UAC Magazine - Winter 2018 by Georgia Urban Ag Council

Focus on

human resources

URBAN AG COUNCIL MAGAZINE GEORGIA

Keeping Georgiaâ&#x20AC;&#x2122;s green industry informed

UAC MAGAZINE | WINTER 2018

WINTER 2018

Advocate. Educate. Promote.1

UAC MAGAZINE | WINTER 2018

UAC Magazine Official publication of the Georgia Urban Agriculture Council

Board of Directors Todd Jarrett, President Arbor Hill Nurseries Matt Lowe Swift Straw Josh Morrow Athletic Fields, Inc. Ken Morrow The Turfgrass Group Chris Nelson Chattahoochee Nature Center Bob Scott Irrigation Consultant Services Ray Wiedman Outdoor Expressions Ron White TurfPride

Ex Officio Ellen Bauske UGA Extension Public Service Assistant Bodie Pennisi UGA Extension Horticulturist Clint Waltz UGA Extension Turf Agronomist

Staff Mary Kay Woodworth Executive Director Kathy Gatten Johnson Marketing Director & Editor

A member of:

GEORGIA

WINTER 2018

UAC NEWS

4 Executive Director message 5 Letter to the editor We are not immune 8 Johnny Frank Swift, Jr. Industry loses a great man 10 What did you miss? Grady High School Career Fair 10 Where are you going to find the next generation of workers? 11 Henry County Career Ready Expo Sign up to participate 12 World of Landscape CEFGA event scheduled for March 22-23, 2018 14 What did you miss? EDGE Expo 16 Thank you to our sponsors! EDGE Expo 16 GALA It's time to upload your projects! 18 UAC Safety Zone Entry deadline approaching 20 21 22 23 24 26 28 30 62

REGULAR FEATURES Me & my mentor Kimberly Vigne, HighGrove Partners Pest 411 Kudzu bug decline Landscape Business Boot Camp Why you can't afford to miss this Save the date Safety works UGA safety training Health & benefits UAC health insurance plan Pro project Hillside dilemma, Ed Castro Landscape What the tech? Google Hire Directory of advertisers

BUSINESS 32 34 36 38 40

Growing Managers Series The essentials Ditching appraisals Why ongoing feedback is more important Habits you need to break 10 ways you're driving your employees crazy Who says money doesn't motivate? Linking compensation and action When things heat up How to conquer employee conflict

INDUSTRY 42 44 46 51

Labor pains 2017 State of the Industry Report Industry update News from the Georgia Agribusiness Council 2018 Sod Producers' Report Annual survey examines inventory and price Vincent J. Dooley Professorship Marc van Iersel and Dooley team up

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52 55 56 59 60

Harmless or harmful? Slime molds, Spanish moss, lichens, and mistletoe Emerald Ash Borer Quarantine Statewide Expansion "Is my tree dying?" Evaluating tree health Bamboo muhly grass Add texture and motion to landscapes Liven up spring containers Deadnettle adds variety and texture

UAC MAGAZINE | WINTER 2018

Atlanta Botanical Garden Georgia Agribusiness Council Georgia Arborist Association Georgia Association of Water Professionals Georgia Green Industry Association Georgia Urban Forest Council Georgia Water Alliance National Association of Landscape Professionals Southern Nursery Association

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UAC NEWS

Dear UAC Members and Supporters, It is helpful for the victim to inform the harasser 4 directly that the conduct is unwelcome and unpredicted and awesome snowfall on December

Happy 2018 to all! If you are like me, the

8 was a wonderful start to the Christmas and holiday seasons! Let’s hope for good weather for the remainder of this winter and an early spring to get the 2018 planting, installation and maintenance seasons rolling!

Mary Kay Woodworth Executive Director

Interviewing, hiring and training is a critical part of your business, and now, more than ever, it is imperative that employment rules and policies are clearly communicated and enforced. A policy area that many do not communicate clearly about is one that has been in the headlines – and rightly so – the last few months: sexual harassment. The U.S. Equal Employment Opportunity Commission defines sexual harassment as “…a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including state and local governments. It also applies to employment agencies and to labor organizations, as well as to the federal government.” Although Title VII applies to businesses with 15 or more employees, no employee should be subject to this type of abuse. The EEOC provides the following information: Sexual harassment can occur in a variety of circumstances, including but not limited to the following: victim as well as the harasser may be a 4The woman or a man. The victim does not have to be

UAC MAGAZINE | WINTER 2018

of the opposite sex.

The harasser can be the victim's supervisor, an agent of the employer, a supervisor in another area, a co-worker, or a non-employee.

victim does not have to be the person 4The harassed but could be anyone affected by the offensive conduct.

sexual harassment may occur without 4Unlawful economic injury to or discharge of the victim. 4The harasser's conduct must be unwelcome.

must stop. The victim should use any employer complaint mechanism or grievance system available.

When investigating allegations of sexual harassment, EEOC looks at the whole record: the circumstances, such as the nature of the sexual advances, and the context in which the alleged incidents occurred. A determination on the allegations is made from the facts on a case-bycase basis. Prevention is the best tool to eliminate sexual harassment in the workplace. Employers are encouraged to take steps necessary to prevent sexual harassment from occurring. They should clearly communicate to employees that sexual harassment will not be tolerated. They can do so by providing sexual harassment training to their employees and by establishing an effective complaint or grievance process and taking immediate and appropriate action when an employee complains. It is also unlawful to retaliate against an individual for opposing employment practices that discriminate based on sex or for filing a discrimination charge, testifying, or participating in any way in an investigation, proceeding, or litigation under Title VII. In the traditionally male-dominated landscape and horticulture industry, where employees may come from different cultures, UAC wants to ensure that our member companies recognize the importance – on both an employee dignity AND business liability level – of including a clear, robust policy and process in their sexual harassment training. Please let us know how we can assist you with this and other human resource matters.

UAC NEWS

November 30, 2017

Letter to the editor, Gentlemen (and Ladies) of the Green Industry: We Are Not Immune. May I ask a favor, to have three minutes of your time to consider a problem in our industry that no one is talking about? I’d like to ask you to read this through to the end, even if it’s a little uncomfortable. (Perhaps ESPECIALLY if it’s uncomfortable.) More than 20 years ago, I was on the staff of a national nonprofit organization. A board member - the CEO of a Fortune 500 company showed up at my hotel room door late at night, under ridiculously flimsy pretenses, seeking sexual gratification. It was neither my first nor last experience with questionable conduct in a professional environment … but it WAS one of the most blatant. I’ve told that story a lot through the years. It happened shortly before I came to work with the green industry, an industry that felt kinder, gentler, safer: we are good people. This week’s news is NBC’s Matt Lauer. (Surely by now, you’ve heard about the “Harvey Weinstein effect?”) We are in a bit of a cultural watershed moment. Daily, fresh stories of sexual harassment, misconduct, rape, assault and some just plain poor taste are emerging. Stories of men abusing their position of power over women (and sometimes, over other men as well.) These stories are coming from so many industries … politics/government, journalism, entertainment, technology, hospitality, finance, manufacturing.

Yes - we are people of faith, people of the land, proud family business owners, self-identified plant geeks, people who are kind and generous

Looking broadly at the industry, I also know that these are our uncomfortable truths:

are “handsy” guys at pretty much 4 There every event that I have ever attended. A too-

long hug, a roaming hand when photos are being taken, an uninvited shoulder massage, a blatant groping.

are customers at tradeshow booths 4 There or in your sales yard, leering at women

with thinly veiled come-ons, trying to cajole favors from your sales reps or office staff, or who linger just a little too long, tell a provocative joke, seem just a little too suggestive, stand just a little too close.

are truck drivers who make 4 There inappropriate comments or wolf-whistle to

the women on your staff when they deliver.

are people calling women they work 4 There with (or the waitress at the restaurant) “baby, honey, sweetie” without thinking: are they coming on to us, or can they just not be bothered to remember our names?

are married men attending events 4 There (the ‘tradeshow syndrome’) who suddenly

flirt shamelessly … making women who they work with professionally all year long uncomfortable. There are open extramarital affairs going on - wink, wink: ‘what happens in Vegas stays in Vegas’. NOTE: (every one of those examples is a true story, or many true stories, from a woman in this industry.)

EDITOR'S NOTE: This issue’s letter from the Executive Director highlights the critical importance of including sexual harassment training in your employee training. I received this personal plea from a woman in the green industry and felt it was appropriate to reprint here.

UAC MAGAZINE | WINTER 2018

Here in the green industry, we’re an industry rooted in family values, farming, agriculture, passion for nature, faith. All of that is true - I’ve seen it: I have seen the VERY BEST OF US through these 20 years. Some of my dearest friends, adopted family, and my husband come from this industry. (Sadly, I have also seen some of the worst of us.)

and willing to help our fellow businesses in an emergency. We are also an industry made up predominantly of men in positions of leadership. And thus, we are not immune.

Yes - we are people of faith, people of the land, proud family business owners, self-identified plant geeks, people who are kind and generous and willing to help our fellow businesses in an emergency. We are also an industry made up predominantly of men in positions of leadership. And thus, we are not immune.

UAC NEWS Far too often, all of this behavior is “brushed off ”…

“Oh, that's just (INSERT NAME HERE).

He doesn't mean any harm. (Maybe he's had one too many drinks.)

Don't let it bother you." (But it SHOULD bother us – all of us – men and women alike.) As a society, we need to stop apologizing for the creeps. We need to stop brushing bad behavior under the rug. We – the green industry - need to open our eyes to the fact that we are not immune.

UAC MAGAZINE | WINTER 2018

Like so many women, I am usually sufficiently smart/strong/confident to get out of a difficult situation – to ease away, to make light of it, to get myself into a safer place. I have always been fortunate enough to feel secure that my job wasn’t in jeopardy for telling (INSERT NAME HERE) “NO.” But I lose sleep at night thinking about the woman making $12/hour who is too meek to push back, who fears reporting her coworker/supervisor because it might mean losing the job that keeps a roof over her kids’ heads. I write this today for her. Because we can’t fix a problem we can’t discuss.

Back when I managed events for ANLA, there was a pre-meeting before every travel event. At every one, we made it a point (with then-EVP, Bob Dolibois, leading the charge) to tell our staff team that there was ABSOLUTELY NO POINT at which the organizational ethic of “member service” should be put ahead of your own individual right to safety, comfort, and personal space. We made it clear that the organization “had their back” if they needed to take any measure to step out of an uncomfortable situation. Period. No questions asked. It was our job to create a safe work environment for our team.

