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Strategic Plan for Advancing the Nursery and Landscape Sector in Manitoba

Manitoba Nursery and Landscape Association (MBNLA) presents a strategic plan to strengthen and enhance the nursery and landscape sector in Manitoba. The plan focuses on identifying opportunities and addressing potential threats to make the sector more competitive and successful.

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Strategic Plan for Advancing the Nursery and Landscape Sector in Manitoba

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  1. Strategic Plan for Advancing the Nursery and Landscape Sectorin Manitoba November 24 2016

  2. Acknowledgements • Manitoba Nursery Landscape Association (MBNLA) gratefully acknowledges funding provided by the Manitoba and Canada governments through Growing Forward 2, a federal-provincial-territorial initiative. • All data, analyses of data, Project results and conclusions or other information are those of MBNLA and not of the Funding Parties. •  Thank you to all the sector participants who provided their time, knowledge and perspective with us. • We appreciate your assistance

  3. Nursery and Landscape Sector in Manitoba Manitoba Nursery and Landscape Association (MBNLA) has developed a strategic plan for the landscaping and horticulture sector in Manitoba to guide activities and priorities for the next 5-7 years. This plan and recommended actions will make the sector stronger and more competitive by providing a focus on where opportunities exist and where potential threats could emerge. By providing a direction and priority setting, Manitoba can have a significant role within the North American sector. The Nursery and Landscape Sector in Manitoba consists of many participants, often with overlapping roles within the value-chain. As is common in North America, Nursery growers are frequently breeders, wholesalers and retailers. ‘Landscapers’ can include landscape designers, installers, retailers, lawn maintenance companies and snow-removal companies. And some landscapers also grow their own products. Many participants self-define themselves in multiple segments. The Sector’s supply chain touches many groups from Nursery and farm level right down through to the Consumer. Through better alignment, guidance and collaboration the Sector is poised to grow very significantly. Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  4. Sector Consultation • In shaping the Strategic Plan, the Sector was consulted in various formats throughout the Strategic Planning process. • Focus Group- July 26 2016 • Large Survey Group- August-September 2016 • Telephone Interviews- September- October 2016 Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  5. Strategic Model • A Strategic Model was Developed from the Sector Consultation, Environmental Scanning and Industry Analysis. This can be used as a framework for decision-making going forward and can be applied to all the segments of the sector • Principles • Communicate • Educate • Participate • Targets • Participants- everyone with the value chain • Customers/Consumers- those who make the purchase decisions or use the products or services • Influencers- individuals or organizations who influence the Customer/Consumers perceptions or influence the sector activities Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  6. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR One of the main challenges facing the sector is the lack of communication opportunities and channels. MBNLA current staff capacity is a .5FT Executive Director who is fulfilling all administrative and executive functions for the organization. There is very little volunteer activity which further exacerbates the difficulties in executing consistent, well directed communication. IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS A significant opportunity for the sector is to identify and develop strategic relationships with key influencers. These relationships will have a multiples effect on the decisions and perceptions of Customers/Consumers and will also reveal additional opportunities for growth. IDENTIFY AND DEVELOP HIGH IMPACT, LOW INVESTMENT CUSTOMER/CONSUMER ACTIVITIES Customer/Consumer awareness of the value of plants and how to value landscaping services are a major gap in the sector. However, direct marketing to customers/consumers requires significant investment and promotion to be effective. Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  7. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 1. Hire Part-time MBNLA Communications Person Owner- Executive Director, Board of Directors Must be self-funded through new revenue streams generated by the Communication Person activities such as event sponsorships, newsletter advertising, website banner ads. Additional funding may be sought through public-private partnerships to assist with innovative industry opportunities the Communications Person would facilitate. Measurables Monthly newsletters Web & Social Media Event Planning - Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  8. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 2. Member Appreciation Day/Tradeshows (November & February) Owner- Executive Director & Communications This event would consist primarily of a selection of speakers talking on topics of value to the membership and would include networking opportunities and a table top tradeshow. Eventually, a larger trade show component may be added to the day. Measurables Strong Sector participation and support Positive Financial impact Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  9. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 3. Additional Networking Day Owner- Executive Director & Communications The Golf Tournament held in August each year is a successful event that allows sector participants to socialize and network with each other. A second networking event during the winter/early spring would allow additional networking and would include participants who are not available in August. Potential concepts are Curling Bonspiels, Speaker Forums or Workshops Funding for this event would be through entry fees and sponsorships. Measurables Strong Sector participation and support Positive Financial impact Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  10. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 4. Increase Board Member Sector Engagement Owner- Board of Directors As the outreach activities of MBNLA are increasing significantly, the Board of Directors of MBNLA will need to increase their sector engagement. Board Members are recommended to prioritize and then choose Strategic Plan implementation tasks and commit to execution. Securing additional resources from within their own companies or with other participants in the sector to assist is encouraged. Measurables Board Members engaged in Committees and Strategic Plan activities Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  11. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 5. Visit Members Owner- Executive Director Visit 3 growers and 5 landscapers per year to see operations, discuss MBNLA activities, updates on the sector. Measurables Visits completed Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  12. Recommendations INCREASE INTERACTIONS WITHIN THE SECTOR 6. Leverage Canadian Nursery Landscape Association (CNLA) Membership Owner- Executive Director, Board of Directors, CNLA Committee Members As a member of CNLA, MBNLA has access to many programs and resources that would otherwise not be available to Manitoba due to relative market size. MBNLA must leverage this relationship to gain as much benefit as possible. Ensure MBNLA is contributing to national discussions while keeping members apprised of activities and potential or upcoming changes. Additional funding for travel to CNLA offices, events and membership may be found in public-private partnerships. . Measurables MBNLA and their membership increase in CNLA programs utilization and awareness Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  13. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 7. Meet with Municipal Planning Departments and/or Purchasing Departments Owner- Executive Director, President Meet with the appropriate City or Regional Managers and staff to present the Canadian Landscape Standards as a basis of Request for Proposals (RFP) or Request for Quotations (RFQ). Targets: Winnipeg, Brandon, Steinbach, Portage la Prairie . Measurables Canadian Landscape Standards incorporated into Municipal Standards Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  14. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 8. Meet with Municipal Mayors, Counsellors & Senior Staff Owner- Executive Director, President Meet 1-2 times per year with Senior Staff, Mayors and Counsellors regarding - the economic benefits of sector including employment opportunities - value of plants in personal health and mitigating climate change - ‘smart’ pesticide/herbicide regulations - consumer protection through use of ‘trained’ landscape professionals. Targets: Winnipeg, Brandon, Steinbach, Portage la Prairie . Measurables Government seeks input/feedback on legislation/regulation Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  15. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 9. Develop Relationship with Manitoba Homebuilders Association Owner- Designated Board Member Attend monthly meetings, submit articles and/or presentations regarding - benefits of plants personal health and mitigating climate change - value of trained professionals via Certification and Apprenticeships - Canadian Landscape Standards . Measurables Increased usage of Canadian Landscape Standards and trained professionals in new developments and projects Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  16. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 10. Develop Relationship with Manitoba Association of Landscape Architects (MALA_ Owner- Designated Board Member How do they recommend Landscapers? Educate about Certification/Apprenticeship Joint promotion of Canadian Landscape Standards Measurables Closer working relationship between MBNLA and MALA Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  17. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 11. Provide Articles and Content for Local Media Owner- Communications Person and Designated Board Member Identify and develop relationships with 6-8 key media contacts in the Southern Manitoba market such as local magazines, newspapers, trade magazines, popular gardening/landscaping blogs/websites, radio, etc. Provide relevant articles and content to contacts using existing information sourced from CNLA, other provinces, members, researchers etc. to become the ‘source’ of unbiased information. Measurables Minimum of 3 MBNLA submitted articles published per year (does not need to be MBNLA written) Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  18. Recommendations • IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS • 12. Meet Provincial Government Agriculture Ministers, Deputy Ministers and Senior Staff • Owner- Executive Director and President • Develop relationships with key individuals and meet minimum twice per year to discuss • -Economic value of sector including employment • -Benefits of plants personal health and mitigating climate change • -Current issues • Measurables • MBNLA and Government work collaboratively on Innovation, Sustainability and emerging issues Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  19. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 13. Develop Partnerships with Public Gardens/Historical Sites/Tourist Destinations Owner- Executive Director, Communications Person and Designated Board Members Public venues are frequently looking for opportunities to partner with private industry. MBNLA could support these programs and raise the profile of the sector through development and facilitation of grower/landscaping company sponsorship programs, public talks and educational workshops. There are also opportunities to participate in the conceptualization of public displays or themes that could also raise public awareness of landscape opportunities in Manitoba. Measurables Development and implementation of a Partnership Program by 2018 Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  20. Recommendations IDENTIFY AND DEVELOP STRATEGIC RELATIONSHIPS WITH INFLUENCERS 14. Economic Impact Study Owner- Board of Directors It would be ideal to do a more in depth analysis of the Nursery and Landscape Sector in Manitoba. Further analysis into the impact and Multiplier effect of the sector would be beneficial for both private and public interests. An Impact Study could also serve as a benchmark with which to measure future growth of the sector. First step is to meet with appropriate department within the Manitoba government to determine funding options/resources. Measurables Impact Study produced and available for public and private use Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  21. Recommendations IDENTIFY AND DEVELOP HIGH IMPACT, LOW INVESTMENT CUSTOMER/CONSUMER ACTIVITIES 15. Plant Something Manitoba Owner- Communications Person and Designated Board Member The Plant Something campaign is a North American program focusing on the benefits of horticulture and encouraging individuals to take action. BC Landscape & Nursery Association has implemented this program in Canada www.plantsomethingbc.ca. The Plant Something Manitoba branding can be used as the primary vehicle for public communications. Potential funding models could be developed with both a private and public component of investment. Measurables PlantSomethingManitoba website implemented PlantSomething Manitoba referenced in public communications and forums Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  22. Recommendations IDENTIFY AND DEVELOP HIGH IMPACT, LOW INVESTMENT CUSTOMER/CONSUMER ACTIVITIES 16. Speaking Opportunities at Community Events Owner- Executive Director and Board Members Opportunities to address audiences who are already pre-qualified as having an interest are an effective method for effectively reaching medium to large groups. - Secondary Schools: Value of Horticulture regarding health benefits and climate change, Potential career opportunities/paths; Facilitate Field Trips to Growers -Garden & Home Clubs: Value of Trained professionals, New/Different Plant Options for Manitoba -4H Provincial Leaders Conference: Value of Horticulture regarding health benefits and climate change, Potential career opportunities/paths Measurables 3 Significant Speaking Activities per year Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

  23. Recommendations • IDENTIFY AND DEVELOP HIGH IMPACT, LOW INVESTMENT CUSTOMER/CONSUMER ACTIVITIES • 17. Winnipeg Home & Garden Show- January 2019 • Owner- Executive Director and Communications Person • Have a small booth under the Plant Something Manitoba brand to increase public awareness of • -Plant Something Manitoba: Value of Horticulture • -Canadian Landscape Standards • -Value of Certification/Apprenticeship • -Display/Promote Local Award Winners, Plant Breeding • -Horticulture as Potential Career • -Benefit of Plants in Health, Environment, Climate Change • Measurables • Public Interaction at Booth Strategic Plan To Advance the Nursery and Landscape Sector in Manitoba

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