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  • Queensland Sustainable Lifestyle Horticulture Project

    Final report

    Feb 2008

  • Page 2Sustainable Lifestyle Horticulture Project Final report Feb 08

    Table of Contents

    28Implementation rationale & funding10

    30-31Implementation plan - Stakeholder responsibilities12

    57Glossary16

    17-18Urban landscape benefits3

    56References15

    26Opportunities and strategy rationale8

    24-25Key issues and strategy implications7

    19-20Product diversification4

    38-55Support Appendices14

    32-37Implementation plan13

    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

    2

    22-23Export opportunities 6

    21Regional development5

    6-9Industry structure & profile1

    Table of contents Page

  • Page 3Sustainable Lifestyle Horticulture Project Final report Feb 08

    Introduction

    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

    industry.

    Methodology

    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.

    Key Findings

    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

    Introduction

    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

    improvement.

    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

    skills gap.

    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

    horticulture delivers

    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

    Pages 10-16

    Pages 17-18

    Pages 19-23

    Page 26

    Figure 1

  • Page 6Sustainable Lifestyle Horticulture Project Final report Feb 08

    Forestry & ProductionHorticulture

    Nursery(A high level of inter

    trading)

    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.

    Com

    mer

    cial

    buy

    ers

    or u

    sers

    Turf

    Cut flowers

    Garden supplies (Bulk product based)

    Landscape Architects & design

    Indoor plantscape & hire

    Parks (Govt), garden & golf course mgmnt

    Retail nursery

    Wholesaling

    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

    Property developers

    Irrigation Chemicals & fertilisers Soils & growing media

    PrimaryProducers

    Inter sector trading driven by growers that specialise in plants grown to a

    certain size then on selling to another

    grower

    Service providers who do not trade

    in greenlife

    Input providers who sell inputs to primary

    producers and products & services

    to retailers

    Wholesale commercial buyers and distributors

    of greenlife

    Export market

    Figure 2

    Land Rehabilitation

    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

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