Gentlemen of the Green Industry (and yes, the vast majority of you truly are gentlemen): I want to let you in on a secret: we ladies have an unwritten code about these kinds of things. I could walk up to a strange woman in a bar and give her a look, whispering, “this guy is creepy, can I sit with you?” and she will treat me as if we were long–lost sorority sisters. BUT: this industry doesn’t have enough women “on the scene.” So through the years, one of my most effective coping mechanisms was to create a massive “adopted family” for myself: a whole cadre of “uncles” and “big brothers” who I could count on in an instant if I needed support at an event, if I needed a backup, an escape, an escort, a safe place. Which is great… but it would have been far better to have never felt like I needed it. The commercial horticulture industry is still very much male-dominated. (Translation: statistically, we have more potential abusers among us, and fewer safer spaces.) But I think we can be different. I’d like to look at that same statistic as having more ALLIES: more “big brothers” and “adopted uncles” looking out for the women around us. (I also believe that the industry would benefit from having more women in leadership positions, but that’s a different topic.) Maybe you’re all-too-familiar with these stories. Or maybe this is all new to you, and a bit shocking. [Did you see that “(INSERT NAME HERE)” above? While every one of those examples is true, I didn’t write this to name names, or call out any one person or situation specifically. But honestly, I don’t know any woman (in this industry or otherwise) who HASN’T had an uncomfortable experience at some point in her life.] If you haven’t heard these stories, if you’re struggling to believe me, I encourage you to start a conversation: ask the women around you to share their stories. I’m asking you to pay a little more attention to predatory, tasteless or just “walking the fine line of inappropriate” behavior going on around

UAC NEWS you. (Also, while policy manuals and HR aren’t a “silver bullet” this is a great time to make sure your company has a robust policy and process around handling sexual harassment and misconduct.) None of us are completely innocent here: we’re all human: we’ve all laughed at an inappropriate joke, made a comment that could have been misconstrued, said something without thinking and realized, “oh, that probably didn’t come out right.” Times are changing. We keep evolving. And as Maya Angelou famously said, when we know better, we do better. Women can’t solve this. This is a problem that men are uniquely positioned to fix, and it’s simple: If you see something, say something. Step into the situation. Offer to get someone home (or up in an elevator) safely. Say, “hey – that’s not cool” to the guy getting handsy or with the tasteless jokes. If you’re not part of the problem, you NEED to be part of the solution.

If you’re a man still reading this (thank you) – as we turn the calendar into 2018, I’d ask you simply to think a little bit about how you can be an even better “big brother” or “adopted uncle” in the year ahead. No, we aren’t immune … but I believe we CAN be different. Thanks for listening. I also hope you’ll be willing to add your voice to the conversation. Kellee (Magee) O’Reilly Kellee@monkeybarmanagement.com (** Note: this is a somewhat more articulate version of a “soapbox moment” I shared with our Executive Academy for Growth & Leadership (EAGLNetwork. com) group reunion last month. In addition to posting this to Facebook, I have submitted this to every green industry trade magazine I could think of: I hope it can serve as an important discussion-starter. I hope many of them will have the courage to publish it, to raise awareness, and encourage our industry’s collective discussion on an important topic.)

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UAC NEWS

Johnny Frank Swift, Jr. Industry loses a great man

by Drew Watkins, Baytree Landscape Contractors On October 19, 2017 we lost a great man in our industry here in Atlanta.

Johnny Frank Swift, Jr. 1966 - 2017

Johnny Frank Swift, Jr. passed away after suffering from deteriorating health conditions that forced him to take medical leave from Baytree Landscape in June 2017. Johnny leaves behind his dear wife, Virginia, three grown children and five grandchildren. He also leaves behind his loving father, Johnny Frank Swift, Sr. Johnny was a mountain of a man. Born in 1966 in Decatur and a graduate of Briarcliff High School, Johnny played football, enjoyed all the local Atlanta sports teams, liked to fish and, perhaps more than anything, he loved competitive drag racing. Johnny entered the landscape business in the mid-1980s working for Greentree. I met him in 1995 and basically never knew a professional green-industry day in my life without Johnny Swift being a key part.

We went on to work together at Piedmont Landscape where Johnny ran our most successful maintenance branch. When we started Baytree in 2014, Johnny was the first person we called to come run our Atlanta maintenance division. Johnny was always thinking about ways to make crews more efficient, about selling extras and working with vendors on subcontracted services. He was a phenomenal Branch Manager, a true leader behind the scenes. His quiet, deliberate demeanor was an acquired taste but working with him it didn’t take long to know he backed it up by action and a lot of know-how. His is a legacy of accountability, pride in his team, his ability to lead them, and of results. Johnny Swift will be greatly missed by the many lives he touched in this industry for over 30 years. Our prayers go out to his family and friends in this time of loss. Godspeed Johnny, Godspeed my friend.

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UAC NEWS

Grady High School Career Fair

WHAT DID YOU MISS?

November 14 Atlanta, GA

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Henry County Career Ready Expo Friday, January 19

UAC MAGAZINE | WINTER 2018

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UAC MAGAZINE | WINTER 2018

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SAVE THE DATE SAFETY WORKS

UGA safety training

Keeping landscape and tree care workers safe by Sharon Dowdy Employee safety is a priority for most business owners, but time

constraints, as well as language barriers, can make safety training more challenging for employees in Georgia’s green industry. To improve safety in Georgia’s Using grants from OSHA, UGA Extension landscape and tree experts in the Georgia Center for Urban care industries, the Agriculture prepared and delivered two- to University of Georgia six-hour safety training sessions. To date, Center for Urban these programs have reached more than Agriculture developed 4,000 workers in the tree care and Green a training program Industries. that fits company schedules and uses materials designed for both English- and Spanish-speaking employees.

UAC MAGAZINE | WINTER 2018

From 2012 to 2016, 64 people employed in the landscape industry in Alabama, Florida, Georgia and Mississippi died as a result of workplace injuries, according to the U.S. Department of Labor. In 2016, the Tree Care Industry Association reported 153 incidents, 92 of which were fatal.

Since 2004, the center, based on the UGA Griffin campus, has received five Susan Harwood Training Grants from the Department of Labor’s Occupational Safety and Health Administration (OSHA). Harwood grants fund education for workers and employers on the recognition, avoidance and prevention of safety and health hazards in the workplace. “OSHA was struggling to find people to teach safety trainings in the landscape field,” said Alfredo Martinez, the UGA College of

Agricultural and Environmental Sciences plant pathologist who led the team that originally organized the training project. “Business owners are fined by OSHA when there is a safety incident and they have to pay the worker’s medical bills. They also experience a loss of time while the worker recuperates.” Martinez said that the success of the UGA training program is tied to business owners seeing the value of educating their workers and building a reputation of being preventionminded. Using the OSHA funds, UGA experts prepared and delivered two- to six-hour safety training sessions. To date, these programs have reached more than 4,000 workers. “Three-fourths of this workforce is Hispanic, so our priority has been to equip them. They are the backbone of this industry,” Martinez said. Early on, the UGA training sessions focused on reducing equipment- and driving-related injuries and the misuse of pesticides. The trainings have since progressed to include safe use of tree care equipment, like chainsaws. “Many tree care and landscape employees are temporary, seasonal workers. The workload is often heavy and these employees are busy, which can make it difficult for companies to get these employees safety training,” said Ellen Bauske, a program specialist with the center who now leads the project. The UGA team hired instructors from North American Training Solutions to teach aspects of the safety training. “We learned early on that tree care employees want to learn from someone who has run a saw for a living, not a UGA Extension employee,”

SAFETY WORKS Bauske said. “Of course, this makes the classes more effective because the workers are open to learning from their peers.” The UGA team developed “picture-rich” training materials, hands-on lessons and easy-to-read bilingual manuals. “These employees are quick studies, but they don’t like to read and study a textbook. They want to see it, touch it and do it to learn,” she said. “And we have to take the classes to them.”

Newsletters with tips on chainsaw safety, traffic safety, personal protective equipment and more are also available for landscape business owners.

“The information in the newsletter is designed to be easy to share with the workers during a morning tailgate meeting.” ~ Ellen Bauske

Bauske says business owners support the training program, which is evident in the fact that employees attend classes during working hours while they are on the clock. Most of the companies who work with UGA for training purposes are small to midsized businesses. Larger companies employ their own training staffs, she said.

With the OSHA grant completed, the UGA trainings are now available online at no cost at ugaurbanag.com/safety. Spanish and English versions of the Safety for Hispanic Landscape Workers manual are also available for purchase on the site.

Workers aren’t the only ones who benefit from the UGA safety training sessions. Company owners are also trained.

About the author

Sharon Dowdy is a news editor with the University of Georgia College of Agricultural and Environmental Sciences.

UAC MAGAZINE | WINTER 2018

HEALTH & BENEFITS

The average rate increase for health insurance is 9%. Members of the

Urban Ag Councilâ&#x20AC;&#x2122;s health insurance plan

averaged a

12.5% decrease

UAC MAGAZINE | WINTER 2018

on their health insurance renewal.

Are you confident that youâ&#x20AC;&#x2122;re doing everything possible to manage your health insurance?

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UAC MAGAZINE | WINTER 2018

The steep hillside behind the house limited the usable space and frustrated the homeowners.

AFTER: This project drastically increased the usable space behind the home, with a new pool terrace, fireplace, and seating areas. The pool terrace features a variety of seating options and lush plantings.

This family was looking to create a larger, usable space for recreation and entertainment

behind their home, but the steep hillside was a challenge. The slope, and resulting drainage issues, limited their ability to use the back yard space. Our firm was hired to turn this formerly problematic and nondescript space into a luxurious and peaceful retreat. Our plan called for a bold solution to the homeownerâ&#x20AC;&#x2122;s dilemma, cutting out the steep hillside to expand the existing patio, and adding an elevated terrace with a pool and additional gathering spaces. The steep slope of the hillside was the main challenge for this project. By creating a terrace above the grade of the existing patio, we were able to reduce the amount of soil that was removed while creating a unique space that fits the site.

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The formerly steep hillside was transformed into a secluded oasis.

These scuppers not only provide an interesting element to the back wall of the pool, but also enliven the space with sound.

The pool terrace features a variety of seating options and lush plantings.

The fireplace helps to frame the space.

This view shows how the new terraces are tucked into the hillside, softened by ample plant material.

UAC MAGAZINE | WINTER 2018

The lower terrace adjacent to the home existed before this project, but was re-paved and enlarged.

WHAT THE TECH?

Google Hire

Can it help your small business find the best employees? by Melissa Kossler Dutton, Manta Contributor The new G Suite tool, Google Hire, is designed to

The software works in conjunction with Google’s existing G Suite office products, allowing companies to easily organize their list of job candidates, schedule interviews and share feedback about applicants.

streamline recruiting, interviewing and hiring processes for small and mediumsized companies.

