

I would love to hear more from members about what you think is most important to supporting our industry and practice, and hope to be able to implement the programs that best support our membership.

 Jennifer Nitzky, FASLA, PLA

Question 2: What were your biggest surprises or takeaways from the LA Industry report? How can ASLA best support landscape architecture professionals over the next few years?

I am thrilled that ASLA conducted the 2024 Landscape Architecture Industry Survey and is sharing the report with members. This initial report and the following biannual assessments are invaluable to gauge how ASLA can best support the profession. Sharing the results with members not only helps firm leaders understand the state of our profession, but also provides them with insight to identify areas that they may want to improve, enabling them to flourish.

A noteworthy discovery in the report is the percentage of small firms that make up our profession. With the current state of the economy and uncertain futures, small firms may face challenges or bear the brunt first. I work in a small firm, familiar with its challenges and rewards. My experience in firms of all sizes—from small to multi-disciplinary giants—gives me valuable insight to represent all ASLA members effectively as president. ASLA can use the survey results to help firms, especially the smaller firms that have lower backlogs, to be able to keep above water in uncertain times and provide tools to enable competitive edges when pursuing new work.

One such resource that I am happy to see grow is ASLA’s SKILL | ED programming. I was fortunate enough to be a participant in the first SKILL | ED Workshop and found it to be invaluable as a business tool. Skill | ED is an informative, focused way to gain insight on the tools, tips, and techniques to boost business and careers offering a wide cross-section of professionals and emerging professionals the practice management education that is not always gained in day-to-day work.

Another key takeaway from the report is the rise of research and data-driven business tools. It excites me to hear about the research members are doing in support of projects as well as exploring new ideas. The stories shared in the Industry Report are inspiring on so many levels. Partnering with other organizations like LAF, academic institutions, IFLA, The World Resources Institute, and other organizations, we can collaborate to provide cutting-edge research to help landscape architects make a bigger impact on the world we design.

The cost of construction and materials is rising, so we need to advocate for the means and methodologies to keep projects moving. Working with vendors - sourcing local materials and fabrication and understanding the most efficient ways to construct sites is crucial for success. Through working with our allied organizations, ASLA can help provide information and resources to assist members throughout the design process to keep projects flowing.

Ensuring our members and firms have research and resources at their fingertips to make informed decisions, advocate for strengthening our profession, and stay informed will help them thrive and empower landscape architects to be leaders of the design world. 

“Together, we can elevate our industry to new heights, setting the standard for professionalism and innovation.”

     -  From Landscape Architecture Industry Report, Executive Summary