The Landscape Professional July/August

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Landscape PROFESSIONAL The official magazine of the National Association of Landscape Professionals Profession

July/August 2020

For Lawn Care, Landscape Maintenance, Design-Build, Tree Care, Nursery, and Irrigation Professionals

TECHNOLOGY:

Launching the Landscape Industry Forward PLUS: How We Do It: Remote Work Renewal & Remembrance: Then and Now Safety Watch: Heat Exhaustion vs.

Heat Stroke

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OPEN THE DOOR TO POSSIBILITIES THAT DIDN’T EXIST BEFORE

&/30-- 50%": BOARD OF DIRECTORS OFFICERS •

President Andrew Ziehler, Landscape Industry Certified, Ziehler Lawn and Tree Care

•

President-Elect Shayne Newman, Landscape Industry Certified, YardApes

•

Secretary/Treasurer Bob Grover, Landscape Industry Certified, Pacific Landscape Management

•

Immediate Past President Jeff Buhler, Massey Services

DIRECTORS-AT-LARGE •

Bruce Allentuck, Allentuck Landscaping Co.

•

Mike Bogan, Landscape Industry Certified, LandCare

•

Lisa Fiore, Landscape Hub

•

Paul Fraynd, Landscape Industry Certified, Sun Valley Landscaping

•

Phil Key, Ruppert Landscape

•

Roscoe Klausing, Landscape Industry Certified, Klausing Group

•

Joe Kujawa, Kujawa Enterprises Inc.

•

Frank Mariani, Landscape Industry Certified, Mariani Landscape

•

William MacMurdo, Bayer Crop Science

•

Joe Munie, Munie Greencare Professionals Inc.

•

Tim Portland, Yellowstone Landscape

•

Chris Senske, Senske Services

•

Brandon Sheppard, Weed Man

THE EXTERIOR TECHNICIAN PROGRAM GOES ONLINE FIVE SPECIALTY AREAS TO CHOOSE FROM: SOFTSCAPE INSTALLATION, HARDSCAPE INSTALLATION, TURF MAINTENANCE, ORNAMENTAL MAINTENANCE, OR IRRIGATION.

National Association of Landscape Professionals landscapeprofessionals.org NALP is the national trade association representing the landscape industry that continuously strives for the highest level of professionalism through education, best practices and certification.NALP helps to advance the landscape industry through education, advocacy and professionalism.

Jill Odom, Editor Lisa Stryker, Managing Editor Cheryl Claborn, Advertising Rob Ghosh, Design Page Howard, Copy Editor Lindsey Getz, Contributing Writer 12500 Fair Lakes Circle, Ste. 200 Fairfax, VA 22033 800-395-2522 | 703-736-9666 | Fax 703-736-9668 © 2019 The Landscape Professional is published bimonthly by the National Association of Landscape Professionals expressly as a member service.

National Association of Landscape Professionals 3

ÐThe

Landscape PROFESSIONAL 20 Technology: Launching the Landscape Industry Forward

34 DEPARTMENTS 6

From the CEO: Reflections on a New (And Old) Normal

32 From the Hill: NALP Submits Neonic Comments to EPA and Approves BMPs to Promote Pollinator Health 34 I am a Landscape Professional: Lucas Melograno, Mariani Landscape

INDUSTRY ISSUES 8

Safety Speaks: Heat Exhaustion vs. Heat Stroke

9

News: NALP Launches Public Awareness Campaign

10 Water Conservation: The Value of Irrigation Audits

THE NALP EXPERIENCE 12 NALP Experience: Registration Is Open for LANDSCAPES 14 NALP Experience: Renewal & Remembrance: Then and Now

30

In Memoriam: J. Landon Reeve IV

24

18 NALP Experience: Four Colleges Renew Their Accredited Degree Program

How We Do It: The Viability of Remote Work

29 NALP Experience: Newest Members and Newly Certified Professionals

Advertiser Index Bartlett Tree Experts .................................................................. 26 Bayer................................................................... Inside Back Cover Colorblends .............................................................................................9 Florasearch ............................................................................................3

STIHL ...........................................................................................................5 NALP LANDSCAPES .................................................................... 7 NALP Smart Irrigation ................................................................ 23 NALP Apprenticeship ..................................................................31

4 The Landscape Professional // July/August 2020

Proven Winners ........................................Inside Front Cover Z-Spray .............................................................................Back Cover

It takes strength and perseverance to own a small business. It takes dedication, hard work, and sacriďŹ ce. Many of you continue to operate to provide essential services to our communities. As the backbone of America, you play a vital role in the recovery of our economy. Together, we’ll come out stronger than ever. We see you, we need you and we thank you.

INDEPENDENTWESTAND.ORG

LETTER FROM THE CEO

Reflections on a New (And Old) Normal I WRITE MY MAGAZINE column many weeks before you see them in print. This column was initially called “Reflections on a new normal” and it dealt with the way the world and business has changed in the last six months. While the title still applies, just like the conversation in America in the last few weeks, the subject matter has changed dramatically. It is clear that change is in order, and it is coming to the landscape industry.

Summarizing what has happened over the past several weeks can take us in many directions.

I could tell you about an NALP member couple who stepped forward to take the lead on diversity action in the industry. I could tell you about a group of Hispanic leaders who are poised to take significant steps forward to bring more inclusiveness by welcoming the Hispanic landscape community. And I could tell you about the African American leaders in our industry who have been thoughtful and patient, ensuring that we, as a community, make impactful and needed changes. As for me, I will share some things that I’ve taken away from the past several weeks that I’ll carry forever.

One of the most transformative things that has happened since the awful loss of George Floyd’s life is that there have been many stories told about the daily struggles faced by African Americans.

And, hearing those stories has

6 The Landscape Professional //July/August 2020

helped make it clear to members of the NALP Board of Directors that being against racism isn’t enough. We have to take definitive action against racism to make a difference.

In June, NALP hosted a virtual Diversity Forum, attended by more than 35 people from all walks of life but bound together by one thing…an industry we all care about and hope to make better. The Forum was led by Maurice Dowell, a well-respected, 30-plus-year volunteer of this association. I would be remiss if I didn’t thank Maurice again for hosting the event and allowing so many voices to be heard. The group shared great insights, many of which will lead to changes in association programming and offerings that will be rolled out over the coming weeks and months.

But most importantly, the Forum started a discussion, one that was long overdue.

So, what comes next? That is an excellent question and one I get asked frequently these days.

We want to build on the momentum that the Forum created and look for ways to make NALP and the entire industry more attractive and welcoming to women, and the African American, Hispanic, and LGBTQ communities.

How will we begin to do that?

We will open up a dialogue so all NALP members can participate; we will develop diversity and inclusion education and training

sessions; create new tools and resources; and actively recruit more diverse volunteers to join NALP leadership – serving on our committees, councils, and on the board of directors.

These changes are long overdue, so they will take a little time to be fully realized, but lasting change doesn’t happen overnight.

We encourage all members to get involved in shaping the future of the association and the industry.

To learn more, visit our webpage www.landscapeprofessionals.org/ LP/Diversity__Inclusion.aspx.

Reflecting on what I had written before Memorial Day, much of it still applies. I have only one thing to add. We need to be better listeners and better actors.

And, with that, I leave you with my closing thoughts from nearly a month ago…

So here we are, approaching the crossroads of the new normal.

What will that look like for you and your company? What changes will you make? What things will stay the same? As you answer those questions, please know that your association is asking the same questions of itself. But, also know, we plan to have some of those answers for you by the time I write my next column.