Hoping to build on its business offerings, Google launched Hire in August 2017, a product designed to help small to mid-size companies streamline their hiring processes. The software works in conjunction with Google’s existing G Suite office products, allowing companies to easily organize their list of job candidates, schedule interviews and share feedback about applicants.

UAC MAGAZINE | WINTER 2018

The software generates background information on candidates by providing links to their LinkedIn and other business profiles and searching the U.S. Patent and Trademark Office’s database. Google Hire also helps businesses post their opening to jobs websites and optimize the listings in Google searches.

The product will greatly assist companies— especially smaller ones—in finding and winning over quality candidates, said Molly Eyerman, president of Vivo Growth Partners, a talent and recruiting firm in Columbus, Ohio. She intends to use the platform to organize job searches for her companies. "Hiring the right person for the job is critically important for any business, but small companies suffer more from bad hires." ~ Molly Eyerman

“With a small team, every person has a significant impact not only on the workload, but also on the culture of the team,” she said. “If someone is not pulling their weight, it can cause damage in a variety of ways, such as decreasing morale and negatively impacting customer service.” It’s also expensive. The cost of bad hire is at least 30% of the employee’s first-year earnings, according to a study by the U.S. Department of Labor. For small businesses that don’t have a large hiring team or don’t use outside resources, Google Hire can help them develop an organized approach to the job search, interview process and candidate selection—which is good for the company and the candidates, Eyerman said. It’s in everyone’s best interest for companies to find some way to establish a structured process for hiring, she said.

An organized approach

When companies have an organized approach to hiring, candidates appreciate it, said Gail TolstoiMiller, CEO and chief staffing strategist of New York-based recruiting firm Consultnetworx. They feel good about the process even if they don’t get the job, she said. “They feel like there’s a method to the madness.” Companies need to remember that candidates also are evaluating them. Unanswered emails, interviewers who aren’t prepared, or a lack of communication about the process reflect poorly on the company. ~ Gail Tolstoi-Miller

WHAT THE TECH?

Interviewing candidates

It’s critically important that the hiring team clearly understands what skills and traits are needed for the job and can have a prescribed method to assess the candidate, said Tim Padgett, founder and CEO of the Pepper Group, a marketing firm in Chicago. Without that foundation, its’ easy for the process to go awry. Google Hire allows companies to create a rating scale they can use during the interview process to evaluate would-be hires. The tool also has the capability to incorporate tests and other screenings into the process.

Informed decisions

Hiring teams make their best decisions when they have carefully reviewed the notes and evaluations generated from the interview and the candidate’s resume and paperwork, the hiring experts said.

A resource that collates all that data along with the job description—like Google Hire—will surely make things easier on the selection committee, they said.

Efficiency has its rewards

Anything companies can do to increase their efficiency and make a timely offer to their favorite candidate is optimal—especially since the job market has gotten so tight, Eyerman said. “The demand for talent is so high,” she said. “When you find that awesome rock star, you don’t want to lose them because of an administrative thing.” Originally published by Manta at manta.com. Manta is one of the largest online resources dedicated to small business. Learn more and create your free company profile at manta.com.

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BUSINESS

Growing Managers Series The essentials

by William Eastman, GreenMark Consulting Group

The key to effective management is hiring people with the instinct for the job and placing them in an environment where the rules are clear.

The idea for this series started in October while visiting our Midwest clients. Everyone had the same problem: an owner trying to grow by spending less time working IN the business and more ON running it. Each had the sales to replace themselves with a level of management. It is here the fun began.

of role. In the Fall 2018 UAC Magazine 4weClarity will detail the 3 Roles and 5 Tasks. The 3

Their choices were killing them. The individuals didnâ&#x20AC;&#x2122;t have the instinct or the attitude for the role. Now instead of growing the business, large deals were at risk. Their pain made this an issue that needed help.

What you need to know

UAC MAGAZINE | WINTER 2018

Trying to define management is like trying to describe a varied landscape - it all depends where you are on the property. We took what we've learned from our years running businesses and boiled it down to a few essentials: creating a discipline for how the business is managed, looking for the right people, and creating operational transparency.

discipline. An approach for 4Management removing obstacles, coordinating work using

information, and making decisions. It is less about technical expertise and more about understanding the process of work. In the Spring 2018 UAC Magazine we will cover creating the right management discipline for your landscape business.

right. We covered screening people for 4Hiring eligibility (can they perform) and suitability (will they perform) in the September/October 2017

UAC Magazine (pages 30-31) and the May/June 2017 UAC Magazine (pages 28-29).* What comes to my mind is instinct. Good managers know what is important and will handle it. You can train the handling, but you must hire or promote for instinct. In the Summer 2018 UAC Magazine we will cover techniques to find managers who will help you grow the company.

Roles encompass dealing with people, processing and communicating information, and making good real-time decisions. The 5 Tasks comprise aligning expectations and resources, planning to ensure it is there when needed, executing according to plan and budget, measuring and tracking for progress and results, and control minimizing risk.

What you need to do

Management discipline starts with you. Most management behavior is based on copying the people above you - now is the time to get it right. Be what you expect from managers and supervisors. Here are the rules: Use of time. How you spend time conveys importance. The first rule is to focus on contribution:â&#x20AC;&#x153;What should I do right now that will have the greatest impact on the business?â&#x20AC;? For a sales manager it is revenuegenerating activities. For an operations manager it is scheduling. For a supervisor it is budget.

Who does the task. The second rule is the right people doing the right tasks. Track the work day and find how much of your time is spent doing the work of others. For an owner/executive it is business development, resources, and cash flow.

* Current UAC business-level members can access past issues of UAC Magazine at any time. Just log in as a member: https://urbanagcouncil.com/profile/login

BUSINESS Plan and track. Build your perfect day and identify the obstacles. If you were to maximize your contribution, how should you spend the day? Here are a few hints from the next article:

Unavailable - time spent analyzing opportunities

and obstacles to make better decisions. Open Door - time spent being accessible to employees, customers, and suppliers. Tours - unannounced visits to employees and work sites. See what is happening in your absence. Visits - time spent with suppliers, customers, bankers. Focus on building and maintaining critical relationships. Meetings - forcing alignment and communications to ensure resources are maximized.

Where you can get help

Until we drill down in the next article on management discipline, check out our Facebook Group (Georgia Urban AG Council) where we can help you to set the discipline for your company.

Summary

The key to effective management is hiring people with the instinct for the job and placing them in an environment where the rules are clear. Over the years I have turned around several businesses and the common theme in every failing company was no management discipline. About the author William Eastman is a Business Management Consultant with GreenMark and the Managing Partner for Intellectual Property at the GrowthWorx – a business research and product development company headquartered in Richmond, Virginia.

For more information contact William Eastman @833.784.7336 (833.RUGREEN) or attend our upcoming Boot Camp on January 18 in Atlanta. See page 22 for more Boot Camp info!

For more information: P: 804.433.3886 E: weastman@greenmarkgroup.com W: www.greenmarkgroup.com

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UAC MAGAZINE | WINTER 2018

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BUSINESS

Ditching appraisals

Why ongoing feedback is more important by Erin Saunders, ON Services No one loves performance appraisal time. Managers often have many direct reports and taking the time to provide thoughtful Dropping performance appraisals feedback for each isn’t for everyone. However, the more direct report can be the process can be simplified and cumbersome and made meaningful for managers and time consuming. With most budgets employees, the better the process will only allowing for reflect it’s true purpose of providing nominal merit feedback, differentiating between increase, many talent, and helping employees grow employees don’t and develop. feel the connection between their performance and pay increases. HR teams and performance administrators spend many hours reviewing and providing feedback to managers on how to consistently use the performance appraisal tool. All of this culminates into an experience that is time consuming and demotivating for almost everyone involved.

UAC MAGAZINE | WINTER 2018

So why do we do it?

Performance appraisals originally started in WWI with the US Military. They were designed to help flag and dismiss poor performers. In the '50s, social psychologist Douglas McGregor recommended that setting goals for employees could help drive engagement and happiness at work. The performance review process was designed not to be punitive, but to help motivate. Enter General Electric in the 1960s. GE, among other companies, felt that performance appraisals were focused too much on future goals, and not enough on past performance. GE began splitting their appraisals into separate discussions about past performance and future goal setting and other companies soon followed suit. When Jack Welch took over GE in the 1980s, he took this practice and put it on

steroids. He demanded that all managers rate their highest and lowest performers according to a bell curve, assuming that 70% of employees would be average performers, 15% would be low performers, and 15% would be top performers. This average distribution was required of all managers, and soon became the norm with many organizations.

Good idea gone wrong

The idea behind the process is a good one. Employees need and want feedback in order to be effective at their roles. But the process itself is inherently flawed. As the Harvard Business Review article, "The Future of Performance Reviews" noted,* “The whole appraisal process was loathed by employees anyway. Social science research showed that they hated numerical scores—they would rather be told they were “average” than given a 3 on a 5 point scale. They especially detested forced ranking.” If the theory is good but the practice is bad, what’s to be done?

Trying a new approach

Many organizations are scrapping the performance appraisal altogether. Instead of having an annual review process, they are training and holding their managers accountable for providing ongoing coaching and feedback. For the process to be effective, a few things need to happen. First, there should still be structured priorities that are clearly defined several times a year. Instead of managers and employees entering annual goals, they should sit down and check in quarterly about more short-term goals. The needs of the business change throughout the year; the performance feedback process should be able to change with it.

* "The Future of Performance Reviews" Peter Tavis, Marcus Buckingham, Ashley Goodall, Patty McCord. https://hbr.org/2016/10/theperformance-management-revolution

BUSINESS The conversation itself should be simple. No more complex rating scales. Instead, the conversation should focus on two things: what do I continue doing, and what should I consider changing.

Then, the HR team or leaders should have quarterly checkpoints about the feedback process. This is also a time to check in and make sure the team is performing to company standards, and offer support and feedback coaching if they aren’t.

Training is key

Manager support and training is critical to the success of ongoing feedback. Providing feedback and coaching, particularly to underperformers, can be uncomfortable; ongoing education will be important to help managers do this well. Employees will need to understand their role and responsibility. The feedback process should be a two-way street with both employees and managers owning the discussion.

breaking compensation into two pieces: cost of labor increase via percentage and bonus pool. The cost of labor increase is applied across the board. Then managers, working along with HR, recommend bonus payouts based on the performance of their team members. This allows for a true pay-for-performance culture that feels meaningful for employees and allows for greater input from managers. Dropping performance appraisals isn’t for everyone. However, the more the process can be simplified and made meaningful for managers and employees, the better the process will reflect it’s true purpose of providing feedback, differentiating between talent, and helping employees grow and develop.

