Drawing on LRG’s recent membership survey and strategic review, this article explores what our membership has told us about value, engagement and inclusion. It sets out how survey insights and system improvements are shaping the next phase of LRG’s development.
Over the past year, the Landscape Research Group has been taking a closer look at its membership: who we reach, how people engage with us, and where we need to do better. This work has been informed by a detailed membership and community survey, trustee discussions, and a wider review of LRG’s long-term sustainability as we approach our 60th anniversary.
This article shares some of the headline findings, what we have learned, and how this will shape the next phase of LRG’s development.
What members value most
Survey responses confirmed something that has long been central to LRG’s identity: members value contributing to landscape research and understanding. Nearly 70 per cent cited this as a primary reason for being part of LRG, closely followed by networking and access to Landscape Research. Engagement data reinforces this picture, with the journal and the newsletter remaining the strongest points of connection, alongside interest in events, funding opportunities and collaboration.
Many respondents also expressed a desire to contribute more actively, through writing, mentoring, speaking at events, participating in working groups or sharing work via Landscape Exchange (LEX).
Who we are – and who we need to reach
The survey showed that LRG’s membership remains predominantly research-led, with around 70 per cent of respondents identifying primarily as academic researchers, alongside a significant minority of practitioners and policy-adjacent members. This balance broadly reflects LRG’s historic strengths, but it also raises important questions.
Several respondents highlighted a perception that LRG can feel academically or Euro-centric, and that voices from the Global South, non-academic practice, and non-English-speaking contexts remain harder to see or access. Others were unsure whether LRG currently represents a diverse range of disciplines and regions, suggesting that visibility and communication matter as much as intent.
These reflections align with discussions held by trustees at the October 2025 strategy meeting, where it was agreed that LRG needs to articulate its offer more clearly, strengthen pathways for ongoing engagement, and reduce the sense of “short-term” membership linked only to specific benefits such as research funding calls
Engagement barriers and practical constraints
Members were candid about the barriers they face. Lack of time, uncertainty about how to get involved, language accessibility, and time-zone challenges all featured prominently. Several respondents noted that they were interested in contributing but unsure where to start, or felt disconnected from other members due to the absence of visible profiles or structured networking spaces.
At the same time, there was no overwhelming appetite for complex new platforms. Responses suggested that any new digital or networking tools would need to be well-designed, clearly moderated, and integrated into existing activity rather than adding another layer of complexity.
Improving the membership experience
With that in mind, and in response to current system strain, LRG will upgrade and simplify its membership system to improve reliability and reduce administrative friction for members. Over the coming year, we will move all members onto a much simpler, automated renewal system with secure annual payments. The transition will be phased in line with individual renewal dates and communicated clearly in advance. Once complete, members will no longer need to renew manually, and longstanding technical issues in the current system — including the risk of duplicate charges — will be fully resolved. This behind-the-scenes work is an important foundation for improving the overall membership experience.
Financial context and sustainability
Like many learned societies, LRG relies heavily on publication income and membership subscriptions to support its core activities. To maintain current levels of activity, we need to increase annual income over the coming years, while protecting editorial independence and academic integrity.
Membership remains central to this picture, not only as an income stream, but as the foundation of LRG’s credibility, networks and global reach. Strengthening retention, clarifying value and supporting long-term engagement are therefore key priorities.
What happens next
The survey findings are already shaping practical action. Priorities for the coming year include clearer articulation of membership benefits, stronger links between the journal, LEX, events and funding opportunities, targeted regional engagement, and improved visibility of member activity and funded research. This work will continue through 2026 as a lead-in to LRG’s 60th anniversary in 2027.
A shared endeavour
LRG has always been more than a journal or an events programme. Its distinctive value lies in supporting people: helping researchers and practitioners work across disciplines, regions and professional boundaries, and creating a community that does not easily exist elsewhere.
The survey made clear that members care deeply about this mission. The task now is to translate that goodwill into clearer structures, better communication and sustainable growth — together.