Stay safe, stay healthy, keep listening, and let’s make some change!

Brit tt Wood CEO Britt Wood, CEO

SAVE THE DATES REGISTER BY AUGUST 25 AND SAVE!

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INDUSTRY ISSUES

Heat Safety: Heat Exhaustion vs. Heat Stroke

By Jill Odom ROLLING INTO THE DOG DAYS OF SUMMER, HEAT WILL BE A constant factor your crews out in the field will face. When the human body is unable to maintain a normal temperature, heat illnesses can occur and may result in death. Workers can become overheated due to the internal heat generated by physical labor and external heat in the environment. Other risk factors include lack of acclimatization and wearing clothing that holds in body heat.

AVOIDING HEAT-RELATED ILLNESSES Heat-related illnesses are preventable and it’s important to have a program in place to help mitigate the chance of it occurring, along with training your crews to know how to spot and treat a heat-related illness.

stroke can include: Q Confusion, altered mental status, slurred speech Q Loss of consciousness Q Hot dry skin or profuse sweating Q Seizures Q Body temperature greater than 104 degrees Fahrenheit

The main elements of a heat stress program include: Q Identifying heat-related hazards Q Providing water, rest and shade Q Acclimatizing workers Q Modifying work schedules to reduce workers’ exposure to heat Q Training employees on the symptoms and treatment of heat-related illnesses Q Monitoring heat-illness symptoms Q Having an emergency plan and response

If a co-worker shows possible signs of heat stroke, seek medical help immediately and call 911. Move the co-worker to a shaded, cool area and remove outer clothing. Cool the victim with cold water or an ice bath, if possible. Circulate air around the individual to speed cooling and place cold, wet cloths on the head, neck, armpits and groin.

Heat exhaustion is the second-most severe heat-related illness and is often a result from excessive sweating. The symptoms for heat exhaustion include: Q Headache Q Nausea Q Dizziness Q Weakness Q Irritability Q Thirst Q Heavy sweating Q Body temperature greater than100.4 degrees Fahrenheit

For new employees who have not spent time working in hot environments or being physically active, they will need to acclimatize to the heat. Encourage these workers to stay hydrated, work shorter shifts and take frequent breaks.

During a rapid change to excessively hot weather even experienced workers should begin on the first day of work in excessive heat with 50 percent of the normal workload and time spent in the hot environment, 60 percent on the second day, 80 percent on the third day, and 100 percent on the fourth day.

SPOTTING THE DIFFERENT FORMS OF HEAT-RELATED ILLNESSES Heat stroke is the most serious heatrelated illness. The symptoms of heat 8 The Landscape Professional //July/August 2020

Co-workers suffering from heat exhaustion should be moved to a cool location and remove unnecessary clothing such as shoes and socks. Cool the worker with cold, wet cloths and have them frequently sip cool water.

Workers with signs or symptoms of heat exhaustion should be taken to a clinic or emergency room for medical evaluation and treatment. Make sure that someone stays with the worker until help arrives. If symptoms worsen, call 911 and get help immediately.

Heat cramps are muscle pains

caused by the loss of body salts and fluid during sweating. Workers with heat cramps should drink water and have a snack or drink sports drinks every 15 to 20 minutes. Seek medical attention if the worker has heart problems, is on a low-sodium diet or if the cramps do not subside within an hour.

A heat rash can be caused by excessive sweating during hot, humid weather. The best treatment for heat rash is to provide a cooler, less humid work environment. The rash area should be kept dry. Powder may be applied to increase comfort. Oils and creams should not be used to treat a heat rash.

For more information on heat illness, check out the Heat Illness Prevention campaign, at https://www.landscapeprofessionals.org/LP/Safety/Campaigns_Initiatives.aspx TLP

NALP Launches Registration Is Open for Public Awareness Leaders Forum 2021 Campaign IN MAY, NALP LAUNCHED A NATIONAL awareness campaign to promote the essential role landscape and lawn care companies play in the economy: how we work safely to care for our nations’ green infrastructure; and we have safe and rewarding job opportunities for the millions of unemployed people.

With support from the Industry Growth Initiative, the campaign included a national radio media tour with NALP CEO Britt Wood as spokesperson, reaching approximately 10 million people. NALP members have access to the evergreen collateral, that works well now and, in the future, to download and use in your own communications.

The resources include videos, infographics, an article, press release template, and social media graphics. They tell the story of why this is a great industry for employees and explain the impact our industry has on the nation.

Please post and share the resources and help amplify the message! The PR toolkit is located in the NALP Member Center and in the Toolkits and Resources section of our website.

REGISTRATION IS now open for NALP’s executivelevel conference for landscape and lawn care company owners, senior executives and emerging leaders.

The 2021 Leaders Forum will be held at The Westin Maui Resort & Spa, Ka’anapali in Maui, Hawaii, on Jan. 21-23. This year’s agenda will provide tailored programming that will support and inspire leaders and learners. Educational sessions will include thought leaders, peer-to-peer learning opportunities, and more.

The NALP team is mindful of the fluid situation with travel and social distancing guidance as it relates to COVID-19. We will continue to monitor CDC and state and local health agencies’ guidance, and we will plan accordingly. Know that should you have a change in plans, you can cancel your event registration by Jan. 4, 2021, for a full refund, and hotel rooms can be cancelled up to 72 hours before the event. Go to https://www.landscapeprofessionals.org/LeadersForum/ Register/LeadersForum/Register.aspx to register for the event.

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INDUSTRY ISSUES

The Value of Irrigation Audits

By Jill Odom

JULY MARKS SMART RT Irrigation Month and an easy ste step ep in water conservation iss to make e sure your client’s irrigation ion syste system em iss operating as efficiently as possib possible. ble. This is where irrigation audits come in. A properly dit should h ld result lt iin performed irrigation audit consistent water distribution, less runoff a reduction of water usage and financial savings.

10 The Landscape Professional //July/August 2020

“It helps you build a level of trust with the customer and it’s a great way to separate professional companies from people who are just mow, blow and go,” says John Bianco III, president of Bianco Landscape Management, based in Sacramento, California. “If you’re able to go in and share your knowledge on irrigation evaluations and how it should be done, I think it lends a lot of credibility to your company and your ability to do the work.”

Irrigation audits serve as a way to collect information about the uniformity of application, rate of precipitation and the overall condition of the irrigation system. Typically, the older the irrigation system is the more issues there are that need to be fixed.

If customers are skeptical of conducting an irrigation audit, Bianco says d the th best thing is to walk the customer out o in the landscape and point out where some of the issues are. w IRRIGATION AUDIT PROCEDURES IR When coming into an irrigation project, W Bianco says they do triage where they B look lo for the major issues.

“A lot of times if you go in and make all a your recommendations at one time, you’re going to blow the client out of y the th water,” Bianco says. “The price for fixing everything is so overwhelming. fi We’re very upfront in the beginning W about how we triage, and how we go a about going through the project.”

Some of the major things they look for include valves that aren’t working, clocks that aren’t working, heads or nozzles that are bleeding water and minor leaks. Broken nozzles, heads, risers and lateral lines along with valves that aren’t coming on are some of the most common issues you can expect to find in an audit.

Bianco says the first thing their technician will do in an irrigation audit is locate all the irrigation controllers and map the site. From there he will go through each individual station on the controller.

“We take that time to not only see what’s broken, but also take the time to count how many types of rotors or how many types of irrigation heads or how many bubblers there are that are attached to that clock,” he says. “So then when we put our report together, we can be very specific with what were the issues are and then when the irrigation tech goes back to make repairs,

Irrigation technicians first locate all the irrigation controllers and map the site during an audit.

