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Queensland Sustainable Lifestyle Horticulture Project
Page 2Sustainable Lifestyle Horticulture Project Final report Feb 08
Table of Contents
28Implementation rationale & funding10
30-31Implementation plan - Stakeholder responsibilities12
17-18Urban landscape benefits3
26Opportunities and strategy rationale8
24-25Key issues and strategy implications7
29Alignment with existing programs11
27Vision Statement, value proposition and future role9
10-16Trends shaping the future Water availability Regulatory impact Skills Supply Chain dynamics Stakeholder roles Environmental awareness
22-23Export opportunities 6
6-9Industry structure & profile1
Table of contents Page
Page 3Sustainable Lifestyle Horticulture Project Final report Feb 08
Project Background & Purpose
Freshlogic has been commissioned by the Department of Primary Industries and Fisheries (DPI&F) to assist the lifestyle horticulture industry
adjust to the current challenges being experienced by businesses in the industry.
This project is required to develop a strategic direction for the future sustainability, growth, and profitability of the lifestyle horticulture
This project is known as the Sustainable Lifestyle Horticultural Project and has drawn on the expertise of a support working group.
All relevant available industry information was assessed, and a structured questionnaire (see page 51-51)was used to obtain detailed input
from both the working group and selected commercial enterprises. Based on the analysis of this information, the strategy planning
implications were identified, developed into a set of strategic planning outputs and then extended into an implementation plan.
The lifestyle horticulture industry is made up of a diverse range of industries that span from primary production to retailing, and include the
provision of professional services. The larger sectors of the lifestyle horticulture industry - nursery and landscape - are characterised by high
numbers of smaller enterprises that are strong voices in industry associations.
The changes in availability of water has adversely impacted the Queensland lifestyle horticulture market. It has created declines in both the
commercial landscape and home garden sectors, with the decline in plant use being a contributing factor. The market downturn has also
been impacted by longer term trends in domestic dwelling design, lower interest in gardening as a hobby by new home owners and reduced
levels of mainstream garden media. Based on the information available, the sum impact is a decline in market value of $260M or 18% of
market value for the year ending June 2007.
Despite low or negative growth, there are still some positive demand signals from the market, many of which are related to increased
consumer awareness to environmental issues.
Industry information levels are weak and methods to categorise and define market size, structure and supply chain value are evolving. As a
result, the levels of collaboration across industry sectors varies.
Page 4Sustainable Lifestyle Horticulture Project Final report Feb 08
Key Findings (Continued)
While increased exports to Europe and Asia have been targeted, exports have declined in recent years. This decline has been impacted by
higher local labour costs, adverse exchange rates and technology and scale advantages being captured by competing exporters.
One blanket set of improvement strategies will not work across all of Queensland. Regional variations will be required to ensure state wide
Despite challenging market conditions, some enterprises have diversified and generated growth. Capturing the capabilities of these
businesses is targeted in what is the cornerstone of growth strategy. This strategy is based on supporting those who are prepared to invest,
and in doing so, set examples for others to follow.
Making alternative water sources available is a priority. Improved water availability will flow directly into stimulating consumption of lifestyle
horticulture products and services.
Another priority is to communicate and gain acknowledgement of the environmental, health, psycho social and economic benefits that can be
attributed to urban landscapes. Indications are that awareness of these type of benefits is lifting, and the intent is to reach and influence
community decision makers. Another strategy will be seeking leverage from this awareness by developing packages of lifestyle horticulture
products and services that will satisfy the demand from enterprises and consumers to take action on sustainability.
Value can also be added by cross sector collaboration. Specific strategies are proposed to consolidate the regulatory burdens on enterprises,
and to give greater scale and course range scope to skills and training providers. The latter is designed to reduce the risk of a longer term
A total of $5.5m funding over 5 years is sought to implement these improvements, with 90% of these funds planned to be used in matching
the investments of those businesses who are prepared to invest in generating growth. It is also recommended that industry working groups
provide the human resources to manage other improvement strategies.
Page 5Sustainable Lifestyle Horticulture Project Final report Feb 08
Industry structure & profile
What has shaped this plan
Trends shaping the future
Key issues and strategy implications for the
Lifestyle Horticultural Industry
Opportunities & strategies
Strategy structured around: Arresting the market decline Harnessing alternative water Communicating the benefits of urban landscapes Maintaining capacity for skills development Improving industry image Harnessing combined efforts across the sectors
Implementation structured around: Clear stakeholder roles Providing incentives for enterprises to align into
supply chains that add value and generate growth Capturing sector synergies Raising the profile of the benefits that lifestyle
Opportunities have been determined with assessment and input regarding: The diversity and likely directions of the various sectors The scope for collaborationImpact of market shocks caused by water availability Level of environmental awarenessDemonstrated enterprise capacities to diversify and add value
Product diversification, Regional development, & Export opportunities
Urban landscape benefits
Pages 6-9 Page 24-25
Page 6Sustainable Lifestyle Horticulture Project Final report Feb 08
Forestry & ProductionHorticulture
Nursery(A high level of inter
Industry structure & profile
The Queensland Lifestyle Horticulture value chain is comprised of a complex and diverse range of sectors and pathways to a market (refer Figure 2) that service both consumer and commercial end users. This includes interfaces with the building industry (through landscape architects, landscape constructors and property developers) and the forestry and production horticulture industries. In addition, as a result of the ongoing maintenance requirements of many lifestyle horticulture products, the industrys products maintain benefits to the Queensland community beyond the farm gate (e.g. sports fields and public open spaces etc..) and through (domestic gardens, public parks etc..) maintain a degree of relevance to the community not found in any other primary sector.
Garden supplies (Bulk product based)
Landscape Architects & design
Indoor plantscape & hire
Parks (Govt), garden & golf course mgmnt
Landscape construction, maintenance & arboriculture
Govt Support services
Hardware/Florist & Other retail
Information & management services
Technical horticultural advice/media
Qld Lifestyle Horticulture participants & value chain
Resource provision & management
Irrigation Chemicals & fertilisers Soils & growing media
Inter sector trading driven by growers that specialise in plants grown to a
certain size then on selling to another
Service providers who do not trade
Input providers who sell inputs to primary
producers and products & services
Wholesale commercial buyers and distributors
Irrigation design & installation
Page 7Sustainable Lifestyle Horticulture Project Final report Feb 08
Industry structure & profile
High labour intensity
The Australian lifestyle horticulture industry also faces potential competition from low-cost countries due to the advance of globalisationreflected in free trade agreements, and international capital and technology moveme