But what about compensation?

Many organizations tie merit increases into the performance appraisal process. Because increases are usually nominal, they can be de-motivating for employees. Instead, consider

About the author Erin Saunders is Director of Human Resources with ON Services in Norcross, GA. P: 770-457-0966 E: Esaunders@ONservices.com

Erin's top picks for online HR resources Society for Human Resource Management

www.shrm.org

The HR Capitalist

Blog covering a variety of HR topics

www.hrcapitalist.com

Ask a Manager

Blog for best HR and management practices

www.askamanager.org

Harvard Business Review

General business advice, but also has a large portion dedicated to HR

hbr.org

Evil HR Lady

Blog that demystifies your human resources department

www.evilhrlady.org

World at Work

Association that provides information on compensation, benefits, education, and additional resources

www.worldatwork.org

UAC MAGAZINE | WINTER 2018

SHRM

BUSINESS

Habits you need to break

10 ways you're driving your employees crazy by Meredith Wood, Fundera Successful business owners need to find a balance between

big-picture leadership and thoughtful management of their staff. It can be a tall order to be both a successful business owner and Kathy G. Johnson a good boss. Finding the perfect balance Finding the perfect balance between between looking out looking out for the big-picture for the big-picture financial goals of the company and financial goals of also fostering the efficiency and the company and happiness of your employees takes also fostering the skill and hard work. efficiency and happiness of your employees takes skill and hard work. Below are 10 habits you need to break right away if you want to grow and maintain a productive workforce for your business. Being cheap. When you’re first starting out, it’s vital that you watch your finances closely and make deliberate and measured moves in order to grow responsibly. But once you’re established, don’t be miserly about spending money where it matters— especially on your employees and the resources you provide them to do their jobs. Don’t be a spendthrift, and make sure you’re investing where it counts, but do invest.

UAC MAGAZINE | WINTER 2018

Being secretive. Certainly, there are aspects of your business dealings that shouldn’t be shared with the entire staff. But promoting a secretive environment in which information is withheld from employees for fear of distraction or disagreement only breeds an anxious and distrustful work space. Having

a transparent workplace helps problems get solved faster because employees feel like they can be open with their managers and vice-versa. Sometimes, honesty really is the best policy.

Expecting them to read your mind. You may think you’re challenging your employees and encouraging them to find their own way by being vague about your feedback and direction surrounding their work. But the intelligent thing to do is be direct and specific. Creating a culture of confusion will only lead to employees who are hesitant to take chances or make bold moves out of fear of your reaction. Give and ask for feedback often and make sure it’s structured in a constructive and relevant way. This will help you solve problems more quickly and encourage good behavior. Changing course constantly. Maybe you’re a big ideas person. And you have a million thoughts about how to improve your company. Make sure you’re thinking ideas through and developing a thorough plan for execution before involving your team, though. Sending your employees down a rabbit hole every other day, only to change direction when you realize your plan isn’t feasible, will end in frustration, not to mention a staff that feels they can’t take anything you say seriously.

Not following through. Keeping your promises is key. We all get busy and let the time get away from us occasionally. But if you tell an employee that you’ll get back to them by the end of the day and you don’t, you’ve left them holding the bag and possibly unable to move forward on their work. Setting up your employees to make confident decisions on their own is the ultimate goal, of course, but if you promise feedback or discussion, make sure to honor your word.

BUSINESS “Do as I Say, Not as I Do.” If it’s necessary to tighten the purse strings when times get tough, don’t expect your employees to be the only ones to do so. If you ask everyone to forego a raise and then lease a new Porsche or buy a million-dollar home, don’t be surprised when you lose your employees’ trust and find them feeling deceived.

Not respecting personal time. As a business owner, you’re likely to be working, in some capacity, nearly 24/7. But it’s vital you respect the personal, off-the-clock time of your employees. Even if they don’t read it until the next morning, sending emails at 2 a.m. creates an environment where employees feel they should never truly be away from work. Draft the email to get your thoughts out, but hold off hitting send until your staff is clocked in. Use a tool like Boomerang to schedule the email to go out at a more appropriate time.

Seeing people as numbers. As a business owner, it’s hard not to look at your bottom line above everything else. But treating the numbers with more consideration than your employees is a quick road to ruin. A smart boss knows that truly investing in your people, both financially and professionally, will ultimately boost your bottom line.

There can be a lot of pitfalls to be being both the business owner and manager of your staff. But, at the end of the day, if you don’t want to drive them all crazy, it simply comes down to hiring talented people and treating them with trust, respect, and consideration. About the author

Meredith Wood is the head of content and editorin-chief at Fundera, an online marketplace for small business loans. Prior to Fundera, Meredith was the CCO at Funding Gates. Meredith manages financing columns on Inc., Entrepreneur, Huffington Post and more, and her advice can be seen on Yahoo, Daily Worth, Fox Business, American Express OPEN, Intuit, the SBA and many more. Originally published by Manta at manta.com. Manta is one of the largest online resources dedicated to small business. Learn more and create your free company profile at manta.com.

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10.

Micromanaging. This is the cardinal sin! If you’ve done your job properly, then you’ve hired competent, engaged employees. Hovering over their every move can only do damage. Not only does it negatively impact their output, it eats your time when you should be focusing on more important things, like high-level strategy and future growth.

Are you ready to prove you’re the best?

UAC MAGAZINE | WINTER 2018

Being threatened by intelligence. The guiding wisdom has always been that a good boss hires people who are smarter than he is. Don’t concede to only bringing on inexperienced or junior applicants because they seem easier to control or handle. Hiring and engaging with intelligent employees can only strengthen your company in the long run.

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BUSINESS

Who says money doesn't motivate?

Setting up the direct link between compensation and action by Larry Fish, GreenSearch Conventional wisdom has been divided over the

Money earned that has been tied to some real results that people’s decisions and actions have helped produce is a powerful motivational tool.

degree to which money provides a true motivation for people. Many employers believe that money is the major reason why people work. Employees, on the other hand, place a higher value on things like dignity, respect and a real sense of appreciation for the contributions they make to their companies. The truth lies somewhere in between both of these points of view.

UAC MAGAZINE | WINTER 2018

How an annual bonus can backfire

Consider the traditional annual bonus that some employers decide to give their employees. In the mind of the employer, giving employees a bonus is an act of goodwill, generosity and appreciation. The employer calculates the amounts of the checks based upon his/her perception of the contributions each of these folks has made. Generally, the amounts each receives are determined on a discretionary, subjective basis. The employer may not have “hard data” for determining the individual amounts each receives, but he/she feels awfully good about giving them out.

The employee, then, is elated about receiving the check. It’s a surprise and definitely welcomed. The employee thinks the best about the employer and all is well. Some weeks later, though, another

employee lets it slip that he too received a bonus and how much it was. The amount he quoted was larger than that which the first employee received. Now the first employee begins to wonder about the how these amounts were determined. Suspicion and a feeling of being undervalued by his employer replace the elation he once felt. Meanwhile, the employer is convinced that giving these discretionary bonuses is one of the smartest things he ever did, and believes that his generosity has cemented strong company loyalties on the part of his employees. For some of his troops, however, just the opposite has happened. In this case, money was a demotivator.

Making money a motivational tool Money motivates people when they perceive a direct link between that which they receive in compensation and that which they believe they have contributed to the enterprise in order to earn this level of payment. Some call this the principle of equity. It is a powerful component of the concept of motivation. If money is to truly become a motivational tool in your company, several things must happen. Begin by defining the goal you wish to achieve vs. spending time telling people how to get it done. Good employees don’t want nor need someone who is always telling them the "how to"s of their jobs. I am not referring to legitimate training and coaching situations here. I am referring to those supervisors who insist that their approach to getting things done is the only possible way. This is demoralizing and sub-optimizes the talent your people possess.

Next, install a system of measurement for the things you want to accomplish. Call it a scorecard. This scorecard is just as important in measuring the shortfalls in

BUSINESS achieving goals as it is in measuring goals that have been exceeded by a substantial amount. People need to know how they are doing in clear, unambiguous terms. Finally, make a commitment to communicate progress against goals on a regular basis. If their goals are financial in nature, and most should be, schedule regular monthly meetings with your folks and let them see how they are doing and what they need to do to take corrective action and improve. The day you lose interest in these meetings is the day your people lose interest in what you are trying to achieve.

The ultimate benefit of adapting a process and approach like this is that people begin to think and act in a cause-and-effect manner. Money earned that has been tied to some real results that people’s decisions and actions have helped produce is a powerful motivational tool. To the folks who receive it, there’s one hundred cents in every one of those dollars.

How many cents do you think your employees feel are in each of those dollars you give them on a discretionary basis that have no well-defined connection to results achieved? Think about it.

Reprinted with permission from Green Industry Pros. For more, visit greenindustrypros.com.

About the author

Larry Fish is the founder and president of GreenSearch, an Atlantabased management search and human capital solutions firm serving green industry employers nationwide since 1995. Larry has earned the professional designations of Senior Professional in Human Resources (SPHR) and Certified Compensation Professional (CCP). Equally passionate about the green industry, Larry has also earned an A.S. Environmental Horticulture, received his Georgia Certified Landscape Professional (GCLP) designation, and is a long-term member of Georgia UAC. Visit greensearch.com for more information or contact Larry directly: larry@greensearch.com or 678-778-3529.

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UAC MAGAZINE | WINTER 2018

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BUSINESS

When things heat up

How to conquer employee conflict by The Manta Team With all the work that goes into running your small business every day, sorting

If not confronted, dissention on your staff could spiral out of control— taking morale, and even profits, down with it.

out conflicts among your employees is not where you want to spend your time. But if not confronted, dissention on your staff could spiral out of control—taking morale, and even profits, down with it.

Think this is an overstatement? Think again, says Drew Stevens, president of Stevens Consulting Group, a coaching and consulting company.

UAC MAGAZINE | WINTER 2018

Stevens, author of The Ultimate Business Bible, insists that when employees don’t get along with each other in the workplace, even if it’s limited to a few individuals, all sorts of headaches can ensue. Productivity is often negatively impacted, either because employees can’t work together harmoniously or, in the worst-case scenario, won’t work together because of outright spite or sabotage.

The hostilities may even spill over to customers, damaging important business relationships. And if left unchecked, conflict between staff members can cause other employees to flee to more hospitable workplaces, driving down retention and increasing hiring and training costs. According to Stevens, all of this can happen if employee conflicts are left unaddressed. And yet it’s still common for small business owners to ignore problems, hoping they will simply go away.

