2020 certainly will be a year to remember (or forget). Three themes dominated. Covid, strategic plan execution and the insurance crisis.
 
The year started very well. We enjoyed record attendance at our annual Congress trade show. The atmosphere of hope and renewal filled the halls. Everything was going well. Our education and professional development programs in our new world class facilities were full. The Landscape Ontario staff family were enjoying their brand new offices. Everyone was looking forward to an excellent and busy year. And then Covid hit in March, a day before Canada Blooms was to open. Everything changed rapidly.
 

Covid

Covid quickly and seriously affected just about everything. From one week to the next things were entirely different. Reality shifted in a moment. This paralyzed many of us. It stimulated a great deal of fear and uneasiness. It brought out the worst in some. It brought out the best in many. It energized, stimulated, challenged, forced change and created many opportunities. What it also did is revealed the importance of social networks. We are not meant to be alone. Covid forced us to acknowledge our interdependence. In an odd way it unified us.
 
From an association perspective, it magnified our relevance because our core purpose is to be a trusted place where members help each other. We are a community for mutual benefit and improvement. Building community has never been more necessary.
 
It also illuminated the importance and potential of technology especially in communicating broadly. It taught us that education can be very accessible. We delivered 24 webinars in 32 days with over 4,500 participants.

Association response
As soon as Covid hit, LO President Dave Wright appointed fellow board member Alan White to chair a newly-formed Covid Task Force. The task force met on a daily basis (sometimes on weekends) and provided the direction for a very robust communications and government relations program. The task force still meets twice a week. It has met 89 times as of this writing in mid-November.
 
In the beginning, we sent out daily updates to members using an LO Covid Task Force banner. We hosted weekly webinars that were very well attended. The webinars were focused on helping members deal with the crisis from a business perspective. We also hosted industry specific webinars for growers and garden centres and technical webinars for employees who were sitting at home.
 
We created a special Covid Task Force webpage and listed as many resources as we could find on a wide range of topics such as business, government programs, protocols, PPE suppliers, etc.
 
Sector-specific online discussion groups were also developed.
 
The focus was on communications, communications, and more communications.

Government and public relations response
The government initially passed a regulation that deemed the landscape sector a non-essential workplace. However, there were parts of the regulation that could be broadly interpreted to allow some activities.
 
The problem was that the definition was not clear. The government refused to provide clarity. This forced us to advise members not to work unless they were specifically informed that they could. Needless to say, our position was not popular with all members. There was a significant split in the membership because some were choosing not to work while others were working. In addition, some customers were threatening to fire their landscape company if they did not provide service.
 
This rift in the membership was the most difficult situation to deal with.
 
At the same time that we advised members not to work, we were actively lobbying the government to declare the landscape and horticulture industry an essential service. We mobilized a grassroots government relations effort as well as a very effective media campaign utilizing the immense assistance of the garden communicators. The media attention was incredible. Stories about our plight were featured in every major media outlet. It is important to acknowledge the awesome and effective work of Mark Cullen (Communication Committee Chair), Frank Ferragine, Paul Zammit, Sean James and Lorraine Johnson.
 
The result of the robust government and media campaign was that we finally connected with the Deputy Chief of Staff for our Premier. The government was listening. We were one of the first sectors allowed to work. Our goal was achieved. Our prayers were answered. Our collective efforts saved the profession millions of dollars and certain ruin.
 
There was a huge collective sigh of relief. The internal rift between members was quickly forgotten. Members were very grateful for our efforts. We took out a full-page ad in the Toronto Star thanking the Premier.
 
Working with Covid
Once we received the good news, the Covid Task Force moved from daily to twice a week meetings. The communication moved from daily eblasts to weekly enews. Our focus shifted to providing advice on the importance of maintaining safety protocols. We developed a campaign called “Don’t let your Guard Down” and provided free decals to members encouraging them to be vigilant.
 
