Plan outlines the LI’s strategic direction for the 2017-18 business year

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The Landscape Institute (LI) has made available to members its forward plan for the 2017-18 business year.

The LI Business Plan 2017-18 describes the LI’s main areas of focus for the coming year, and details how it will achieve its key strategic objectives.

LI members can view the plan in their member’s area, under ‘strategy and planning documents’ (login required.) The executive summary below provides an outline of the content of the plan.

LI Business Plan 2017-18: Executive Summary

This business plan summarises the intended strategic direction for the Landscape Institute (LI) in the 2017-18 business year. It takes into account findings from our 2016 Member Survey and key business priorities identified by senior members, which have been continuously reviewed and updated by the LI Board of Trustees and Finance and Risk Committee.

Growing and broadening our membership

Membership numbers have remained broadly static over the last year, though there has been a slight drop in enrolments on the Pathway to Chartership. The LI seeks to increase our share of members in large and medium-sized practices and improve our offering to all core disciplines, starting with landscape management and urban design.

Increasing our relevance

Our 2016 Member Survey highlighted a need for a more inclusive mind-set. The LI will allocate more resources to delivering its services throughout all the regions and nations, as well as all core disciplines. Our emerging diversity and inclusion strategy will also inform the work we do in this area. This plan also outlines how the LI will engage with senior members of related professions, encourage members to take leadership roles, and address the issues of skills shortages in the landscape sector.

Major LI campaigns

Uniting our activity over the coming years will be three overarching campaigns:

  • Value of landscape as infrastructure: promoting the contribution of the profession, on issues including green infrastructure, health and wellbeing and natural capital
  • LI Futures: ensuring the profession has the right skills for the future, emphasising BIM and digital skills in 2017-18, increasing our focus on CPD and training and helping members develop ‘soft skills’ and demonstrate the value of their work
  • Inspiring the next generation of landscape professionals through new digital materials and lesson packs for school students, and through developing alternative routes into the profession, such as apprenticeships

Operational finances and investment

In light of external developments such as Brexit, the LI has taken a cautious approach to its financial plans. This plan reduces many internal costs, while allocating more direct funds to resource policy and influencing and commissioning new technical work, and to investing in new digital systems that will increase our efficiency and the quality of our services.

Daniel Cook
CEO, Landscape Institute


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