Emerging Firms in NYC Planning: Fostering an innovative and diverse field of practitioners
by Alice Shay, Jillian Pagano, Naomi Hersson-Ringskog, and Grace Lee of the APA New York Urban Design and Arts & Culture Committee
On Tuesday, November 13th, 2018, the APA New York Chapter’s Urban Design and Arts & Culture Committee hosted a panel discussion featuring six practitioners that lead or support emerging planning firms in New York City.
The panel included:
Adam Lubinsky, Managing Principal, WXY architecture + urban design (moderator)
Rebecca Karp, Principal, Karp Strategies
Larisa Ortiz, Principal, Larisa Ortiz Associates
Kei Hayashi, Partner, BJH Advisors
Kevin Dwarka, Principal, Kevin Dwarka Land Use & Economic Consulting
Nisha Mistry, Assistant Commissioner, Department of Small Business Services
The inception for the panel was the observation that there has been a flourishing of emerging firms in recent years. After the 2008 recession, there was a consolidation of small and medium sized firms — many struggling with the difficult economic circumstances or being acquired by larger AEC firms. In the past five years, there has been a resurgence in small and medium scale firms, with many firms growing back their staff or new firms having been founded. This transition is a boon to the New York City planning and urban design industry, as it benefits from a diverse community of firms and professionals offering unique services that are adaptive and creative for the challenges of our city.
The APA New York Chapter Urban Design and Arts & Culture Committee developed this initiative to generate awareness, increase knowledge sharing and dialogue between emerging firms, and act as a platform to further enable emerging firms to successfully grow and scale.
The Emerging Firms panel, which attracted over 50 attendees, covered a wide-range of topics about the definition of an “emerging firm”, reasons to go out on your own, the opportunities and challenges that come with starting a firm, and the city programs available to support emerging firms, particularly those that qualify for Minority or Women-owned Business Enterprise status.
A renaissance for emerging firms in planning
The discussion began with a thoughtful conversation on the definition of an emerging firm. The panelists pointed out that the scale of a firm will influence how adaptive or nimble the firm can be as much as its age. Smaller firms have the opportunity to carve out their own niche.
Larisa Ortiz shared that her firm is able to drill down on specific challenges that they find compelling and really understand the phenomena that influence economic development for business districts. Specializing has enabled them to be seen as a go-to for commercial district advisory.
A key reason for a practitioner to go out on their own is the capacity to stay independent in the type of work a firm takes on and in the approach to delivering services. As Kevin Dwarka explained, emerging firms are particularly well suited to be mission-driven in their projects and can be very intentional about the impact of their work. Thought leadership is essential to the values of a practice and enables innovation. Practitioners within an emerging firm may be very well positioned to set the parameters for an amount of time that is committed to thought leadership.
Challenges and opportunities
Starting out as a new or small firm can be challenging. Relationships are invaluable to the success of a practitioner going out on their own. As several panelists explained, a strong network is the most important resource to build a firm. Mentoring and professional programs can enable emerging firms to build strong networks. The city provides several programs, many of which exist within the Department for Small Business Services, such as platforms to train, connect and increase capacity for emerging firms. Rebecca Karp, from Karp Strategies, endorsed the NYC SBS Strategic Steps for Growth program for business owners / CEOs as one of the best investments she’s ever made in herself and her company.
Kei Hayashi shared that it is important to genuinely enjoy handling the business aspects of an emerging firm, in addition to performing client work. Leading a firm and nurturing staff and client relationships can be very rewarding. Others, however, believe that the benefit of founding or working within an emerging firm is that a practitioner has the autonomy to prioritize strategic work over internal management because one is less beholden to the requirements of a larger business. Across the group, they advised that this this is one aspect that practitioners interested in founding emerging firms should approach intentionally. Strategic small business management is an opportunity to sculpt your own frame for leadership.
Nurturing staff was highlighted in the discussion as essential. To ensure the ongoing success of an emerging firm, entrepreneurial staff frees a firm from being entirely dependent upon the founding principal(s)’s reputation. Empowering staff members to lead independently and as effectively as a founding principal would is a succession plan for the ongoing life of a firm. Alternatively, staff will be the firm’s future clients and collaborators.
All of the firms represented on the panel were certified MWBE firms. This status is beneficial to emerging firms and provides opportunities for collaboration. The panelists also reinforced that it is important to know who you are and what you provide beyond a firm’s status as an MWBE firm.
Recommendations for APA and the field
Many of the panelists noted that the APA New York Chapter is well positioned to support emerging firms through business training workshops, shared resources across emerging firms, and an enhanced platform for promotion of new firms. Some of the thoughts that arose included the idea to sponsor scholarships to send emerging firm staff to professional development and continuing education programs, support to develop a network of new or small firms, and increased promotion of emerging firms through the APA website and events. The creation of a virtual or in-person discussion space through APA for emerging firms to discuss trends and methodologies, share tools for entrepreneurship, distribute white papers and other research, and advertise relevant events and support services to the emerging firms community would be a great resource.
APA, particularly the APA New York Chapter where many planners work in “alternative planner” roles, is presented with an opportunity to broaden its outreach and support services for non-traditional planners and firms. The more diverse our planning industry is and the wider the range of capabilities offered, the more innovative and creative our field will be for the cities, communities and stakeholders we serve.
