Background

The partners comprised Lantra, PlantNetwork, English Heritage, Historic Houses Association, Royal Horticultural Society, Royal Parks, Royal Botanic Gardens Kew, Royal Botanic Gardens Edinburgh, Historic Royal Palaces, University Botanic Gardens, Professional Gardeners Guild, Corporation of London, Heritage Lottery Fund, Institute of Horticulture, Eden Project, National Trust and Sir Harold Hillier botanic gardens and plant collections.

The steering group commissioned a wide-ranging survey of horticulturists in order to better understand the sector and skills required for its management and maintenance. The findings indicate that the industry is now at severe risk from an increasing shortage of vital skills; a danger that is exacerbated by an aging workforce and problems centred around the difficulties of finding and helping to fund training.

The partners have as a consequence spearheaded a bid to the Heritage lottery Fund to establish a Heritage and Botanic Garden Training Bursaries Scheme, which it is hoped will come on line by the middle of 2006.

Green Skills Summit

1. to influence the development and implementation of GCSEs in Science
2. to increase the availability of apprenticeship schemes
3. to establish cooperative careers information and marketing
4. to provide career development for those changing careers
5. to provide career structures and competences at craft and managerial levels
6. to establish a single voice on all skills, education and careers issues
7. to provide clear information on qualifications and learning pathways
8. to build employer support for training

These targets form the basis of a major body of work to which the Partners have committed themselves.

Download survey

Full Report, 180 pages

Highlights of the report, 5 pages

Annexes to the Report

Significant findings

Profile of the botanic and historic garden sector

There is a widely held view amongst participants in the project that the sector, and industry as a whole needs to be seen to be more professional. It should have an image that it values itself, and those who work in it, with positive promotion to the outside world.

• Web presence – In order to promote a professional image, and to provide the vital information that is currently lacking for the botanic and historic gardens sector and the horticultural industry as a whole, participants thought that there should be an industry web presence to provide information on such subjects as careers, legislation, training, and job vacancies.
• Salaries – In order to try and address the widely held view that those in the sector are inadequately paid for their level of skill, many participants consider that there is a need for a sector standard rate of pay. This should include standardised grades, and rewards for length of service, increase in skills, qualifications and knowledge.
• Training – Employers should acknowledge that training needs must be addressed in order to recognise individuals’ aspirations and develop their potential which would encourage retention. · Practical experience/skills required – Both employees and employers recognise that there is a need to increase practical skills, plant knowledge, and plant identification.
• “Second careerers” – The numbers of staff entering botanic and historic gardens from outside any land-based industry have increased markedly in recent years. They are an important source of motivated willing new entrants. Their training and development requirements should be accommodated by the sector.
• Volunteers – Those who volunteer to work in botanic and historic gardens are an increasingly important resource for the sector which needs management. Volunteering also provides an important means of increasing practical experience to aid employment potential, those undertaking it would like such experience to be recognised by the sector.
• Apprenticeship training schemes – Many participants considered that it is essential to revive apprenticeship training schemes. In the past they were an integral part of the culture of the sector that ensured a skilled, highly trained workforce.

Demographics:

• There is a pattern of long-serving, committed and loyal staff; 61% have been in the sector for over eleven years, and 32% with the same employer for more than eleven years. Low turnover and little movement is reflected throughout the sector; 31% of those in the postal survey said they have never been promoted.
• Only 5% of respondents to the postal survey (and 5% in the NT survey in 2003) are aged under 25; either indicating that there are few people under 25 engaged in botanic and historic gardens, or that they are less likely to have responded to the survey.
• Participants said they generally work longer than their contracted hours, usually without overtime payment. Most consider they have not opted out of the Working Time Directive, say it is not applicable to them, or they are unaware of it.
• 71% of skilled staff earn less than £15,000, 58% of supervisors earn between £15,000 and £20,000, and 58% of managers earn between £20,000 and £30,000.
• 83% of respondents work in a garden which is open to the public, 48% have between two and twenty employees and 55% say practical gardening work is undertaken by a mix of both contractors and employees.
• 85% of respondents are based in England; 49% in the South East and 20% in the South West. 72% are male, 42% of whom are aged over 45.
• 98% of respondents are “White” in ethnic origin.