We also developed a Garden Makeover Program to honour frontline workers. The public was asked to nominate a front line worker who had made a difference in the lives of others. We received almost 1,000 entries. Many of the stories are very emotional. We will be providing nine $5,000 garden makeovers and one $25,000 Garden Makeovers to the winners.

Covid and the Association
In the midst of the celebration because of our success, it finally dawned on us that the association would be affected. With no face-to-face gatherings of any size allowed, we have had to shift to virtual meetings for most of our events. The biggest challenge is having to cancel our trade show. The show brings in $2.4 million and accounts for 46 per cent of our revenue. Although we are going virtual with Congress Connect, it will be impossible to make up the lost revenue. We are very fortunate we have healthy financial reserves. We were also fortunate to receive a grant to deliver our new GROW program. (Please see other parts of the annual report for more information about the GROW program)
 
Covid has highlighted the importance of caring for each other. It has made life and relationships more real. It has brought us all together in a way that only shared experience and adversity can. Covid has shown us the importance of collaboration and relationships.
 
This Covid situation will not last forever. When we get to the end of this journey we will be stronger and wiser. If we focus on helping others as much as we can, we will grow personally, professionally and spiritually. Many positives can come out of adversity. Situations like this remind us what really matters (family, friends, relationships, community, caring). We have the opportunity to step up, take on as much responsibility as we are able and make the world a better place. There is hope in every situation. Spring is coming.
 
May we remain optimistic in the face of all challenges.
 

Strategic plan execution

Three years ago, the association revamped its strategic plan. As with all of our Strategic Plans from the past, this one has also become prophetic. It's already time to develop a new plan for the future.
 
The plan focused on five main areas. We have enjoyed great progress in all areas. Here is a brief summary of the work.
 

1. Youth, Apprenticeship , High School, Post Secondary School
   • Focused staff- Youth Engagement Coordinator.
   • Supported Horticultural Teachers Association (HEA).
   • Support for the Specialist High School Major program at the high school level.
   • Aligned certification effort.
   • Focused Apprenticeship staff.
   • Group sponsorship will probably be funded in the coming year.
   • Come Alive Outside Design Challenge.

 
A focus on youth will always remain a priority — the same way a sports team pays attention to its “farm” operations to cultivate interest and talent. Today’s youth are our future leaders.
 

2. Employment and Training Hall
   • Huge progress in this area.
   • We received a $1.8 million grant to develop our Grow Program (hired 7 people).
   • 3 aspects of the program.
     1. Working with Employment offices to train unemployed. We are offering a six-week program with jobs at the end. Graduated our first cohort of 20 students - 18 jobs. 3 new cohorts in January: Muskoka, Toronto, Hamilton.
     2. Incumbent Worker Program. We are offering supervisory, foreperson and health and safety training to existing employees.
     3. Employer Training: This is focused on HR practices to create an “Employers of Choice” atmosphere.

 

3. Employer of Choice Development
   • New Award program introduced.
   • Peer to Peer program.
   • Providing training opportunities for employers especially on the HR side.

 

4. Accessible education
   • Covid changed everything.
   • Over 40 virtual webinars delivered.
   • Over 30 professional development seminars offered.
   • Professional Development program will include both face-to-face as well as virtual program.
   • Congress program as well as all conferences and symposiums moved to online format.

 

5. Technology
   • We have chosen a concept for upgrading our internal technology.
   • Wicket is a central database that is connected by API to best in class software for our various businesses.

 
It is important to acknowledge the excellent work of Sally Harvey in driving the achievement in the Education, Training and Human Resource Development part of the strategic plan. More detail is available in other parts of this annual report.

New Strategic Plan
Part of a new plan must be a serious review of funding sources. Covid has wreaked havoc on our traditional events, especially Congress. The reality is that the resources from Congress are the main reason we have been as effective as an association. It is time to look at other revenue sources especially insurance and education.
 