Photos: Bianco Landscape Management

he knows exactly what station all the problems are on.”

A catch can test is used to evaluate the distribution uniformity and determine the precipitation rate.

Making sure the customer has the proper coverage in uniformity and precipitation rates all lead to maximizing your customer’s water savings.

An audit not only looks at the irrigation system but the plants in the landscape as well. Properly zoning plants can ensure they all have similar water needs and reduces the likelihood of over- or underwatering certain plants. The current irrigation schedule should also be reviewed to make sure the amount of water applied and the intervals between watering events is correct.

Once evaluating the system, Bianco says the second phase is to come back with a program on how to fix the major issues that were found. This could include upgrading irrigation controllers to smart controllers and changing out irrigation nozzles to low-volume nozzles.

TO CHARGE OR NOT TO CHARGE Bianco says whether you should charge for an irrigation audit depends on your style of business.

Obviously if you’re a contractor who only does irrigation services, you’ll need to charge for the audit. On smaller commercial maintenance projects, Bianco says you may charge only a small fee.

“Because you’re also taking the time to benefit from mapping the clock out

“So then when we put our report together, we can be very specific with what were the issues are and then when the irrigation tech goes back to make repairs, he knows exactly what station all the problems are on.” - John Bianco III, president of Bianco Landscape Management

and doing some other things that you need to do that help you program the system, maybe that becomes part of your startup and you do it for free,” he says. “It really depends how your makeup is and how thorough you want to get into evaluating the system.” TLP National Association of Landscape Professionals 11

THE NALP EXPERIENCE

Registration Is Open for LANDSCAPES REGISTRATION IS NOW OPEN FOR LANDSCAPES 2020, WHICH WILL take place Oct. 20-23 in Louisville, Kentucky, in conjunction with GIE+EXPO. This “must-attend” educational and networking event connects landscape and lawn care professionals from across the country and will offer presentations on timely and relevant topics, including lessons learned from COVID-19, preparing for future business disruptions, and addressing issues of diversity and inclusion in our industry.

SCAPES website for full program details.

A new addition to this year’s LANDOther new features in 2020 include SCAPES is the NALP Innovation & an Opening Session with a featured Technology Forum, which will be held on speaker on Wednesday, Oct. 21, and Tuesday, Oct. 20. This full-day, interacPeer-to-Peer Specialty Discussions, tive forum was designed in response to broken down by the five specialty areas members’ requests for more education (Design/Build, Irrigation, Landscape on how technology and innovation are Management, Lawn Care, Snow and impacting our industry. Josh Linkner, a tech entrepreneur and innovation expert, Ice). These ticketed sessions will also take place on Wednesday, and require will kick off the forum with a dynamic a separate fee to cover the cost of the presentation on “How Innovation Fuels boxed lunches that will be served.

Results.” The forum will also feature LANDSCAPES will look a bit different sessions with four focus areas: People, this year because of COVID-19. We are Productivity, Equipment, and Sustaintaking federal, state, and local guidance ability. These presentations will allow into account when we plan the way we attendees to learn how their peers are host individual events and education leveraging technology and embracing during the conference. Because of that, innovation to grow their companies. The at this time, you won’t find the perennial forum has a separate fee from LANDfavorite Breakfast with Champions on SCAPES ($249 for members; $349 for the live-event schedule. But look for non-members). The NALP Innovation & news about a virtual version!

Technology Forum is also being offered Many other favorite LANDSCAPES virtually for those who aren’t able to join events will return this year — such as the us in Louisville. Please visit the LANDPower Sessions, CEO Forum, and evening receptions and networking events, including the Awards Reception.

Keep an eye out for the full LANDSCAPES program in mid-July.

12 The Landscape Professional //July/August 2020

The primary registration fee for LANDSCAPES remains the same as last year. We encourage you to register by Aug. 25 to secure the early bird discount. We are offering a flexible cancellation policy with no cancellation fees prior to Oct. 5. Attendees can cancel their hotel reservations up to 24 hours prior to scheduled arrival without penalty. At press time we are fully planning for an in-person event, but if there is a need to change course, we will announce that as soon as possible. TLP

LANDSCAPES Schedule-at-a-Glance THIS PRELIMINARY SCHEDULE does not include council, committee and other small group meetings, and all evening events. The full LANDSCAPES schedule will be available on July 15. All events held at the Omni Louisville unless otherwise noted.

TUESDAY, OCTOBER 20 9:00 AM – 5:00 PM .................... NEW! Pre-Conference Event: Innovation and Technology Forum (additional fee required) 5:30 – 6:30 PM .............................. Newcomers Reception 6:30 – 7:30 PM .............................. Welcome Reception WEDNESDAY, OCTOBER 21 7:30 – 8:00 AM .............................. Continental Breakfast 8:00 – 9:15 AM .............................. NEW! NALP Opening General Session 9:30 – 10:30 AM .......................... Concurrent Power Sessions

GIE+EXPO

10:45 AM – Noon ......................... CEO Forum (additional fee required; boxed lunch provided at conclusion of event)

Trade Show Hours: Wednesday...................3:00 – 7:00 PM Thursday .........................9:00 AM – 5:00 PM Friday ................................9:00 AM – 2:00 PM

10:45 AM – Noon ......................... NEW! Peer-to-Peer Specialty Discussions—Design/ Build, Irrigation, Landscape Management, Lawn Care, Snow and Ice (additional fee required; boxed lunch provided at conclusion of event)

LANDSCAPES registration includes admission to the GIE+EXPO Keynote and Trade Show. GIE+EXPO workshops require a separate registration. Visit GIE+EXPO’s website for more information.

2:00 – 3:00 PM .............................. GIE+EXPO Keynote (KEC) THURSDAY, OCTOBER 22 9:00 – 11:00 AM........................... Student/Employer Roundtable (additional fee required for employers) 9:45 – 11:00 AM........................... Concurrent Education Sessions (KEC) 1:00 – 2:15 PM .............................. Concurrent Education Sessions (KEC) 2:30 – 3:45 PM .............................. Concurrent Education Sessions (KEC) 4:00 – 5:15 PM .............................. Concurrent Education Sessions (KEC) 4:00 – 5:30 PM .............................. Faculty Forum 6:30 – 8:30 PM .............................. Awards of Excellence Reception FRIDAY, OCTOBER 23 9:00 – 10:15 AM........................... Concurrent Education Sessions (KEC) 10:30 – 11:45 AM ....................... Concurrent Education Sessions (KEC)

National Association of Landscape Professionals 13

THE TH HE NALP EXPERIENCE EX XPERIE ENCE

Renewal & Remembrance:

Then and Now

By Jill Odom 2020 WOULD HAVE MARKED Renewal & Remembrance’s 25th year that NALP members came together to serve at Arlington National Cemetery.

Over the years this event has evolved and grown. It was started by the Professional Lawn Care Association of America (PLCAA, a legacy organization of NALP) as a volunteer event.

Renewal & Remembrance was first held in February 1996 and only had 50 volunteers.

Since then the event is now held in July and the attendance is typically 400 to 500 volunteers with their families. The work has changed as well.

For years, NALP had been liming the grounds but in 2016 they found they had finally corrected the soil pH so liming was no longer needed.

Collaborating with the Arlington staff, NALP has moved on to expanding the aeration program and focused on improving water conservation with irrigation system updates. Volunteers have also helped on hardscape installation projects, adding lightning protection to trees and installing annual flowers.

