Reflections on the last decade and predictions for the future from industry associations across Canada

The Cutting Edge of COPF

By Peggy Walsh Craig, managing director, COPF

How can the Canadian Ornamental Plant Foundation (COPF) re-position itself on the cutting edge of new plant development and royalty collection? Twelve industry leaders met recently to address this question. The highly congenial setting produced a wealth of contemporary ideas and, while they are yet to be prioritized by the Board of Directors, we can provide the following sneak preview of what the industry can expect from COPF in the years to come.

• make the benefits of COPF membership clear to growers
• shed COPF's image among breeders as a passive government agency
• establish a code of ethics for COPF directors
• provide royalty reports and other forms that can be filed electronically on our web site
• seek ways to reduce PBR fees
• arrange "Meet the Breeder" events at trade shows
• survey members to gauge their (dis)satisfaction with COPF
• implement trial gardens across Canada
• develop new revenue streams in fees for services and advertising
• determine the market for new grower and breeder members
• enhance trust among all stakeholders

The running of COPF, in the coming years, will be affected by numerous factors, including information transfer capabilities, currency handling, the demand for new plants, marketing breakthroughs, amendments to intellectual property rights, shifting of the location of production facilities, DNA fingerprinting for ornamentals, and increased competition in royalty collection agencies.

     We expect a greater demand for our services as the interest in new plants escalates and as the concept of recycling royalties into research gains more acceptance. COPF has a bright future as an integral part of a very dynamic and growing industry.



Arboriculture and the 21st century

By Randy Lidkea, International Society of Arboriculture - Ontario

The International Society of Arboriculture (ISA) enjoys a rich heritage as a scientific and educational organization with a primary mission to disseminate information and knowledge in the care and preservation of trees.

     ISA was founded in 1924 by a group of 34 individuals, all engaged in some phase of tree work or research. This group was called together in Stamford, Connecticut to discuss shade tree problems and their possible solutions. A need for collaborative efforts was identified and an organization was soon born as the National Shade Tree Conference (NSTC).

     The chapter has gone through many name changes since its inception. In 1942, the chapter was incorporated as the International Shade Tree Conference - Canada Inc. In 1982, the chapter, along with its parent body, took on the name ISA - Canada Inc., and finally in 1992, accepted its present name, the International Society of Arboriculture - Ontario Inc. Our chapter has now grown to almost 400 members, while international membership prospers at over 12,000, divided into 37 chapters worldwide.

     In 1992, the ISA launched an Arborist Certification Program, with the goal to raise the level of professionalism in arboriculture by educating providers of tree care services. The Arborist Certification program has been successful in many ways. Tree care providers have a better understanding of tree biology and the effects of various maintenance practices. As a result, there is a noticeable decrease in the incidences of poor pruning practices, such as topping. Clients are beginning to look for arborists who are more knowledgeable and professional. This consumer perception is important to the ISA and its members. In 1991, ISA conducted a survey to ascertain consumer perceptions about tree care companies. Although consumers believed that arborists were best prepared to deal with tree pruning and removal jobs, some negative perceptions also emerged. In 1997, five years after the inception of the ISA Arborist Certification Program, a second survey found a number of significant changes in consumer attitudes. The most notable was that consumers no longer perceived tree care employees to be inexperienced and unknowledgeable.

     The response to Certified Arborist Program from industry members has been equally as favourable, judging by the number of certified arborists in Ontario and worldwide. There are now more than 12,000 Certified Arborists worldwide, with 300 of those in Ontario. The program participation is growing at a rate of 10 per cent per year. At the same time, the recertification rate is greater than 70 per cent, which is very high for any professional certification program. Demand for and the sale of books, tapes and other educational materials from the ISA have doubled. Since recertification requires the accumulation of 30 Continuing Education Units in a three-year period, attendance at meetings, seminars and workshops has steadily increased. There seems to be on end to arborists' thirst for more information.

     The success of the ISA Arborist Certification Program has also led to increased demand for Professional credentials. The Utility Arborist Association built upon the Arborist Certification Program by adding the Utility Specialist Designation. The ISA Certified Tree Worker is the newest certification program, which includes a tree climbing skills test.

     Members of the ISA see that their continued success relies on two things: education and development. As Ken Lund, president of the ISA - Ontario Inc. indicates, promotion to the public and the trade is essential. "Our future success is ensured by our continued dedication to education and research. Our Strategic Plan, which includes goals such as developing and promoting our professional and public image and forming strategic alliances to capitalize on joint and reciprocal initiatives is being used as a tool to guide our future endeavours," he says.