“This is one of the biggest mistakes they make, chronically avoiding it. This could be because they aren’t trained in how to manage conflict, so they’re uncomfortable dealing with it, or they don’t have the time, or they may not even be aware of it. It’s not uncommon for the boss to be the last to know.” ~ Drew Stevens, Stevens Consulting Group

Keeping things under control

Conflicts can be kept in check by keeping your ears and eyes open, staying in touch with your staff and practicing “walk-around” leadership. Managers should be empowered and feel comfortable bringing conflicts to your attention and having candid conversations around the issues. And all employees need to be encouraged to make your or their managers aware when problems are percolating—before things get out of hand. As for addressing and resolving the conflict, Stevens suggests: conflict. This may seem 4 Normalize counterintuitive, but every group has

conflict, so by positioning conflict as expected, you lessen the emotional reaction to it. Try asking employees to recall real-life examples where conflict has led to a better understanding and progress.

conflict-resolution training. 4 Consider There are specific tools that can help achieve better outcomes, such as listening without interrupting, avoiding blame, role playing and repeating back what the other person said (mirroring).

Educating and empowering employees to manage conflict improves the chances that it won’t mushroom into a huge moralekiller, and also allows you to get on with the business of running your company. about it. Hold regular meetings where 4 Talk the dialogue is open and the issues are laid out on the table. These discussions have to be constructive—no gripe sessions.

in. If two employees are openly 4 Step arguing, you or a manager need to separate them. Have a private dialogue with each in order to understand the problem and formulate a resolution strategy.

When all else fails

What happens if, despite all efforts, battling employees just can’t get along? If the problems are becoming severe and disruptive, Stevens suggests pulling in a mediator.

“There’s also the possibility that the conflict could be a result of extreme personality differences, which can be harder to resolve. In this case, if you can’t move them to where they don’t have contact with each other, you may have to let one or both of them go.”

Originally published by Manta at manta.com. Manta is one of the largest online resources dedicated to small business. Learn more and create your free company profile at manta.com. Mid Tenn Turf, Inc. — 1/2 Page Horizontal Ad for Deep South Turf Expo Program

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INDUSTRY

Labor pains

2017 State of the Industry Report by Lauren Rathmell Finding and keeping labor continues to be a problem, but that

fact hasn’t stopped some contractors from searching for the best workers.

UAC MAGAZINE | WINTER 2018

Mark Leahy and his brother, Brad, had to come to terms with “This business is a profession and I the fact that they just weren’t good at don’t think a lot of people think that hiring people. Their way. You have to run it like a business company, Blades to get good results.”” of Green, didn’t use H-2B and they ~ Dave Peabody, Peabody Landscape couldn’t seem to get anyone in the door who would stick around. After looking at the numbers and realizing their retention rate was 35 percent, the Leahy’s decided it was time to act.

They test their help wanted ads on job boards like Craigslist to find out what time of day will get the most results. They’ve set up an online application that helps them narrow down candidates before an interview and focus their job ads on company culture. When Heironimus joined the company in 2015, the retention rate had already improved from 35 percent to 50 percent. But it continued to rise with her involvement, and in September of this year, the retention rate for employees was at 80 percent – hitting the Leahy’s long-term goal. “When you’re running around trying to run your business, it’s hard to find the time for hiring,” Heironimus says. The unique approach to hiring at Blades of Green begins with the job ad. If someone is searching a job site, a Blades of Green ad will say something like “Do you want a career?”

So, they visited other companies that weren’t having those labor issues, and they hired people to improve an area where they were weak. In the Leahy’s case, it was forming a human resources staff, who possessed the skills to help bring in workers. Blades of Green needed employees who were willing to work with a growing business, as the company was experiencing annual growth rates of 25 percent.

The ad then leads to a pre-screening questionnaire that will auto-reject an applicant based on the answers. Once the applicant fills out the entire form, the information will either be sent to Blades of Green, or essentially kick the person off the questionnaire site. Approximately 25 percent of the applicants are auto-rejected, and Heironimus looks at that as having saved 25 percent more time.

The HR staff at Blades of Green is comprised of human resources manager, Angela Heironimus, and a part-time assistant. Together they developed a strategic protocol for potential employees.

Blades of Green is now nearly fully-staffed with 67 employees, and 26 of them were hired just this year. The company credits that increase in part to widening its search from beyond the industry. For instance, someone with an HVAC background may be a good fit for pest control. Heironimus says the company has also partnered with a program that helps veterans find jobs. “Hiring vets is something we really try to do,” she says. “Right now, about 20 percent of our staff is made up of military veterans.”

Mark, president of the Edgewater, Maryland, business compares it to the way a company handles its sales program.

INDUSTRY

H-2B woes

Dave Peabody, president of Peabody Landscape in Columbus, Ohio, had to rely on a temporary staffing company to reach his full workforce of 150 employees. “We applied for 50 H-2B workers before the cap increase,” he says. “When the cap was reached to meet the 65,000 visa maximum, we were completely shut out of the H-2B program in the spring.” In July, the U.S. Department of Homeland Security increased the number of H-2B worker visas allowed for the year. The staffing company was not completely reliable, and workers weren’t staying on long. Peabody found it hard to find workers with valid driver’s licenses and solid background checks. He expects the company to do $10 million in revenue this year, despite the labor issues. With labor shortages, he says it’s been harder to compete with companies offering more money and companies that use informal ways to acquire their work force. “This business is a profession,” he says. “And I don’t think a lot of people think that way. You have to run it like a business to get good results.” Peabody Landscapes ended up getting 21 H-2B workers to finish out the season.

Different state, different problems

The company, which specializes in turf fertilization, has about 60 employees. Wagner says the stability of his employees is better in the Michigan compared to his Denver locations. “The economy is a little bit more robust (in Denver),” he says. “So, it’s hard to attract those workers.” According to the numbers released in April 2017, Denver’s unemployment rate is around 2.1

“We try to pay more and offer more for our employees,” he says. “However, we know we can realistically only pay so much.”

Raising wages

In order to compete with other businesses in the labor market, some companies have had to explore raising wages, which often means raising their prices. Wagner says he has built relationships with his customers, so he knows how much he can raise prices without getting cancellations. “You get what you pay for,” he says. “My customers know the type of service they get and they are willing to pay for that.” Wagner also pays slightly above the average wage for the area and includes a sales commission. Drewe Schoenholtz, president of The Green Scene in New Jersey, says his newest employee started with the landscape design/build firm eight years ago. The company doesn’t do maintenance, so his workers are skilled in areas like hardscaping and landscape installation. Schoenholtz has been in the industry for 43 years, and credits the longevity of his employees to offering good incentives and benefits, like full health insurance. “Because we don’t do mowing and trimming and all that, I need good skilled workers,” he says. He’s always paid his workers above the industry average, too. The team recently celebrated a 30-year anniversary for one of its workers. “We’re kind of a big family,” he says. This article is reprinted with permission from Lawn & Landscape’s October 2017 State of the Industry issue.

UAC MAGAZINE | WINTER 2018

Paul Wagner, president of FitTurf, which has two locations in near Denver and two near Detroit, noticed that different locations come with different problems when it comes to his work force.

percent compared to Detroit’s 8.4 percent rate. He says FitTurf is constantly hiring, but its core office staff remains stable. To keep a good retention rate, Wagner says that benefits are key. High competition for labor in the Michigan area prompted Wagner to extend incentives to his employees, like perfect attendance rewards.

INDUSTRY

Industry update

News from the Georgia Agribusines Council While conjecture exists on how the program is managed, it is our belief that the Department of Agriculture does a good job with GATE applications and verification process given the tools available.

New GATE audit stokes conversation of legislative changes in 2018

The Georgia Department of Audits routinely takes a deep dive into a variety of state-run programs looking for gaps or inefficiencies. It’s worth noting that they always turn up something that needs attention – that’s their job. Over the past several months, the auditors targeted the GATE program and how it is managed by the Georgia Department of Agriculture. To download the 40-page final report that was recently issued visit: www.audits.ga.gov/rsaAudits/ loadRSAAudits.aud;jsessionid=264BE9433 C74BAFD4515A8EF64BC8E70

UAC MAGAZINE | WINTER 2018

In our review of their findings, we saw things that are certain to reignite conversation about changes to the law. The need for the state to provide better communication and access between the Department of Agriculture and the Department of Revenue is old news, yet it remains unresolved.

The process of collecting tax documents to prove qualifications to receive a GATE card is much more cumbersome than necessary. This fuels concern that there are those with GATE cards that do not/should not qualify, which encourages some county and municipal governments to cry foul. Even while they have no proof, it is the mere appearance of impropriety that breeds doubt. Thus, a battle could be brewing on the horizon.

We all want to see fraud reduced or eliminated, but much of the progress on that front is halted by bureaucratic process at the Dept. of Revenue. We ask that you pay close attention to this issue as the 2018 lawmaking season begins on January 8. We will work with our allies and our members to help shape the GATE program in a way that reduces opportunities for fraud, while not putting the burden of documentation and verification on the backs of ag retailers. This has always been our position and we will not deviate. As always, we welcome your suggestions and covet your engagement.

Stream buffer study nears end

The Joint Committee on Stream Buffers had its second meeting on November 9, 2017 at the State Capitol. The committee, chaired by Sen. Frank Ginn and Rep. Lynn Smith, heard what other states are doing when it comes to buffers, how variances are issued and how the law is interpreted when litigation occurs. One more hearing is scheduled for December 13, 2017 before any report is filed. This is the first step in determining if new or modified laws or regulations are needed for the implementation of stream buffers. Thus far, we feel strongly that the current laws are adequate in protecting the environment and property rights. We will continue to monitor these discussions. For more information on the committee and for the full video of the hearing visit: www.house.ga.gov/Committees/en-US/ StreamBuffers.aspx

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INDUSTRY

2018 Sod Producers’ Report

Annual survey examines inventory and price by Clint Waltz, University of Georgia

In November 2017, the Georgia Urban

Ag Council conducted their twenty-fourth consecutive survey of sod producers. The purpose of the survey was to determine the status of inventory levels and projected price changes for spring 2018.

Survey details

Thirteen producers participated in the survey, representing farm sizes which were: • less than 300 acres (5 participants) • 300 to 600 acres (4 participants) • 601 to 900 acres (1 participants) • more than 900 acres (3 participants) Figure 1. Percentage of bermudagrass producers projecting adequate to excellent supply for the past five years.

The survey obtained estimates of the inventory for bermudagrass, zoysiagrass, centipedegrass, St. Augustinegrass, and tall fescue based on estimated sales for the first five months of 2018 as excellent (more than 10% of demand), adequate (equal to demand), and poor (more than 10% shortage). Pricing information included farm price and price for truckload orders to the Atlanta area or within 100 miles of the farm, all costs were reported as price per square foot of sod.