The Children’s Program, which is a favorite of many volunteers, was also added early on as Miles Kuperus, Jr., owner of Farmside Landscape & Design in Sussex, New Jersey, and his wife Lisa Kuperus, wanted to create 1 4 TThe 14 he Landscape Lan and dsca ds cape pe Professional Prro o offe fess ssio ion naal // /July/August July Ju ly/August 2020 20 020 02 020

National Association of Landscape Professionals 15

THE NALP EXPERIENCE a formal children’s program that their kids could participate in.

Every year the Children’s Program is different and provides a history lesson. For instance in 2016, the children placed flowers and pennies on gravestones in Section 21, where the first nurses were allowed to be buried.

In 2018, the children learned about caisson horses and planted annuals near the USS Maine Memorial.

While this year’s in-person event was canceled due to COVID-19, NALP members are eager to return next year and express their gratitude to the many who paid the ultimate price for freedom.

The next Renewal & Remembrance will be held on Monday, July 19, 2021, while the Legislative Days on the Hill, will be held in conjunction with the Workforce Summit in late winter/early spring of 2021. TLP

16 The Landscape Professional //July/August 2020

National Association of Landscape Professionals 17

THE NALP EXPERIENCE

Four Colleges Renew Their Accredited Degree Program

By Jill Odom

Accredited schools can also afford to bring more students to attend industry events such as the National Collegiate Landscape Competition, thanks to discounts.

Photo: Cuyahoga Community College

IOWA STATE UNIVERSITY, Cuyahoga Community College, Joliet Junior College and Brigham Young University – Idaho have all renewed their Accredited Degree Program status and are now accredited through 2026.

The National Association of Landscape Professionals Accredited Degree Program is the only nationally recognized endorsement offered to colleges and universities that confer associate’s or bachelor’s degrees in landscape management. It currently accredits 27 2- and 4-year landscape programs in the United States and Canada.

Cuyahoga Community College (Tri-C) received its initial accreditation in 1996, from the Associated Landscape Contractors of America (ALCA), a legacy organization of NALP. “The stringent accreditation process allows the college to measure its program against industry best practices and ensures the high quality of instruction offered students,” says Jim Funai, Ph.D., an associate professor with Tri-C. “Seeking the accreditation shows a commitment to providing an education that meets the highest standards in the field.”

Joliet Junior College (JJC) first became accredited in 2004. Lisa Perkins, a professor with JJC, says they decided the accreditation program was a good opportunity to ensure program profes-

The accreditation process focuses on a set of course-level student learning outcomes.

Photo: Cuyahoga Community College sionalism and make sure students are meeting the needs the industry is looking for in new graduates.

Grant Thompson, Ph.D., an assistant professor at Iowa State University, says the college received its accreditation in 2010. He says they value the perspective of NALP to indicate what knowledge and competency areas are valued among industry professionals.

“Accreditation is another way of keeping our promise to our students and their families that their tuition and hardwork towards earning a degree is worth it and that they should study with us,” Thompson says.

BYU – Idaho earned its accreditation in 2003. Reese Nelson, Ph.D., professor of horticulture at BYU – Idaho says the motivation for becoming accredited was to put their program under the microscope and see where they could improve.

INSIDE THE ACCREDITATION PROCESS Accreditation is a voluntary, peer review process that is conducted by representatives of the higher education community and the landscape industry. It is a process that involves the development of a self-evaluation review as well as a peer assessment with the purpose of improving academic quality and accountability to the public.

The institution as well as the specific program is reviewed in the process. The

18 The Landscape Professional //July/August 2020

administration, staff, faculty, students, advisory committee and alumni are asked to provide input into the process. All aspects of a higher education landscape program are reviewed with the primary aim of ensuring students receive a quality education that will enable them to be successful in their careers.

“It does take some time to pull together the documents, the outcomes and assessments that are necessary and you have to write a self-study,” Nelson says.

“But again, all those things will just make your program better in the long run.”

“It’s a difficult process but provides needed input from the industry that makes sure the program is not stagnating,” Perkins says.

Because landscape programs and institutions vary greatly the accreditation standards and process are designed to accommodate this diversity and ensure the quality of student learning. Rather than a standardized curriculum, accreditation focuses on a set of course-level student learning outcomes that have been developed and approved by the industry.

The student learning outcomes are distributed among seven competency areas of learning – Landscape Management, Landscape Installation, Landscape Design, Horticulture Science, Business Management, Computer Technology, and Internship. Currently there are 159

course level outcomes of which an accredited program is required to have at least 70 percent. This provides programs with the flexibility to focus on meeting local and regional needs while still adhering to the national standards.

Thompson says the accreditation program was enlightening as it allows you to look critically at your program. He says he appreciates the wide breadth of skills and competency areas that are outlined in the learning outcomes matrix.

“We check a lot of those boxes pretty clearly but there are certain areas more on the contracting side of things that we need to sharpen our skills in, but I think that there’s enough leeway within the learning outcomes that a lot of different programs can be accredited and will have their own strengths and areas that could be improved,” Thompson says. “It gives a lot of leeway and it’s not a one size fits all thing.”

BENEFITS OF THE PROGRAM Once accredited, the status is awarded for seven years. Some of the benefits of being accredited include national recognition as a quality landscape contracting/horticulture program, significant discounts on select Landscape Industry Certified exams for students and faculty, and networking opportunities for faculty and students.

Accredited schools can also afford to bring more students to attend industry events such as the National Collegiate Landscape Competition, thanks to discounts.

“Our program sends students to NCLC and has recently started attending LANDSCAPES and find the access to industry professionals unparalleled,” Thompson says. “It’s a great networking opportunity for our students, our faculty, and frankly the industry contacts are so welcoming and excited to meet us that it is one of the most cost-effective and time-effective means of connecting our students to career-prospects that our program can support.”

They also have access to NALP members for internships or full-time employment opportunities and access to the latest industry technology through publications and industry suppliers. All four of the schools say they use their accreditation status for recruiting and to stand out from the other schools that potential students are considering.

“When you talk to people who are looking at your program as a potential

place to enroll, if we can say that we are accredited through the National Association of Landscape Professionals, that’s a boon,” Nelson says. “It is a recruiting tool and it’s particularly true when you’re talking with parents of potential students.”

There is often a need to show the value in paying tuition for dollars for an education and accreditation can help confirm a landscape program is meeting both the educational and practical criteria needed for students to be successful.

“It helps us communicate to them, not only are you going to get the science with us, because first and foremost our students are getting a horticultural science degree, but that you also have the practical hands-on skills, business skills, management skills and safety skills that they’re going to need when they graduate, so it’s part of showing that we are comprehensive and well-rounded,” Thompson says.

Perkins says that JJC takes advantage of the marketing material provided

by NALP to recruit and assure students their quality of education meets the needs of the industry.

“Tri-C views the NALP accreditation as a seal of approval for the program and shares that information with perspective students,” Funai says. “As a two-year school, the status that comes with accreditation is particularly helpful given what we call the ‘community college stigma’ – essentially, the mistaken idea that community colleges offer a second-class education. The accreditation shows that the program meets or exceeds the highest of standards.”

Funai says an example of a gap is if the school’s curriculum is missing something that the industry really needs, such as a familiarity with landscape design software. He says the accreditation process also helps reinforce the validity of requests when they ask the administration for equipment such as better computer systems or a certain piece of machinery.

“Having the review team come in, who are a mix of educators and professionals from across the country, and create the snapshot review of what we do, who we are, how we design our program, what our students say about it, and then being WHY OTHER COLLEGES SHOULD PURSUE able to say that to our university administrators and be advocates for us is a really ACCREDITATION useful tool,” Thompson says.