Reflections and aspirations: A crystal ball view of the horticultural industry

By Tony DiGiovanni, executive director, Landscape Ontario

A cyclical whirlwind - this is the image that comes to mind when reflecting on the last 10 years of the horticultural industry. The association on the other hand is like a snowball rolling down a hill picking up energy and momentum as the years rush by.

1984-1990
Ten years ago, the industry was coming off a robust period of growth. The late 80s was a period of prosperity. Everyone was busy. Land and equipment were purchased. Labour was difficult to find. The main priority for the association was to deal with the labour issue.

1990-1998
When the recession hit in 1990, many of our members struggled long and hard to keep themselves above water. Even in these rough times, the industry as a whole grew. Growers reported that many more units were sold, however prices were low and revenues were difficult to earn. Those who fared the best were those who controlled their debt and overhead. In many respects, the industry was a victim of its own success. Labour was no longer an issue during the early 90s. Landscape Ontario shifted its priorities and promotion of the industry became more important than labour.

1998-2000
The last two years have repeated the cycle of the late 80s. Most members I talk with report 1999 as their best year in the last 10. All are very optimistic for 2000 and beyond. Availability of labour has once again become the most important issue.

The Future
Throughout this time, the industry continues to evolve and grow. Statistics Canada reports nine per cent growth per year in the last two years. There has been an explosion of popularity for horticulture. Many new gardening magazines, garden shows and television programs both react to and fuel this popularity. The mass merchants have read the demographics and have entered the horticulture arena in a huge way. Canada Blooms made show history by attracting over 70,000 people to its first garden show in 1997. Over 100,000 attended in each of the last two years. All prospects point to continued growth of the horticulture industry. The main limiting factor will be the availability of labour. Debt and overhead control must also be managed carefully.

     We are in a great profession that confers economic, environmental, aesthetic, therapeutic and spiritual benefits for many generations.

The Association
Landscape Ontario enjoys the benefit of visionary members who set a solid foundation for the growth and prosperity of the association. It is now one of the largest and most active horticultural associations in North America. In 1989, Landscape Ontario had 851 members. In 1999, we grew to 1,700 members. In 1989, our net worth was $757,449. In 1999, it was $3,716,082, and in 1989, we had a staff of five employees. This number has since grown to 18. The association will continue to enjoy a healthy future as long as our members continue to believe in the principle of taking responsibility to advance the industry collectively.

Now for some crystal ball gazing….
In 2010, Landscape Ontario will have a school of horticulture with four divisions. The school will offer programs for professional development, youth, computers and for educating the public. Many thousands of visitors will enjoy the demonstration gardens and be stimulated to buy horticultural products and services from Landscape Ontario members. We will have a staff of 40 who will be involved in all aspects of promoting the industry. There will be hundreds of seminars and educational opportunities. We will develop programs that will encourage the greening of Ontario. We will also develop outreach programs to bring the message of horticulture to communities across the province. The government will realize the great economic, environmental and therapeutic benefits of the industry and help us to promote and export the industry's goods and services. There will be over 4,000 members who will be fully accredited. Their employees will all be certified and offer skilled and creative services. The public will seek out Landscape Ontario members because of the high standard of professionalism, skill and ethics. Horticulture will be recognized as one of the best industries in which to be involved. In the winter, all member employees will be registered with the Landscape Ontario Employment Agency, which will offer training programs and find employees temporary work until the season starts again. The Internet will be the communication conduit of choice, and all members will offer their ideas, comments and suggestions on a continual basis through e-mail. Landscape Ontario's Congress and Canada Blooms will have an international reputation. Our two magazines, Landscape Trades and Horticulture Review will expand into Internet marketing. Bring on the future.



Landscape Manitoba: Prospering into 2000

By Evelyn MacKenzie-Reid, executive administrator Landscape Manitoba

It's hard to look at one of these "reflective" articles without realizing that one may sound like all the rest - prices have increased, awareness has increased and the association continues to promote the industry and its members to the public, other trade professionals and government. But, where others may talk about the same issues they were dealing with in the last decade, our industry and our association can honestly say that the last 10 years have been very good - both in terms of association business as well as the state of the industry.

     Landscaping has moved from a "sodding the potato patch" mentality to a more thoughtful design process prior to installation. It is not uncommon to find residential settings where owners have invested tens of thousands of dollars to create appealing environments to surround their homes. Gardening in Manitoba has become a favourite leisure activity with increasing numbers of people, many experimenting with new plants, strategies,and designs as they indulge themselves in their outdoor living areas. Perennials have undergone a huge resurgence in popularity and are now a favourite choice of Manitobans, particularly as a replacement for traditional lawn areas. Others learned and pursued the benefits of low maintenance & xeriscape strategies as this decade of landscape renaissance progresses.