Career mapping:

• In total 25% of respondents say they came into the sector straight from school (before any further education). 49% of those who have been in botanic and historic gardens for more than 20 years say they started this way, 67% of whom began on an apprenticeship scheme, 45% with a local authority.
• 26% say they started in the sector after further or higher education.
• 20% say they came into botanic and historic gardens from working in another land-based sector, primarily agriculture, commercial horticulture, or private gardening.
• Significantly, 27% say they started working in botanic and historic gardens from outside any land-based industry from such diverse occupations as mining, manufacturing, teaching, banking, publishing and architecture. This group are frequently referred to as “second careerers” and were identified by participants as having increased considerably in recent years:
  • Since the NT 2003 survey (although using a different sample base), the numbers entering the sector as a second career has increased by 10%.
  • 55% of respondents who have been in the sector for five years or less are “second careerers”.
  • 43% are women (compared to a sample average of 28%). 40% were aged between 26 and 35 when they entered the sector double the sample average.
  • 33% had a degree on entering the sector (compared to a sample average of 23%).
  • On entering the sector they consider they already had “transferable” skills of communication, problem solving, team working, customer handling, as well as good computer, literacy and numeracy skills.
  • They mainly want to develop wildlife/conservation management skills, garden design and historic garden knowledge, advanced IT, and propagation skills.
  • Employers commented that they have found “second career” students to be highly motivated and good employment prospects.
• Many participants in discussion groups say their parents worked in the sector, or that they had an interest in gardening/wildlife, which prompted them to take up a career in botanic and historic gardens.
• Volunteers are also viewed as an increasingly important resource in the management and maintenance of botanic and historic gardens:
  • 44% of those who have been in the sector for less than three years say they started working as a volunteer before obtaining a permanent position, (compared to 7% who started in the sector over 20 years ago, and a sample average of 16%).
  • Significantly more women than men started as volunteers.
  • 32% of those who say they will be retired in five years say they will work as a volunteer after retirement.
  • Discussion shows that volunteer management should not be underestimated, because it is time consuming and needs to be overseen by a trained expert.
  • Volunteering is often viewed as a means of gaining practical experience to enhance employment potential.
• Apprenticeship training schemes: 32% of all those responding to the postal survey say they started in the sector on an apprenticeship training scheme.
  • Significantly, 42% of those who have been in the sector for over 20 years started on an apprenticeship scheme (45% with a local authority). This declines to 18% of those who have been in the sector between three and ten years.
  • By contrast 47% of those responding to the survey who have been in the sector for less than one year (from a small sample of 15) have started as apprentices, 25% on a modern apprenticeship scheme.
  • Participants at focus groups emphasised that apprenticeship schemes should be established to halt the decline in practical skills and knowledge, and to encourage recruitment.
• The differences between those who have been in the sector for more than 20 years and those for less than five years are apparent: – Those who started over 20 years ago are much more likely to be male and have come straight from school, with ‘O’ levels and City & Guilds qualifications. This contrasts with 57% of those who have been in the sector for less than five years being women, more likely to have started in the sector between the ages of 26 and 45, and more likely to have ‘A’ levels and a degree.
  • As well as being more likely to have started as a volunteer and come from another industry, 76% of those who have been in the sector for less than five years are skilled staff. They are more likely to think they have not had the opportunity to progress their careers than those who have been in the sector for more than 20 years, 56% of whom are managers.
• Barriers when starting in the sector were found by 44% of those responding. Interestingly by contrast, 61% of those most recent entrants found barriers (primarily too few vacancies and inadequate salary), compared to 39% who entered the sector over 20 years ago (primarily inadequate salary, the perception of horticulture, and lack of careers information).
• Inadequate salary is cited as being the main barrier to finding a permanent position in botanic and historic gardens. In discussion sessions the issue of low salaries and pay was highlighted as the single most significant factor facing the sector:
  • Participants suggested that there should be a standard rate of pay for botanic and historic gardens, which should be a sector-wide guide for grades and levels of pay. Some participants suggested the possibility of using the rates offered by institutions and public bodies for guidance. Others preferred the idea of creating standard rates of pay by benchmarking jobs in botanic and historic gardens against comparable roles in other sectors.
  • There was also a view that to encourage perceived progression any salary scale should be linked to rewards for length of service, increased skills, and qualifications.
  • 38% of respondents are on a salary of £15,000 or less, including 71% of skilled staff.
• The perception of horticulture although primarily seen as more of a barrier to those who started more than 20 years ago, is nevertheless cited as a significant contributory factor to the problems facing the botanic and historic gardens sector today:
  • Discussion sessions highlighted the need for the sector to be seen as more professional, to have a better image of itself, to promote itself and be proud of its highly skilled and motivated workforce.
  • Frequently cited was the lack of professional recognition given to skilled gardeners in contrast to that of plumbers or electricians who are perceived to require skills and qualifications for their trade, yet receive much higher rewards in pay and recognition.
• Career progression and aspirations were met for the majority of respondents to the postal survey. 26% say they have not had the opportunity to progress their career, mainly due to lack of opportunities or vacancies, yet only a small minority (9%) consider that their aspirations are not, or mostly not, met.
• A small minority (4%) say that in five years time they expect to have left the sector and 5% say they will be retired. 34% expect to be promoted and 33% expect to be with a different employer in five years.