All four schools agree other colleges Thompson says the accreditation with landscape programs should pursue evaluation opens up discussions about accreditation. Thompson encourages funding and staffing to improve some of other universities to look at everything upfront and know if they meet the criteria the areas that are lacking. Nelson says that the accredited status also causbefore starting the documentation es the industry to view them as more process of accreditation.

“It’s a little bit of work but it’s work you capable and companies more likely to should do anyways,” Funai says. “It makes support their programs, with time, tools and equipment. you self-reflect on your program and “You’ll be surprised by what a group of where you’re at, and even the best of the like-minded peers can see when looking best universities are going to find things from the outside,” Funai says. “This will where they’ve got some pretty big holes help you build a stronger program, better that they need to address. And to have prepare your students, and make great someone come in from outside, they’re going to help you find those flaws. I don’t professional connections. None of us can know why anyone would not take advan- build the strongest program on our own. tage of that kind of insight into what you It is wise to ask for guidance to keep the right goals in front of you.” TLP could do better.”

The accreditation process allows schools to evaluate their programs and make sure they are preparing students properly for a career in the landscape industry.

Photos: (Clockwise) Joliet Junior College, Iowa State University, Iowa State University, BYU - Idaho

National Association of Landscape Professionals 19

Ă?COVERSTORY

TECHNOLOGY:

Launching the Landscape Industry Forward

By Lindsey Getz

20 The Landscape Professional //July/August 2020

WITH TECHNOLOGY AND INNOVATION ever advancing, the landscape industry is making a strong effort to keep up with what’s new. Many businesses are looking at ways in which they can leverage technology to improve efficiencies, increase customer satisfaction, and ultimately contribute in a positive way to their bottom line.

At Level Green Landscaping in Upper Marlboro, Maryland, Michael Mayberry holds the chief technical officer position — a role that most landscape companies do not have. But Mayberry says that by putting someone in charge of technology, you can ensure your business is keeping up. After all, technology is constantly evolving.

Even solutions which have already been implemented need someone to oversee them to ensure they’re working optimally. Software that has been implemented to collect data is a perfect example of this.

“A lot of what I do is focused on the data that we’re collecting through our software system, which allows us to make good decisions,” Mayberry says.

“A lot of companies collect data, but they don’t always know what to do with the information that they collect.

It needs to be digestible in a way that it helps you make better business decisions.”

With around 1,000 accounts, Mayberry says that Level Green is producing so much data on a continual basis — all of which is recorded in their software, Aspire. But he is ensuring that data is able to be processed and utilized by everyone from owners to sales managers to operations managers — all of whom need to make decisions that impact profitability.

There’s no question that the implementation of software solutions can help lawn and landscape businesses to make better-informed decisions. It can also play an invaluable role in routing and scheduling — two critical aspects of planning for this industry.

Krisjan Berzins, owner and CEO of Kingstowne Lawn & Landscape in Alexandria, Virginia, says that with the implementation of software, he has virtually automated most of the compa-

ny’s routing and scheduling.

“Of course, there are growing pains and we’re learning,” he says of the new undertaking. “However, intelligent routing — which commercial carriers have already mastered — could be a game changer for our industry. It can take a platform like Google Maps or Waze and fully optimize the scheduling in a way that is as efficient as possible with real time considerations.”

GOING MOBILE With necessity leading the way in many cases, the pandemic has been a catalyst for most landscape businesses to implement remote operations. Pam Dooley, owner of Plants Creative Landscapes in Decatur, Georgia, who is presenting at the NALP Technology and Innovation Forum scheduled during LANDSCAPES, says that the coronavirus pandemic has “everyone rethinking the way they do business,” and that’s ultimately a good thing for the industry.

“Our team has been utilizing Google’s G Suite tools and software, including the Hangouts feature, for the last five years so adding the video conferencing component to support our remote team was a seamless transition,” Dooley says.

Berzins also says that going mobile has been an ongoing effort — even before the coronavirus pandemic has made it more of a necessity.

“All of our crews in the fields have tablets in their trucks that they’re using,” he continues. “One of the streamlined features that works really well for us is the ability to take a photo on site of an issue that a customer is experiencing and directly link it to the client’s account. Whereas the old way was to send a text message and then have someone in the office write

an email to the account manager, it’s now all streamlined through our mobile software. Everything is integrated. Say a tree fell in the backyard. There’s a photo and description of it that goes directly into the client’s account.”

Berzins says this has had the added benefit of contributing toward his goal of being a customer-centered company. It’s all about getting the customer quick answers and supporting them in their wants and needs — and technology allows for that.

“Utilizing a customer portal is one big part of that,” Berzins adds. “We’re even working toward a point where a customer can pull up their account and see exactly when we’re coming or what’s been done. We’d like to make the user experience really unique in a way that sets our company apart.”

In Walpole, Massachusetts, NatureWorks has also gone mobile. Company president Matthew Gramer, chair of the NALP Education Advisory Council, who is also involved in planning the Technology and Innovation Forum, says that using tablets creates an overall better process for his business.

“Now that we are paperless and

Level Green Landscaping has a chief technichal officer to ensure the company is staying on top of the changing technology and that it is being implemented optimally.

Photo: Level Green Landscaping

National Association of Landscape Professionals 21

ÐCOVERSTORY

(Top) Krisjan Berzins, owner and CEO of Kingstowne Lawn & Landscape, has automated most routing.

(Bottom)NatureWorks was an early adopter of robotic mowers.

Photo: (Top) Kingstowne Lawn & Landscape (Bottom) NatureWorks

“We have a full-time robotic mowing technician who completely oversees this service. Mowing is one of the mainstays in the lawn and landscape industry and it makes sense that we continue to explore ways that we can leverage technology to assist in that service. The technology keeps evolving but it’s pretty amazing where we’re at now. I can completely manage a fleet of robotic mowers from my phone.” - Matthew Gramer, president of NatureWorks

22 The Landscape Professional //July/August 2020

communicating about our accounts through tablets, everything is a lot more streamlined and connected,” he says. “We can include any landscape plans or graphics in the account files, and they can be viewed at any time. Everything is a lot smoother.”

Gramer had also moved to more of a remote business operation even before the coronavirus began to spread.

“The fact is, a brick and mortar environment can add unnecessary costs to the client,” Gramer says.

“So, a few years ago we moved to laptops and a work structure that is highly flexible and virtual. Team members can work from home or they can work from Starbucks. The question everyone is asking right now is, ‘How do we grow a business and leverage technology without adding a ton of real estate cost?’”

Mayberry says that he has been pushing for more virtual communication prior to the pandemic — both internally and externally. He feels the time savings are incredibly beneficial.

“Even just utilizing online meetings and allowing people to work remotely saves so much wasted windshield time,” he says. “Attending meetings remotely is really efficient — and we’d been doing more and more of it even before coronavirus made it a need.”

Level Green has even parlayed this into their typical ‘lunch and learns’ where they would visit a prospective client and provide lunch and a presentation.

“We just had one with 27 clients from one company over an online meeting platform,” Mayberry says. “We got creative in terms of the lunch part.

We bought everyone a GrubHub gift card so they could still be treated to a meal.”

MOBILE APP TECHNOLOGY Shawn Ryan, president of Environmental Designs, Inc., in Brighton, Colorado, is using mobile app

technology to streamline processes.

He uses iCREWtek, the mobile app companion to Asset from Include Software for his crews to punch in and punch out, to dispatch jobs, and to track all of the work being done.