Inventory levels

Bermudagrass is being grown by a majority of the surveyed producers. Ninety-two percent of the producers rated their inventory as adequate to excellent this year, continuing a three-year increase in inventory (Figure 1). Seventy-five percent the growers with greater than 600 acres expect an adequate to excellent bermudagrass supply, while 100% of producers with 600 acres or less project having sufficient inventories. For early 2018, bermudagrass supply should meet market demand.

UAC MAGAZINE | WINTER 2018

* Projected supply for the first five months of the calendar year.

Figure 2. Percentage of zoysiagrass producers projecting adequate to excellent supply for the past five years.

* Projected supply for the first five months of the calendar year.

According to this year’s survey, the number of producers growing zoysiagrass (77%) was the same as last year. Zoysiagrass is a popular species with many commercially available cultivars. There are at least sixteen zoysiagrass cultivars being grown in Georgia. Of the producers responding, 80% estimate an adequate to excellent inventory, which is equal to last year’s estimate (Figure 2). Of the 13 producers surveyed 8 (62%) were growers of centipedegrass. Seventy-five percent of the growers had adequate to excellent inventory compared to 60% in 2017, and 50% in 2016. Of the larger growers, 3 of 4 growers with greater than 600 acres expect an adequate centipedegrass supply.

INDUSTRY St. Augustinegrass is being grown by 2 of the 13 producers surveyed. Both reported a sufficient supply. Similar to previous years, tall fescue was grown by 46% of producers. Eighty-three percent of tall fescue producers reported excellent to adequate inventory, which continues a fourteen-year trend of sufficient tall fescue supply. The amount of tall fescue sod grown in Georgia meets demand.

Sod prices

Table 1.

Change in prices from Spring 2017 to 2018

On-the-farm Delivered*

Turfgrasses 2017 2018 % change --- cents / ft2 ---

Bermudagrass 24.5 23.6 -3.7 Zoysiagrass 42.5 45.8 7.8 Centipedegrass 25.1 25.3 0.8 Tall Fescue 29.2 27.5 -5.8 St. Augustinegrass 32.5 40.0 23.1

2017 2018 % change --- cents / ft2 ---

29.6 29.9 1.0 47.3 49.0 3.6 30.1 30.0 -0.3 35.1 31.1 -11.4 36.5 45.0 23.3

For 2018, the on-the-farm and delivered prices are expected to remain relatively unchanged or decrease compared to 2017 and 2016.

* Delivered price includes freight and pallets. The delivered price included the Atlanta area or within 100 miles of the farm.

Price drops could range from 4% to 11% over last yearâ&#x20AC;&#x2122;s prices (Table 1).

Table 2.

Of the five species, only St. Augustinegrass is forecast to have a noticeably higher price than in 2017. Figure 3 provides a five-year perspective of sod prices with little major fluctuation since 2016 for most species. The average price per square foot for a truckload of bermudagrass delivered to the Atlanta area, or within 100 miles of the farm, is expected to remain constant (Table 1). The 2018 survey indicated prices varied from 20.0 cents to 37.0 cents, with an average price of 29.9 cents (Table 2). The average price in 2017 was 29.6 cents per square foot and ranged from 19.0 cents to 40.0 cents.

On-the-farm Delivered*

Turfgrasses Price (avg.) Range Price (avg.) Range -------------------------------------- cents / ft2 -------------------------------------------

Bermudagrass 23.6 15.0 - 31.0 Zoysiagrass 45.8 30.0 - 55.0 Centipedegrass 25.3 17.0 - 31.0 Tall Fescue 27.5 22.0 - 39.0 St. Augustinegrass 40.0 40.0

29.9 20.0 - 37.0 49.0 36.0 - 60.0 30.0 25.0 - 36.0 31.1 24.0 - 44.0 45.0 45.0

* Delivered price includes freight and pallets. The delivered price included the Atlanta area or within 100 miles of the farm.

Figure 3. Historical perspective of sod prices in Georgia, 2014 to 2018

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The 2018 average price for a delivered truckload of zoysiagrass rose slightly from 2017 levels. The average price of delivered zoysiagrass in 2018 was 49.0 cents and ranged from 36.0 to 60.0 cents. In 2017 zoysiagrass prices ranged from 36.0 to 59.0 cents and averaged 47.3 cents. Centipedegrass prices are also expected to remain steady. Prices in 2018 ranged from 25.0 cents to 36.0 cents and averaged 30.0 cents, compared to 2017 when the average delivered price was 30.1 cents and ranged from 24.0 to 36.0 cents.

Comparison: Farm to delivered prices, 2018

INDUSTRY Table 3.

Percentage of survey respondents that grow certified grass and the additional charge for certified grass

Growers with certified grass Growers that charge a premium

Year

2018 69 9 2017 71 15 2016 88 15 2015 76 19 2014 54 19

55 85 87 55 47

6 11 13 11 9

Average Range -------------- cents ---------------

2.0 4.0 4.0 3.0 2.0

2.0 - 3.0 2.0 - 10.0 1.0 - 7.0 1.0 - 6.0 2.0 - 3.0

* Total number of respondents 13, 21, 17, 26, and 35 for 2018, 2017, 2016, 2015, and 2014 respectively.

percent of bermudagrass 4 Fifty-eight producers expect steady prices while 33%

foresee a price decrease during the first five months of 2018. This is a deviation from the previous three years where growers anticipated prices higher than what they reported for this survey.

zoysiagrass, 82% of producers 4 For anticipate stable prices during the first five

months of 2018; 18% of producers forecast higher prices, one with greater than 900 acres in total production.

centipedegrass and tall fescue, 4 For nearly 75% of all producers expect prices to remain constant in 2018.

Augustinegrass producers expect 4 St. unchanging prices.

Table 4.

Historical freight rate for sod deliveries Year

Range

Average

% Change

--------------------- $ / mile --------------------

2018 2017 2016 2015 2014

3.00 - 4.50 1.25 – 5.00 3.00 - 4.50 1.00 – 5.86 1.00 – 5.50

3.58 3.50 3.70 3.74 3.20

2.3 -5.4 -1.1 16.9 0.3

* Delivered price includes freight and pallets. The delivered price included the Atlanta area or within 100 miles of the farm.

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The 2018 average delivered price for tall fescue (31.1 cents) was 11% lower than last year (35.1 cents). This year, prices ranged from 24.0 cents to 44.0 cents.

The price of delivered St. Augustinegrass increased in 2018. The average price of delivered St. Augustinegrass in 2018 was 45.0 cents. In 2017, St. Augustinegrass prices ranged from 35.0 to 38.0 cents and averaged 36.5 cents. It appears that a 2017 drop in St. Augustinegrass inventory will influence 2018 prices.

Projected increases

Regarding grower price expectations, growers are not forecasting a price increase in 2018.

Certification

2018 had 9 producers representing 69% of the respondents with some certified grass on their farm (Table 3). Fifty-five percent of these growers charge a premium for certified grass. The remaining growers either do not place an added value on certified sod or do not participate in the certification program. In 2018, the typical extra cost ranged from 2.0 to 3.0 cents per square foot and averaged 2.0 cents. This translates to between $10.00 and $15.00 on a 500 square foot pallet. The 2018 low remained the same and high end of the range decreased dramatically over last year (2.0 to 10.0 cents). The price point where consumers (i.e. industry practitioners and homeowners) value varietal purity is unknown. Anecdotal estimates – informal survey of a several hundred participants – of homeowners and end-consumers suggests the value of a certified grass is likely greater than reported in this year’s survey. When told of the benefits of certified sod, end-users indicated they are willing to pay more (e.g. $20 to $25 / 500 square foot pallet) to ensure varietal purity.

INDUSTRY

Freight and unloading fees

Freight rates per mile shipped to Atlanta, or within 100 miles of the farm, were steady in 2018 (Table 4). Costs ranged from $3.00 to $4.50 and averaged $3.58. A separate freight rate is charged by 62% of the respondents. Four respondents (31%) reported charging an unloading fee in 2018, up from 2017. The minimum unloading fee ($75) was constant from 2017 with producers now charging between $75 and $125. Most producers (92%) will make additional drops on a load. The low-end charge was up to $35 in 2018, compared to $25 in 2017. The high-end charge decreased from $250 in 2017 to $75 in 2018. The average cost for additional drops in 2018 was $57.78; an decreased from last year’s cost of $76.19.

Acreage in production

Only one producer indicated they plan to add acres in 2018. This is a substantial decrease from the previous three years where 92% of surveyed producers reported to have added acres into production. These growers added over 1,000 acres of turfgrass since 2015. With 2018 appearing to be a slowdown in growing sod production operations, it will take another couple years of performing this survey to determine if growers are “right sizing” their farms. Figure 4.

Ten-year comparison of average sod price with fuel cost

Fuel surcharge

One respondent reported adding a fuel surcharge to a load in 2018. The rate was 15 cents per mile. Figure 4 compares the average sod price for all species grown with the average annual retail price for gasoline and diesel fuel. Over the last two years sod prices have stabilized while fuel prices took an uptick in 2017. In January 2017, OPEC members agreed to reduce oil production by 1.2 million barrels a day. This decision appears to have influenced fuel prices throughout 2017. If this trend continues, fuel surcharges could return to the cost of delivering sod.

* Average grass price was calculated for the five turfgrass species commonly grown in Georgia. ** Average annual retail fuel cost for the Lower Atlantic region was found at www.eia.doe.gov. For 2017, the average retail fuel cost was calculated through December 4.

Table 5.

Markets

Industry segments

2018 2017 Rank

Landscape contractors Golf courses Sports/Athletic fields Homeowners Brokers Existing Developers Garden centers Landscape designers

Average*

Rank

Average*

1 39.2 1 49.0 2 25.0 4 15.3 3 19.5 2 23.0 3 19.5 5 13.1 5 18.8 7 10.9 6 15.1 6 13.0 7 12.9 3 17.0 8 0.0 8 5.0

* Average percentage of total sales.

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The 13 producers that participated in this survey estimated that the highest amount of sod was sold to landscape contractors (Table 5). This industry segment continues to be the perennial leader. In 2018, golf course moved into the second position. Others groups that gained in rank for 2018 were homeowners and brokers.

Ranking of industry segments for sale of turfgrass

INDUSTRY

Georgia population

For 2017, the estimated population of Georgia is nearly 10.5 million people (worldpopulationreview.com/states/georgiapopulation) and the Governorâ&#x20AC;&#x2122;s Office of Planning and Budget estimates our population to reach 14.7 million people by 2030. That is a 40 percent increase in our population over the next twelve years. This presents opportunities and challenges for the green industry.