Insurance crisis

As if Covid was not bad enough, the profession has had to deal with an insurance crisis, especially for snow and ice operators. Many insurance companies have decided to exit the snow and ice sector because of the frequency of slip and fall claims. Many of these claims are frivolous and are fueled by contingency lawyers who encourage litigation. We are receiving many desperate calls from members whose insurance rates have increased substantially (some over 350 per cent) or who simply cannot obtain insurance. We have a robust government relations and insurance industry strategy which is starting to achieve results. Unfortunately, many of these long-term solutions will not help those who need immediate help. Here is a summary of our activities:

Bill 118
We are supporting MPP Norm Miller’s Bill 118. This legislation will reduce the statute of limitations from 2 years to 10 days. The legislation has passed second reading and is now with committee. LO and a number of members made presentations to the committee. It looks like Bill 118 will become law in the new year with some minor changes.
 
Fair Hold Harmless Clauses
Many of our members are being forced to sign unbalanced “hold harmless” clauses which transfers all liability to the contractor. We are asking the government to ensure that “hold harmless” clauses are fair to both parties.
 
Contractor Accreditation (The New Hampshire Model)
In New Hampshire, contractors with Snow Pro Accreditation enjoy liability protection. We are asking the government to adapt this idea. We are promoting Smart about Salt Accreditation as the vehicle for liability protection. We have entered into an alliance called the Freshwater Roundtable in a concerted effort to present this solution to over salting of our roads and parking lots.
 
CSA Standard
We are supporting the efforts of a group of members trying to initiate a CSA standard for snow and ice operations. Once a standard is established, liability protection naturally occurs for contractors who can prove they follow the standard.
 
Captive insurance feasibility
It may be beneficial to start our own insurance company. Our endorsed carrier (Marsh) is looking into the feasibility of developing a Captive Insurance Company. This may be a long-term solution to deal with the volatility of the insurance market.
 
Self Insured Retention model (SIR)
A number of members have formed and SIR. We are watching to see if the SIR model might provide stability in the long term. This model is working very well for the elevator industry.
 
Executive Director succession plan
After many years of discussion (especially from the Past Presidents), we hired Joe Salemi as Deputy Executive Director. Joe has seamlessly come on board and is shining in his position. He has the drive, experience and values to take over. He was hired during Covid and has already left his signature of care, integrity and leadership on the association. My retirement date is September 2022.
 
Highway of Heroes Living Tribute
The Highway of Heroes Living Tribute continues to develop momentum. This wonderful project chaired by Mark Cullen is focused on planting 117,000 trees along Highway 401 from Trenton to Toronto, to honour the sacrifice of our fallen soldiers. In addition, 1.8 million trees will be planted adjacent to the highway in thanks for all those who have served in the military during times of war. To complete the job we require $10 million. So far, over $9 million has been raised. We are coming very close to the finish line.
 
Canadian Trees for Life
The committee has already made plans to expand across Canada using the banner of Canadian Trees for Life. The board is looking forward to assisting the government plant two billion trees using the very successful Highway of Heroes fund raising strategies.
 

The future: Opportunity

At the beginning of each year, our staff select one word that acts as a filter for everything we do throughout the year. In 2020, our word of the year was “opportunity.” It is a hopeful and optimistic word. Being open to opportunity is an act of faith, much like planting a tree. The benefits are abundant and long-lasting. Opportunity creates legacies. Opportunity counteracts depression. Opportunity gives us strength as we try to make sense of the many changes around us. Opportunity stimulates positive choices.
 
Despite our progress and our ever-changing world, our values and principles remain unchanged and relevant. We are firmly focused on industry leadership, building community, enhancing professionalism, environmental responsibility and financial stewardship. Our aim is, and always will be, to bring together like-minded individuals who believe in contribution, integrity, service, responsibility, collaboration and advancement. I have often described the association as a community for mutual improvement, focused on advancing the profession. This ethic will never change and will always be new.
 
Have a wonderful 2021.