“The app allows us to track everything and even include pictures — we use that a lot for snow depths,” Ryan says. “It’s been incredibly helpful for documentation purposes. It’s gone a long way in streamlining operations for us. It keeps our billing clean with clients and our payroll clean with employees, too.”

Ryan also uses a GPS tracking app, Azuga, to manage his fleet. He uses that app to track vehicle maintenance, repairs, and inspections. He also uses it to track things like driving speed and idle time.

Ryan believes in the power of app technology so much that he’s currently in the process of talking to an app developer for creating some internal apps that could track additional data, such as fuel usage. He says it’s all part of an effort to streamline as much as possible and go fully paperless.

“There’s a lot of inefficiency with tracking data on paper — and technology can help make us much more efficient,” Ryan adds. “But I also think keeping up with technology helps keeps us up with the times — and that’s important when it comes to recruiting. It’s hard enough to recruit the younger generations to our industry right now. But the last thing they want is to come to an industry that is behind the times. They expect at least some level of technology in the way that a company runs.”

TEAM ENGAGEMENT AND TRAINING Dooley says that technology also has the power to improve team engagement and culture — both of which are passions of hers. She says that through cloud-based engagement, check-ins with her team have been a valuable tool.

“We do weekly check-ins where we ask employees to rate how things are going on a one- to five-scale. Everyone knows that if an employee checks in below a three, it needs to come right to me. In that way, technology allows us to keep a finger on the pulse of how people are feeling, and the struggles they’re facing at work and sometimes home. The check-ins allow us the op-

portunity to proactively help so people don’t leave.�

But Dooley says that technology can also play a key role in recruiting, onboarding, and training. “When you utilize technology and you provide your managers with the same tools across the board, you’re really streamlining the process and making sure that everyone is on the same page,� she explains. “This is a great way to grow and develop a team.�

Mayberry agrees and says they’ve been utilizing technology for safety and training more and more. “For safety training, recorded video makes a lot of sense,� Mayberry says. “That video can be stopped and repeated if they didn’t quite grasp a concept. A video can even be used as a refresher later on, if the employee forgets something.�

Gramer says he is currently using digital onboarding through an employee portal. “The current environment with COVID-19 has made this a necessity,� he says. “Whereas we used to send forms via mail or have them bring them in, everything now lives in a portal. They sign their employee letter through the portal too, and it remains centralized in their employee folder on the portal. It’s just a simple way of how technology can improve the employee experience.�

GOING ROBOTIC Another huge topic in evolving technology is robotics. NatureWorks’ Gramer was an early adopter of this technology and has incorporated automowing into the company’s portfolio of services. According to Gramer, almost 15 percent of the company’s properties now have at least some sort of autonomous mowing. “We have a full-time robotic mowing technician who completely oversees this service,â€? Gramer says. “Mowing is one of the mainstays in the lawn and landscape industry and it makes sense that we continue to explore ways that we can leverage technology to assist in that service. The technology keeps evolving but it’s pretty amazing where we’re at now. I can completely manage a eet of robotic mowers from my phone.â€?

Gramer says that he’s had a strong retention rate for his robotic mowing customers. For clients who like the idea of having the “latest and greatest,�

Gramer says the “cool factor� of robotic mowers is an easy sell. “Clients like that their grass is always mowed, that it’s quiet, and that they have some really cool technology being put to use on their property,� Gramer adds. “It’s been received really well.�

The robotic mowers stay put at their assigned properties throughout the season. They mow daily which helps keep grass at the ideal height. The mowers run on rechargeable battery power, which clients also appreciate.

Mayberry says that closely watching robotic technology has been part of his role. “I see robotics as the future of our industry,â€? Mayberry says. “Robots don’t care what the weather is or how long they have to work. And if you look at the current situation, they don’t get infected by something like the coronavirus, so even with a pandemic, there is no delay in service. I think this was the way of the future anyways, but the current situation might be pushing it even harder and faster. Robotics makes sense and the technology is really improving. With the addition of artiďŹ cial intelligence (AI) into some of these robots, they are going to be able to detect problematic turf or maybe even calculate proposals. There are exciting things on the horizon.â€?

Interested In More Technology Trends?

ATTEND THE NALP INNOVATION & TECHNOLOGY Forum at LANDSCAPES on Oct. 20. This full-day, interactive workshop was designed in response to members’ requests for more education on how technology and innovation are impacting our industry.

The workshop will also feature sessions with four focus areas: People, Productivity, Equipment, and Sustainability.

The NALP Innovation & Technology Forum is also being offered virtually for those who aren’t able to join us in Louisville. Please visit the LANDSCAPES website for full program details.

in other industries command a high salary and might not be attracted to a landscape company — so ďŹ nd that person in your business now and build them up.â€?

Whenever considering new technology, Dooley says that you should always consider the ďŹ nancial investment and weigh it against the value that the technology will bring. “We just did this in rolling out some new business management software,â€? she says. “It was expensive, but we made that decision because we identiďŹ ed our weaknesses and found the ways in which the technology could strengthen those weaknesses for the future. It’s weighting investment versus value. As you look to make any decision regarding technology spend some time thinking about how it might move you forward.â€? TLP

IMPLEMENTING TECHNOLOGY No matter what stage you’re at — or how you’re using technology — there’s likely always room for more. If you’re a smaller business, you might not be able to afford a position that is solely dedicated to technology — like Mayberry’s — but he says that a good starting point is to identify someone in your company who is already techsavvy. “Chances are, there’s already someone working for you that tinkers around with apps or Brush up on your irrigation knowledge likes working with with this comprehensive training guide. mobile devices,�

The Landscape Training Manual for Mayberry says. “Try Irrigation Technicians serves as a reference to fan that ďŹ re from manual, employee training guide, or the the inside. If you try recommended study material for the to ďŹ nd an IT person Landscape Industry CertiďŹ ed Technician from outside of this exam. Plus, it includes more than 20 online industry, it’s might training videos. be out of reach.

The fact is a lot of 6ISIT LANDSCAPE EPROFESSIONALS ORG STORE FOR MORE INFORMATIO ON people with my title

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National Association of Landscape Professionals 23

HOW WE DO IT

The Viability of Remote Work

By Jill Odom WITH SAFETY PROTOCOLS CALLING FOR INDIVIDUALS TO SOCIALLY distance to prevent the spread of COVID-19, it has forced many landscape and lawn care companies to consider a work setup they had not explored much before: working remotely. While remote work isn’t possible for every position, administrative and office workers have certainly been able to work from home during the pandemic. The question is how many businesses plan to keep full-time or partial remote work as an option moving forward.

OFFICE SPACE AND OVERHEAD One of the major considerations companies are weighing right now is if they should maintain their current office

24 The Landscape Professional //July/August 2020

space or reduce it by allowing more employees to work remotely full time.

For High Prairie Landscape Group, based in Kansas City, Kansas, founder and CEO Robyn Schmitz says 80 percent of their workforce will work remotely or semi-remotely when they return to the office. The company offered remote work in an informal manner prior to COVID-19, but now they have polished their remote work policy and paradigm.

“We learned that people are more productive when they’re in their environment,” Schmitz says. “We also learned that we assumed it would hurt communication between production and sales, but it didn’t.

We have adapted to a completely new strategy in our five-year plan in regards to what we really need out of future facilities.”

Schmitz says they are planning to reduce their office space based on what they’ve learned from having a hybrid remote workforce.

“Our office design will have much more flexible space where offices don’t just belong to one person but would be available for anyone who comes in that day and needs the privacy of an office,” Schmitz says.