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While some of these new residents will choose to live in multifamily buildings and not have an individual lawn. They will still have a desire for grassed areas in green spaces, golf courses, athletic fields, dog parks, etc. Many of these new residents will live in single-family homes with lawns. Spending on residential construction has been increasing since September 2016 (Tutterow, 2017). Similarly in Georgia, single family housing construction permits have steadily increased over that same time (Tutterow, 2017). Perhaps the sod industry is â&#x20AC;&#x153;right sizingâ&#x20AC;? for now but indicators are that greater sod volume will likely be necessary over the next decade.

Summary

2018 will be a second consecutive year of steady sod prices. Similarly, inventory for all warmseason species is expected to meet market demand during the first part of 2018. It appears fuel prices are rising; which could put pressure on costs of production and delivery throughout the year. Considering the premium price for certified grass has increased since 2015, it is interesting this year the average increase in cost for certified grass fell to 2014 levels. In years past inventory shortages were a concern and it was prudent for turf-related projects to plan well in advance to be assured grass and to get the best price possible; however, 2018 appears to be less tenuous. 2017 was a good growing year and added acres in production over the past few years seemed to have stabilized the market, for now. About the author

Clint Waltz is Professor and Turfgrass Extension Specialist at the University of Georgia campus in Griffin, GA.

INDUSTRY

Vincent J. Dooley Professorship Marc van Iersel and Dooley team up by Merritt Melancon, News Editor, UGA CAES

University of Georgia Professor Marc van Iersel and storied former University of Georgia football coach Vince Dooley are teaming up to improve the state of horticulture in Georgia.

Van Iersel, a horticulturist who researches smart greenhouse production systems, was recently granted the Vincent J. Dooley Professorship in Horticulture. The UGA Athletic Association endowed the professorship in ornamental horticulture in 2004. The honor, which provides extra funding to a faculty member working to improve the science of ornamental horticulture, was created to honor Dooley’s love of gardening. While he may be best known for his years serving as coach and athletic director at UGA, gardeners across the Southeast know Dooley more for his experience tending hedges than for the years he spent between them.

Van Iersel, who serves as a professor and graduate coordinator for the Department of Horticulture, has been a champion of sustainable practices in the green industry since arriving at UGA in 1995. His work with smart irrigation systems in greenhouse and nursery production settings are already helping producers use one-

UGA Professor Marc van Iersel, a His recent work has horticulturist who researches smart focused on highly greenhouse production systems, was controlled greenhouse recently granted the Vincent J. Dooley LED lighting systems, Professorship in Horticulture. which use carbon dioxide sensors, light sensors, moisture sensors and other data collection tools to control artificial light in a greenhouse. The goal is to produce the healthiest possible greenhouse plants with the least energy. The $15,000 a year in funding that comes with the Dooley professorship will help to fund that work. “These funds will help me recruit another graduate student to work on the use of LED lights for supplemental lighting in greenhouses,” said van Iersel. “LEDs are still new technology for greenhouses, and we are working on ways to make the use of these lights as cost-effective as possible.” In addition to his research, van Iersel has taught and mentored hundreds of UGA horticulture students over the last 20 years and has held many roles in horticultural academic societies. Six of his former graduate students are now faculty members at other universities. Over his career, he has won the respect and admiration of both the academic and production horticulture communities, has published more than 120 academic papers and has made more than 230 academic and industry presentations internationally. For more information about the UGA Department of Horticulture, visit caes.uga.edu/departments/ horticulture.html.

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“The gracious gift given by the athletic association to honor Coach Dooley via this named professorship is greatly appreciated by the horticulture department,” said Doug Bailey, professor and head of the UGA College of Agricultural and Environmental Sciences Department of Horticulture. “I can think of no one more deserving than Dr. van Iersel to hold this position. His innovative research in smart systems continues to reap benefits for ornamental producers and those of us who enjoy their products.”

half to one-third of the water they did with traditional irrigation systems while producing healthier plants.

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Harmless or harmful?

Slime molds, Spanish moss, lichens, and mistletoe

by Mila J. Pearce, Plant Pathology, and Jean Williams-Woodward, Extension Plant Pathologist; University of Georgia

Slime molds

Slime molds belong to a 'primitive' class of fungi called Myxomycetes. It is a small group of organisms with only 700 species known worldwide. They are organisms that obtain their nutrients from dead or decaying matter and are most prevalent following extended periods of wetness. Slime molds can be found in lawns, flower beds, gardens, and anywhere organic matter is present. Spores germinate into structures that eventually merge together and form a large plasmodium, otherwise know as "the blob." A plasmodium is a shapeless growing mass that may reach two feet in diameter. In Georgia, slime molds differ from blue-gray in color to yellow, orange or black (Fig 1).

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Slime molds "creep" along slowly but may travel up to several feet a day. Slime molds do not cause any direct injury to plants but may inhibit photosynthesis if the plasmodium is thick and persistent. As weather conditions dry, the plasmodium forms spore-producing structures and spores are blown by the wind to new locations to start the cycle over. These spore masses can appear as gray to black dusts on grasses or other plant materials.

John Ghent, John Ghent, Bugwood.org

Figure 1. Orange plasmodium on a tree.

Slime molds are essentially harmless and are only considered a nuisance. Control does not require any chemicals and simply mowing over the lawn removes them from view. On mulch, raking or disturbing the slime mold with forceful water sprays is all that is needed.

Spanish Moss

Spanish moss (Tillandsia usneoides) is an epiphytic plant found growing mainly on hardwoods throughout the Southeast. It is not a plant parasite and only uses the tree for support and protection. Instead, it makes its own food. Spanish moss has long slender stems that wrap around the tree allowing it to hang in the air (Fig 2). Tiny scale-like cups on the stems catch water and nutrients from the air thereby enabling the moss to undergo photosynthesis. The Spanish moss' water-catching ability allows it to be droughtresistant and survive extreme dry spells. Spanish moss does require sunlight and can be found on trees in decline or trees with small openings in the canopy.

Chris Evans, University of Illinois, Bugwood.org

Figure 2. Long, slender stems used to catch water and nutrients grow from the bark.

URBAN AG Even though Spanish moss does not directly affect trees, abundant growth may inhibit tree foliation and reduce photosynthesis. Spanish moss is relatively harmless to trees; however, if excessive growth is occurring, one may manually remove the moss and increase tree vigor with proper fertility and irrigation to increase foliation thereby preventing much needed sunlight for moss photosynthesis.

Lichens

Lichens are composite, symbiotic organisms made up from members of as many as three biological kingdoms. The lichen fungi cultivate partners that manufacture food by photosynthesis. Sometimes the partners are algae, other times cyanobacterium, formerly called blue-green algae. Some enterprising fungi exploit both at once. The alga or cyanobacterium converts sunlight and carbon dioxide to food for the lichen fungus and in return the lichen fungus protects the alga/ cyanobacterium from drying out. The fungus obtains water and minerals from the air and the material it is growing on. The alga provides carbohydrates and vitamins. Some blue-green algae fix nitrogen that is used by both the alga and the fungus. Nitrogen is also obtained from bird excrement, organic debris, or plant leachate

Figure 3. Lichen on a declining tree.

Lichens are found on rocks, tortoise shells, window panes, and plants. As plants are stressed and begin to decline, the reduced canopy allows sunlight to enter and support photosynthesis for the lichen. The presence of lichens are often an indicator of poor plant health but it is never the cause (Fig 3). Lichens are harmless to plants and, if overall plant health is improved, the vibrant canopy should inhibit any sunlight available for lichen photosynthesis.

Mistletoe

Mistletoe is an evergreen parasitic plant found on a wide host range including alder, birch, cottonwood, maple, oak, and zelkova among others. Mistletoe obtains water and minerals from the host but it is not totally dependent. Leaves of the mistletoe contain chlorophyll and are capable of making their own food from carbon dioxide and water like other plants. Birds feed on the berries produced and excrete them to new hosts. When the seeds germinate, it grows through the bark and into the vascular system of the host where it obtains water and minerals. On younger plants, the older leaves will curve downward and droop. The bases of the affected stems enlarge, and the vascular system becomes brown. On older plants, symptoms are apparent from blossoming to fruit maturation. The first symptom is chlorosis of the older leaves, usually on only one side of the plant. A browning of the vascular tissue extends up the stem while the pith remains healthy. Gradually, the yellowing affects all of the plant, causing it to wilt during hot temperatures. Eventually the plants will die. The mistletoe grows slowly at first and it may be years before seeds are produced. Healthy trees are able to tolerate small mistletoe infestations, but individual branches may be compromised and susceptible to wind or cold injuries.

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Clemson University - USDA Cooperative Extension Slide Series, Bugwood.org

. It has been said that lichens are fungi that have discovered agriculture.

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Randy Cyr, Greentree, Bugwood.org

Figure 4. Heavy mistletoe infestation (summer).

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Heavy infestations may reduce the overall plant health or kill a tree especially if the tree is already stressed from environmental factors (Fig 4 & 5). Since mistletoe takes several years to produce seed simply removing it will provide some protection. Mistletoe may also be pruned out one foot below the point of attachment. If the

Randy Cyr, Greentree, Bugwood.org

Figure 5. Same tree shown in the winter. mistletoe is located on a main limb or trunk, removing the top of the mistletoe and wrapping the cut with an opaque plastic to prevent sunlight may be beneficial. In addition to these mechanical controls, the growth regulator ethephon may be used when the host is dormant.

URBAN AG

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URBAN AG

"Is my tree dying?" Evaluating tree health

by Mary Carol Sheffield, ANR County Extension Agent/Coordinator, Northwest District; Ellen M. Bauske, Senior Public Service Associate, Georgia Center for Urban Agriculture; Wade Hutcheson, ANR County Extension Agent/Coordinator, Northwest District; Bodie V. Pennisi, Professor, Horticulture; University of Georgia All trees eventually die. Trees are living

organisms, and like other living things, they are subject to injury, disease, and death. Different tree species have different life spans. Under normal forest conditions, a red maple (Acer rubrum) may live about 100 years, while a white oak (Quercus alba) averages 300 years. Trees do not typically die overnight, but decline over several years, entering a slow death spiral. Once a tree has entered a death spiral, little can be done to remediate the situation.

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Tree lifespans may be shortened as a result of external pressures present in home landscapes and urban settings. It is not unusual for mature trees in home landscapes to display signs of stress or decline. Signs to look for include tip dieback, leaf or needle yellowing or browning, leaf or needle defoliation, leaf shedding, undersized leaves, and thin crowns or canopies. For example, native dogwood trees are naturally adapted to grow in the forest understory or in partly shaded areas. Because of their showy spring flowers, they are often planted and

Stephanie M. Adams, The Morton Arboretum, Bugwood.org

Figure 1. Fungal fruiting bodies at the root system of a tree are an indicator of root decay.

grown in full sun areas. Under these conditions, dogwoods become more susceptible to drought and environmental stresses that will eventually lead to a shorter lifespan. To conduct a visual evaluation of a tree’s health and inspect for any safety concerns, carefully observe and examine all parts of the tree. The evaluation must include the visible roots, trunk, limbs, and leaves.