     To promote this interest in gardening and to increase their profile within the community, Landscape Manitoba participates in an increasing number of community and school plantings, projects and public relations ventures, including the Communities in Bloom program and previously the Jimmy Carter Habitat for Humanity project. Not only does this participation promote gardening and the environment as a worthwhile investment, but it also raises the profile of the association and its member companies.

     As the industry has grown in the past 10 years, Landscape Manitoba has also grown in the number of programs and benefits it offers its members. Landscape Manitoba continues to support industry members by promoting an even larger number of educational opportunities and improved courses geared towards national recognition, as well as money-saving benefits through the Canadian Nursery Landscape Association (CNLA).

     It doesn't matter what province you look at, qualified labour and attracting individuals to the horticultural industry as a profession is a major issue for our industry. Landscape Manitoba does a number of things to attract potential employees to the industry including a scholarship at the University of Manitoba. The Prairie EAST Hort Trade Show and Conference grows each year and is well attended by a good cross-section of the industry, including many students of the horticultural programs in colleges and universities.

     The research and development of new plants and technology continues to be high on our list of priorities, and is strongly supported through the Annual Research Auction and the Landscape Manitoba Horticultural Research Fund. The bursary at the University of Manitoba is supported through this fund.

     Landscape Manitoba looks forward to a bright future for the horticultural industry. Through its many programs, events and promotional efforts, the association will continue to promote the joys and benefits of gardening and its group of landscape designers, contractors, garden centres, nursery, sod and greenhouse growers, lawn care operators, grounds management operators and others allied to the green industry.



Landscape Newfoundland and Labrador: Y2K ready

By Michael Murray, president, Landscape Newfoundland and Labrador, chair, Pesticides and Environment Committee, CNLA

There are many people who dread the approaching millennium. Throughout Canada, there are highly educated people stocking up on candles, canned food, bottled water and generators who fear that the Year 2000 will bring devastation - no electricity, technological darkness. Landscape Newfoundland Labrador (LNL), the provincial association for the horticulture industry, does not share this view. In fact, we are looking forward to 2000 with renewed optimism in the industry, the province and in ourselves to provide our clients, new and existing, with beautiful landscapes, quality plants, and an understanding about how important a role gardening and landscaping plays in each of our lives.

     The horticulture industry in Newfoundland and Labrador is enjoying a great resurgence. The public is becoming more and more educated about gardening, and I would even go so far as say that gardening is now the number one leisure activity across Canada. Clients and industry professionals now recognize a greater need and benefit of certification, and we are getting increased recognition from the provincial government as to the role our industry plays in the whole economic picture of Newfoundland. Programs like Communities in Bloom have worked to promote landscaping in municipalities across Canada, and goes to show how horticulture can relate to other industries, such as tourism.

     Since LNL's inception, membership has doubled and tripled in size. We are excited about this opportunity for rapid growth in the association and the industry. While some are nervous about the millennium and the onslaught of Y2K problems, the challenge and opportunity a new millennium offers invigorate others. They are excited about what they see as economic growth in all industries.

     As is the case, it seems, in all provinces, pesticide usage remains high on everyone's list of priorities. LNL continues to be sensitive to the public's reaction to the pesticide debate, and instead promotes the use of Integrated Pest Management practices and education for both the industry and the public. I am intimately involved in this issue, both as an industry professional but also as chair of the CNLA Pesticide and Environment Committee. This committee is looking to develop a national policy statement, a pro-green message to explain our commitment to the public and the environment, as well as a National Integrated Pest Management Program for lawn care providers, arborists, landscapers, nursery greenhouse and turfgrass producers. Licensing, education and public relations are also high on the list of priorities, and should be in place in all provinces.

     The horticulture industry in Newfoundland and Labrador is expanding, with public interest in the number one leisure activity, and with industry members, government officials and others realizing just how vast, impressive and promising our industry is. There is an opportunity for industries such as tourism to benefit from our industry. There are people out there who will choose quality workmanship over price, and more and more, there are industry professionals who realize that belonging to an industry association is the worthwhile and professional thing to do.

     I, for one, am excited at the possibilities that exist with the coming of the millennium. We're Y2K-ready.