Scott Fullerton, owner of Fullerton Grounds Maintenance based in Kenvil, New Jersey, says they are

building a new headquarters right now that is five times the size of their current office.

“I think I’m sorry I am,” Fullerton says.

“It’s going to be nice; it’s going to be beautiful. It’ll be a place people want to go. But it’s a lot of expense when you see you really don’t need it. You really don’t. You can easily survive without an office space.”

He says he can easily see landscape companies downsizing to where they just have a shared office space and a conference room with other businesses.

Meanwhile on the other hand, Kujawa Enterprises Inc. (KEI) based in Oak Creek, Wisconsin, says once they feel good and right about coming back to the office, they will all come back and expect it to stay that way.

“We’ve always been rather flexible with our team when it comes to accommodating a work-from-home day here and there to help out a scheduling conflict or a sick child or similar situation,” says Chris Kujawa, president of KEI. “But as a rule, we really like to have our team here and interacting on a personal level as much as possible. It’s really a culture thing as much as anything.”

LandCare, headquartered in Fredrick, Maryland, says that for most of their team members, remote work isn’t really an option as they are most effective when they are onsite or with their customers. The company says they will continue to allow their employees to work remotely until schools and day cares resume operations to accommodate parents who need to be present for their children.

“For our office staff, we often allow remote working to accommodate special circumstances, and we have a handful of roles that work remotely full time,” says Mike Bogan, CEO of LandCare. “In a post-pandemic environment, we will continue with that policy.”

H. Jaclyn Ishimaru-Gachina, president and CEO of Gachina Landscape Management, based in Menlo Park, California, says they are working through the specifics of a rotating schedule for certain departments to accommodate distancing guidelines.

“We still have many questions to be answered,” she says. “It’s much better to have a well-thought out plan in one direction than one with too much backtracking and continual change. There has been so much change already.”

STAFF RESPONSE TO BEING REMOTE Bogan says it’s hard to compare working remotely right now to working remotely during “normal” times.

“Many are sharing space, time and Wi-Fi with children and other family members,” Bogan says. “Some are trying to support students in remote learning, or caring for children throughout the day, which takes heroic effort to do while still trying to complete a full day’s work. If there’s joy in having the opportunity to work from home, for many it’s lost in the challenge and stress created from health and financial concerns for those around them and all the inconveniences of the stay-at-home directives.”

Ishimaru-Gachina agrees that their employees with school-aged children have faced the most challenges having to accommodating for work, school and family time. She says the office staff does like the later hours and not having to commute.

Kujawa says that their employees are dealing with working remotely, but no one truly enjoys it. They view the remote work as temporary.

“The team culture here at KEI is very important to everyone,” Kujawa says. “A person can surely ‘perform their tasks’ while remote. ‘Virtual’ is all well and good in a pinch, but it’s not ‘actual’ or ‘real.’ You risk losing a sense of spontaneity, collaboration, and the personal satisfaction of actual tangible teamwork. There’s a reason they put the word ‘virtual’ in front of these things… because they’re demonstrably different from ‘actual!’”

Schmitz says their team enjoys the convenience and flexibility of remote work but misses the opportunity to connect with clients and co-workers in person.

“I believe the idea of offering a partial remote schedule is intriguing and that we’ll see a lot of businesses adopt this idea moving forward,” Schmitz says. “We’ve learned that many people get more done with less distractions working at home. By combining the increased productivity of remote work with the culture boosting benefits of coming together, I believe many organizations will benefit.”

Fullerton says his staff enjoys the flexibility and freedom that comes from working at home as well. He expects them to want to do a mixture of in-office and remote work in the future.

“I have some employees who travel

quite far to get here,” Fullerton says.

“They have company vehicles so there’s actually a cost savings to them working at home.”

Peter Novak, president of Serpico Landscaping, based in Hayward, California, says his staff was happy to work remotely starting out but as the weeks have passed some of the staff have told him they are ready to come back to the office for a couple days a week.

PROS AND CONS OF WORKING REMOTE When deciding if remote work is a good fit for your company there are a number of advantages and disadvantages to consider first.

Fullerton says there are huge benefits with working remotely from reducing travel and office supply costs to improving efficiency by being able to pull together virtual meetings much faster and eliminating office chitchat.

He notes that going remote has allowed them to get everyone up to speed on technology.

“This was and still is the perfect opportunity to force yourself to adopt more technology,” Fullerton says. “Could you get around it? To some degree, but I wouldn’t. I would invest the time. It’s given us a great opportunity to learn the technology.”

Ishimaru-Gachina also sees the reduced commute time as a major pro as it decreases wear and tear on the

trucks and there are less accidents. She says working remote allows for new efficiencies as well.

“I find the time for self-improvement,” Ishimaru-Gachina says. “I am listening to more webinars, reading books and industry magazines. I am making more time to call clients and colleagues.”

Offering remote work can also serve as a recruiting tool for more employees who want or need flexibility.

“I think having that as option would be another value add to the potential employment offer here,” Novak says.

“Some of the long-term benefits we see from offering remote work is the capability to use it in our recruiting practices, a heavier focus on our lead-measure performance metrics, and a new understand of how not important a big, fancy office is to an organization’s success,” Schmitz says. “We’ve toured landscape companies all over the country. Many of them have invested millions of dollars into large corporate offices.

We believe that we will not follow that trend the same in order to keep our business even healthier. Why increase the overhead when it’s not necessary.”

As for the main drawback of remote work, companies are faced with the additional challenge of maintaining their company culture and re-enforcing it.

Communication must also be very thorough to prevent misunderstandings.

Fullerton says lack of camaraderie

Maintaining Company Culture Preserving a company culture when the staff is scattered and remote can be a challenge, but it’s not impossible. Most companies agree it just takes more effort to retain that connection with employees.

Fullerton says maintaining a personal touch is harder with remote work, but he says it’s more due to the pandemic as they currently don’t have the freedom to connect with one another even outside of work for the time being.

Schmitz says they have strong company culture but have had to be much more intentional about it since COVID-19. “We’re doing more remote happy hours, surprise

DoorDash deliveries, and our private Facebook team page is filled with shout-outs celebrating teammates living the culture,” Schmitz says.

“At LandCare, we highly value and focus a lot on teamwork, collaboration and our culture - which includes having fun together,” Bogan says. “That’s a challenge when we are separated. Like most other companies, we’ve embraced video conferences and use them for business and social interaction to stay connected. Teams meet online to hold weekly meetings and discuss operations, but they are also meeting for training, learning, and sometimes just to have a cup of coffee to stay up to speed on

personal lives and to support each other.”

Ishimaru-Gachina says communication has become more important than ever, as well as being empathetic and listening.

“Whether it’s an idea to be more efficient or a happy moment with their family, we need to listen,” Ishimaru-Gachina says. “And (have) a sense of humor. I enjoy a laugh and share when I can.”

She adds an important part of their company culture is supporting, training and developing their employees so they’ve been working to get back to those basics of training and developing in their new normal.

National Association of Landscape Professionals 25

HOW WE DO IT

High Prairie Landscape Group focuses on their team meeting key performance metrics rather than where they’re working from.

Photo: High Prairie Landscape Group

and the inability to simply walk something over to a co-worker’s desk can make things a bit harder when staff is working remotely.

Kujawa argues that remote work stifles company culture, collaboration, spontaneity, creativity and relationship development.