Tree health evaluation

Begin at the base of the tree and inspect the root system and root flare of the trunk. Are there fungal bodies (mushrooms or conks) growing on the ground around the root system (Figure 1) or on the tree’s trunk? If yes, these are signs of severe or advanced rot in the tree’s trunk or root system. Root decay cannot be reversed or corrected, and its presence causes a tree to be less physically stable. If its root system is compromised, the tree will decline, or even worse, fall. Root decay is a sign that a tree is well into its death spiral.

David Stephens, Bugwood.org

Figure 2. Natural flare at the base of a tree.

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Look at the trunk flare at the base of the tree. Healthy trees are

wider at the base where they meet the ground (Figure 2). Inspect the flare area for injury, as this is the area of a tree most often damaged by cars, lawn mowers, weed eaters, and vandalism. Once damaged, trees are less able to move nutrients and water that are necessary to support tree growth. This type of damage results in reduced tree vigor and often leads to structural instability. Often the trunk flare and roots are covered with soil or damaged during construction, which can trigger a death spiral. This may be a concern if the property has undergone building construction, septic lines were installed, sidewalks were added or renovated, driveways were enlarged, or soil was graded or removed in the treeâ&#x20AC;&#x2122;s root zone. Do some research to get site history. The majority of tree roots in Georgia clay soils grow in the top 12 to 18 inches of soil. Due to their location, they are often pruned or cut during construction activities. As a general rule, if the root zone within the drip line of the tree has been damaged or disturbed, there is the potential for tree decline and death. The drip line is the point on the ground where water will drip off the widest reaching branches.

as a canker (Figure 4) on the stem or branches or as a physical wound in the bark. Any place where bark has been knocked off from the trunk or removed, reduces the treeâ&#x20AC;&#x2122;s ability to transport nutrients and often results in dieback of branches and limbs.

Finally, look up at the branches and leaves. Are the leaves healthy?

Are there spots on the leaves? Are there visible insects or signs of insect or disease damage? Are leaves smaller than normal, misshapen or discolored?

Leaf injury or damage can be the result of drought, physical injury, disease or insect damage. It may be the result of a seasonal problem or temporary problem that does not affect overall tree health. Early leaf loss may be a first indicator of branch dieback and a more serious problem or it may be a sign of temporary stress such as drought or disease and have no long-term effects on the tree.

Next, evaluate the trunk of the tree. Look for signs of fungi (Figure

3) indicating internal rot. Are there any bark injuries or signs of disease? These could appear

Figure 3. Bracket fungi at the base of a tree.

William Jacobi, Colorado State University, Bugwood.org

Figure 4. Canker on the trunk of a honeylocust tree.

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Andrej Kunca, National Forest Center, Slovakia, Bugwood.org

URBAN AG Insects and disease may or may not be associated with decline. Call your county agent for disease or pest identification. Many common diseases and insect pests do not cause decline or death, although some may be indicators of more serious problems, such as decay.

Reach out for help

Figure 5. Dieback on oak.

Joseph Oâ&#x20AC;&#x2122;Brien, USDA Forest Service, Bugwood.org

UAC MAGAZINE | WINTER 2018

Look for dieback, defoliated limbs, or twigs poking out of the tree canopy (Figure 5). Dieback can be an indicator of a serious problem, even in the absence of other root or bark symptoms. Dieback may indicate internal decay that is preventing the tree from transporting essential water and nutrients to the crown of the tree.

If you are unsure of the health of a tree, seek the advice of a certified arboriculture professional. A certified arborist is trained and has earned credentials, usually through the International Society of Arboriculture, by demonstrating their knowledge and training on a test and through years of experience with other professionals. The arborist can help determine the overall health of the tree and make expert recommendations on care. He or she can determine if the tree poses a risk to people or property and may recommend that the tree be removed. Consulting with a certified arborist helps property owners to preserve tree health and safety and may increase tree longevity.

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Bamboo muhly grass

Add texture and motion to landscapes by Norman Winter

While walking around the Coastal Georgia Botanical Garden at the Historic Bamboo Farm in Savannah, Georgia, I was caught

up in the beauty of grass that was so picturesque when it was backlit by the sun. It was a muhly grass, but not the pink, cotton-candy-looking kind admired in the fall. This was bamboo muhly native to Arizona. Plants native to Arizona aren’t often considered as adaptable to the hot, humid Southeast, but bamboo muhly is like having a piece of fine art in the garden. Botanically speaking, the grass is Muhlenbergia dumosa, and several references claim it is native to parts of New Mexico and California. I can’t confirm that via the U.S. Department of Agriculture. The garden has several of these 6-foot-tall, finely textured plants that really do look like bamboo. Years ago, I remember ‘Karl Foerster’ feather reed grass being called a perpetual motion plant in the prevailing breezes, but it pales in comparison to bamboo muhly. You may be thinking that anything called “bamboo” is to be feared, but not this incredible, clump-forming grass. If the only grass you grow is the one you mow, you are missing out. This is a grass grown strictly for the wispy fine or threadlike element it provides the landscape as its bloom are inconspicuous, to say the least.

Here at the garden, we use some bamboo muhly in partnership with large, fan-leafed palms. This is the ultimate in contrasting foliage, as the boldor coarse-textured tropical palm and the finetextured grass move in the breeze. In another area, we partnered the grass with dwarf oleander, and with ‘Soft Caress’ mahonia in another area. All of these combinations stand out because of

To grow bamboo muhly, choose a site in full sun with fertile, well-drained soil. Amend tightcompacted clay as needed with 3 to 4 inches of organic matter, like compost or humus. Till to a depth of 8 to 10 inches and incorporate 2 pounds of a slow-release, 12-6-6 fertilizer per 100 square feet of bed area. Dig the planting hole two to three times as wide as the root ball, but no deeper. Plant the muhly grass at the same depth it is growing in the container, with the crown slightly above the soil profile. Know that your plant will reach 4 to 6 feet tall and grow as wide, so allow enough space to let your plant show off. In Savannah, we don’t cut ours back unless the cane or stem actually dies. In colder areas, treat it like you do pink muhly or Lindheimer’s muhly. Cut the foliage back hard to about 12 inches in late winter. Apply a light application of fertilizer when pruning and again in midsummer. A little supplemental water during prolonged dry periods in the summer will pay dividends. Clumps can be divided in early spring. Norman Winter is director of the University of Georgia’s Coastal Georgia Botanical Gardens at the Historic Bamboo Farm in Savannah, Georgia. Follow him on Twitter @CGBGgardenguru.

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Bamboo muhly is cold hardy from zones 7 through 10 and will perform in full to partial sun. If you think about a plant native to Arizona, you know the critical factor — it must have good drainage. On the plus side, this means you provide enough water to get it established, then you have a tough-as-nails landscape element.

their differing leaf colors and shapes. My favorite partnership in the garden is the one near the small, tightThe fine thread like leaves of bamboo muhly clumping 'Chinese grass provides the ultimate contrast against Goddess' bamboo, the coarse or bold texture of the large fan like known botanically as leaves of the palm. Bambusa multiplex ‘Riviereorum.’ This bamboo came to the garden via Floyd McClure in 1928. There is something about these two clump-forming plants that mesmerizes me.

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Liven up spring containers

Deadnettle adds variety and texture by Norman Winter

I’ve always loved lamium for the texture provided by its variegated foliage that looks silver and green, and I consider the lavender-pink blooms that develop an added bonus. I find this plant is often misunderstood or underappreciated by gardeners. If gardeners consider its heritage in a Mediterranean-like climate, it really helps. By that, I mean fertile soil and drainage. Among the most riveting places I’ve watched it grow are in mixed containers with light, fluffy soil that freely drains. In the landscape, I’ve seen the captivating combinations with perennial salvias and shadier locations with ferns, hostas, ajuga and Chinese foxglove, all of which likewise require good internal drainage. 'Anne Greenaway' lamium, 'Cabaret Purple' calibrachoa and 'Breathless Blush' euphorbia combine well in this container garden.

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If I told you to let deadnettle liven up your mixed containers, you might think of it as an

The Lamium maculatum varieties may be evergreen, semievergreen or deciduous depending on the mildness of your climate. An internet search will show all options in regard to the amount of sunlight they can withstand.

oxymoron, or perhaps that I was just a moron, as “dead” and “nettle” sound none too lovely in the landscape. As they say in France, “au contraire”: deadnettle is the common name for a terrific perennial or annual that goes by the scientific name of lamium.

My recommendation is morning sun and afternoon shade, or filtered shade. Never underestimate the ability of the silver foliage to add interest or brighten a shady location.

Botanically speaking, the plant is known as Lamium maculatum and is native to southern Europe and northern Africa. It is cold hardy from zones 4 through 8, which means that a large area of the country can enjoy it. There are now close to 30 varieties being sold in the U.S. I regularly see ‘Orchid Frost,’ ‘Beacon Silver,’ ‘Pink Chablis,’ a white, flowered version called ‘White Nancy’ and one with chartreuse margins called ‘Anne Greenaway.’ ‘Pink Chablis’ won awards in trials at the Dallas Arboretum and Botanical Garden, the University of Georgia and JC Raulston Arboretum in North Carolina.

However, the cooler the climate, the more sun they can take, so I love them as a component plant in cool-season mixed containers with pansies, snapdragons, dianthus and other foliage. Lamium is an 8- to 12-inch tall plant that spreads up to 24 inches, which makes it a perfect spiller plant. Lamiums have some other terrific attributes. They are self-cleaning, which means no crawling into a big bed of groundcover to deadhead old flowers. About the only maintenance you need to do is shear them back in early spring before growth resumes.

URBAN AG One of the most loved traits, however, is that they are resistant to rabbits and deer. January is a month typically in a self-induced holding pattern when it comes to gardening. If you find that you failed to get cool-season containers planted, then take advantage of fresh shipments of pansies, violas, petunias, dianthus and all the other component plants, like lamiums, as they arrive at your garden center. If you act now, you will still be able to have several months of colorful bliss on your porch, patio or deck. About the author Norman Winter is director of the University of Georgiaâ&#x20AC;&#x2122;s Coastal Georgia Botanical Gardens at the Historic Bamboo Farm in Savannah, Georgia.

Lamiums reach a height of 8 to 12 inches with a spread of 24 inches, making them a perfect spiller plant in mixed containers.

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