Ontario Parks Services: 10 years of changes and advancements

By Stuart Koch, Ontario Parks Association member

The 1990s presented a decade of unprecedented cost cutting by governments at all levels to reduce the accumulated debt, which resulted in significant changes in the way our Park Services had to operate. Park authorities had to meet this challenge by becoming more business-like in their approach to management, and use their creativity in finding new and different ways to raise revenue. The concept of developing PARTNERSHIPS between park authorities, communities and volunteers, special interest groups, and private sector corporations became an important component. There is an increase in the participation of volunteer citizens in the planning and decision making process, as well as many areas of environment operations and fund raising. I will try to highlight a few of the changes and advancements from the Federal level down to Municipal Park Services.

     In December of 1990, the government of Canada unveiled its GREEN PLAN. This was to be a comprehensive environmental action plan to secure a safe and healthy environment, while offering a prosperous future economy. Although many would agree that our economy is improving, the stated goal of setting aside 12 per cent of the country as protected space will not be achieved as proposed by the year 2000. This will leave our National Park System incomplete and jeopardize many rare and endangered species. Canada has played a major role on the international stage through UNESCO Man and Biosphere program and as a supporter of The Nature Conservancy of Canada, but our role and image will be tarnished if we cannot fulfil our commitments here in our own country.

     The provincial level of government was given responsibility for natural resource management under the BNA Act and in Ontario, this resulted in a well-structured and highly professional level of service through the Ministry of Natural Resources (MNR). Our system of Provincial Parks expanded quickly after the Second World War, and again in the 1980s when 155 new parks were announced. However, in the 1990s, the infrastructure of the MNR was dismantled and transformed the management of our parks to a new business model called ONTARIO PARKS. Although most visitors to our provincial parks may not notice a significant change, the new model was designed to provide better customer service and more financial self-sufficiency in the future. The other most recent initiative of the Harris government was the public consultation effort entitled LANDS FOR LIFE. This multi-year process was intended to give the citizens of Ontario a say in how our natural resources, particularly crown lands in Northern Ontario should be managed in the future. It was a wonderful display of public participation, but the recommendations presented are still under review.

     Restructuring of government and reduced financial support has also had a serious impact on the CONSERVATION AUTHORITIES (C.A.) in Ontario. Each of our 38 C.A.'s have spent the past few years trying to find funding that will offset the provincial money being phased out by the MNR. This has meant reducing staff and services and closing some conservation areas in some instances while becoming more aggressive in raising revenue. C.A.'s are open to all kinds of new ventures, e.g. a new golf driving range at Bruce's Mill north of Toronto, an area actively seeking partnership agreements with private companies and other organizations to be able to continue offering quality watershed management services. Combining two or more authorities into larger watershed units may also be required, but clearly there is a great need for this regional level of Park Service to fulfil the role previously played by the MNR.

     The foundation of our Park Services can be found at the MUNICIPAL GOVERNMENT level in Ontario. From its early history in the 1700s, the local parks movement expanded to become a vital part of the fabric of every community. Two successful special events promoted by the Ontario Parks Association in the past few years include "Community Parks Week" and "Communities In Bloom," which have helped to foster greater community awareness and appreciation for our parks. Municipal Parks Departments have suffered through a time of serious financial cuts and restraint in this decade. Amalgamation of local governments, particularly in Toronto has caused significant re-structuring to occur within Park Services. These changes have forced park management to become more innovative, entrepreneurial, and customer service oriented. Community involvement and partnerships with private companies have also become common strategies to develop new programs and finance new facilities.

     Through the entire downsizing, financial cuts and changes in the past decade, our Parks Services in Ontario have survived. Some may argue that it has created a more efficient service, and opened up more opportunities for private sector and public involvement. Others will point out that this era of cutbacks has resulted in serious environmental degradation and a loss of quality and standards in our services. Perhaps both are right to some extent, but let us hope that political leaders and citizens of this province will give Environmental Protection and Park Services a greater priority in the next millennium. Our parks and protected open space become our legacy for a livable community for the next generation.

     The Ontario Parks Association (OPA) is committed to civic beautification, the advancement, protection and conservation of parks, open space and the environment. OPA practises "Protecting Tomorrow Today" in the province of Ontario.

     OPA is a not for profit, charitable organization offering services emphasizing quality accessible education and professional development, networking, information, communication and advocacy for persons participating in the parks services.

     To find out about upcoming educational events & programs or becoming a member contact the OPA office @ Phone: (416) 426-7157 Fax: (416) 426-7366, e-mail: opa@opassoc.on.ca