Role and tasks performed:

• 28% of respondents say their role includes that of Head Gardener; of these 59% say they are managers, 24% skilled staff, and 16% supervisors.
• 49% of respondents say their role includes that of a Gardener, this includes 75% of skilled staff and 40% of supervisors.
• 30% of respondents say they receive “tied” or “representative” housing with their position. 64% of these undertake “out of hours” duties in return, and in general receive moderately increased salary. Such housing is not necessarily perceived as a benefit, it has meant exclusion from the “property ladder”.
• The role of those who are a manager, particularly Head Gardener has changed significantly in the last ten years. With a general decline in labour in the garden and the need for many to generate income; less time is spent in the garden and more in the office, dealing with administration, Health & Safety, risk assessment and bureaucracy.
• Those supervisors and skilled staff whose time is primarily spent in the garden have had to take on increasingly more tasks and greater responsibility.
• A significant majority (83%) say what they do matches their expectation of their role.

Skills:

• Those responding to the postal survey primarily want to develop their wildlife/conservation management skills, advanced IT, garden design and historical knowledge of gardens.
• In discussion sessions, (both by those in managerial and skilled gardener groups) plant knowledge and plant identification were frequently highlighted as skills to be developed across the sector.
• Employers clearly identified that they consider there is a significant lack of practical skills within the sector (particularly from college entrants) and lack of skill in plant knowledge and identification.

Training:

• The majority of those responding to the postal survey (60%) say they would like training in the next year, primarily in certificated, technical short-courses (chainsaw, pesticides, tractor driving), and training to increase plant knowledge and botany skills. (IT, garden design, and management of historic landscapes are also significant).
• In discussion, mangers wish to develop managerial, motivational, team building and HR training, whereas skilled staff would like more training to develop practical skills and to gain qualifications.
• As previously highlighted it is considered essential that apprenticeship training schemes are revived.
• In discussion sessions a need was identified for a web presence for botanic and historic gardens and the horticultural industry as a whole; to include such things as careers information, training in the sector, training updates, training issues, legislation requirements, and job vacancies. Participants consider high priority needs to be given to setting this up to help establish the sector and to reinforce its identity as an important profession.

Recruitment and retention:

• Discussion with employers identified that the primary problems with recruitment are perceived as being:
  • Significantly fewer skilled people applying for positions.
  • Lack of practical skills.
  • Lack of a balance of managerial and practical skills for more senior positions.
  • Salaries offered are generally low for the level of skill required.
  • Cost of housing and relocation and associated problems with moving families.
• Turnover was generally very low at all those sites participating, which in itself causes problems with lack of movement within organisations and opportunities for progression.
• In discussion employers identified that there needs to be a structure in place which will allow those who wish to stay in practical gardening (rather than move into managerial roles) to be motivated and trained and have their skills developed.
• Participants identified a need to improve practical training and plant knowledge. Invariably there is emphasis on training that is required by legislation (e.g. Health & Safety), or management training, but training to develop horticultural skills is often lacking.
• It is acknowledged by many employers that there is a need to identify the training needs of staff to encourage retention.