“People are still social animals,” Kujawa says. “Connectivity happens on many different levels and in a variety of ways that can be subtle, but nonetheless, hardwired into our psyche. When our work environment is prefixed by words like ‘remote’ and ‘virtual,’ I believe we

start to become remote and virtual as well. We lose something important and nourishing to our fundamental self. The lines that separate the work/life balance ratio that everyone is always looking for become blurred. I think some boundaries are good. It keeps people grounded and focused on the task at hand. Put me firmly in the old school camp of relationship building, people mentoring, and culture development being a faceto-face adventure!”

Ishimaru-Gachina says the lack of face-to-face interactions can result in a sense of isolation.

“It’s not the same sense of community when there are little physical meetings,” she says. “Company events such as branch BBQs, company picnics and maybe even the Christmas party have been cancelled. These are events that are historical and culturally ingrained and enjoyed by all…Zoom et al is good, but still not the same.”

Accountability can be another issue if proper performance metrics are not set prior to letting an employee work remotely.

MEASURING REMOTE PERFORMANCE If you are considering allowing remote

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26 The Landscape Professional //July/August 2020

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work, it is best to have measurables in place as while some individuals thrive working from home, others do not.

Fullerton says which employees would be allowed to continue to work remotely would depend on their performance over the last month. He says if payables are getting behind that might be an indicator of an employee being inefficient at home.

Novak’s company uses Microsoft Dynamics, which combines their work order management system and CRM. He says they have built key performance indicators (KPIs) to measure and track the productivity of various positions.

“At any given moment any of our branch managers could pull up the KPI dashboard in our system for those admin positions and be able to tell how many work orders have been created, how many work orders have been completed and closed, where’s billing at for the day, how many project RFPs have we gotten that day, how many have been processed by the admin staff person,” Novak says. “We can look at historical numbers over the last year, month or week to see trends in volume and compare the volumes.”

Schmitz says if role responsibilities don’t require physical presence, they allow remote work as long as key performance metrics are on track and daily updates are provided at the end of the day.

“We like for our team to focus on what ‘winning’ looks like versus their physical location, which is irrelevant for organizational success,” Schmitz says.

Schmitz says every position in their organization should have clear set goals and performance metrics that focus on lead measures.

“For example, for our design/sales professionals, we have a target number of consultations and presentations a week,” Schmitz says. “They also have a goal closing ratio and sales goal.

We track these and report weekly. As long as someone is on track, they are allowed the freedom to have control of their schedule. If someone is off track, we’ll have them in office where we can mentor and coach to build them up.”

Despite having additional stressors due to the pandemic, Bogan say their remote workers have remained highly productive and their commitments to customers and teammates are met effectively. TLP

Responding to a Crisis: Industry Manufacturers Provide Major Support During COVID-19

By Jill Odom MANY INDIVIDUALS AND COMPANIES HAVE STEPPED UP TO HELP IN various ways during the COVID-19 pandemic, including NALP supplier members.

Businesses such as John Deere, Caterpillar, Nufarm, ECHO and Toro have all found different methods to give back to the community.

METHODS OF GIVING BACK Nufarm has been producing hand sanitizer at several of their plants across the world and has been donating batches to local organizations such as fire stations. The company is also providing a Virtual Learning Series for landscapers on their website.

“Our goal with the Virtual Learning Series is to help landscapers and other industry professionals stay up to speed on current solutions so they can have a plan in place, whether they’re currently working or not,” says Katie Beth Groover, marketing communication manager for Nufarm. “We’ve kept the modules around 15 minutes so they’re easy to digest.

We have about a dozen learning options spanning topics such as naturalized areas, PGR performance and when to choose a premium herbicide, which have been really popular.”

Nufarm plans to keep the series ongoing even after the pandemic. Groover says they have modules on grubs, chinch bugs and glyphosate alternatives coming soon.

“We’re always looking for ways to help the industry grow and improve, so e-learning was an easy choice for us,” Groover says. “We know a lot of our customers and partners have been impacted, so we’ll do anything we can do to help them in our downtime.”

ECHO says when it heard about the lack of PPE in neighboring hospitals it donated N95 masks.

“Donating the N95 masks seemed like a natural fit, we have product available as we just recently launched N95 masks as a new safety accessory,” says Wayne Thomsen, VP of marketing and product management for ECHO. Both Toro and John Deere have started manufacturing protective face shields

for healthcare providers.

“We have also recently formed a partnership with Plowz & Mowz, a company that offers on-demand outdoor home services through their website and app on expanding their HERO campaign,” says Greg Janey, CME, vice president, Toro residential & landscape business. “This campaign is centered around helping fund free lawn mows for healthcare workers on the front lines of the pandemic. It’s just our way of saying thank you to a group of people who are giving so much to minimize the impact of the pandemic.”

Deere has also created a 3D printed clip that can be attached to a standard protective ballcap and used to hold a protective face shield in place. They’ve also created a 3D printed door opener that allows the user to “grasp” a door handle with an angled hook without touching the handle. Design files for both items have been made available through the John Deere COVID-19 Innovations Center.

“John Deere factory managers and other leaders have been in regular communication with their local healthcare providers and first responders,” says a John Deere spokesperson. “During these conversations, the need for protective face shields was identified. Because these individuals are neighbors, friends, and family members, these conversations led to quick and positive action!”

John Deere says it wasn’t a challenge transitioning to manufacturing the face shields. Currently, about 50 employees are assembling the face shields at the John Deere Seeding factory in Moline, Illinois. The factory normally manufactures planting equipment and precision ag solutions for a global customer base.

“John Deere teams have done an

From top to bottom: Nufarm has been producing hand sanitizer and giving it to local organizations like fire departments.

Meanwhile John Deere employees produce face shields for health care workers. Photos: Nufarm, Toro and John Deere National Association of Landscape Professionals 27

incredible job acquiring material to support the production of face shields, and our employees have been highly engaged in this process by providing their manufacturing expertise, innovation, and creativity to make the face shields,” the John Deere spokesperson says. “It has been an all-hands-on-deck approach, and it has been amazing to see our employees step up and take quick action to make this happen.”

At the time of publication, John Deere says it has produced and delivered more than 314,000 face shields with plans to produce a total of 400,000.

As for Caterpillar, it has created COVID-19 Resource Center to help users stay running and connected with online tools and training.

Toro has been manufacturing face shields during the pandemic as well.

Photos: Toro and Nufarm

MONETARY SUPPORT Caterpillar’s philanthropic arm, the Caterpillar Foundation, has committed $8.5 million to support global COVID-19 relief efforts. This commitment included a limited time 2:1 Foundation match on eligible U.S. employee and retiree donations. The response was overwhelming and, as a result, the Foundation increased its initial matching funds cap from $1 million to $2.5 million, bringing the Foundation’s total donation to $10 million.

“The Caterpillar Foundation is focused on building more sustainable and resilient communities, helping them emerge

“Supporting customers and communities is at the core of The Toro Company. It’s a part of our culture, so choosing a combination of employee matching and direct contributions was a natural way to give back and to support those in need during these unprecedented times.” - Greg Janey, CME, vice president, Toro residential & landscape business

28 The Landscape Professional //July/August 2020

stronger together during this unprecedented time,” says Asha Varghese, Caterpillar Foundation president. “Our employees and retirees give so generously, and we are proud to amplify their gifts and support our many nonprofit partners working tirelessly to keep our communities safe and prosperous.”

The investment is distributed among a number of organizations including: United Nations Foundation / World Health Organization Solidarity Response Fund; King Baudouin Foundation Fund for Italy; Global Foodbanking Network Global Fund; Feeding America Response Fund; Boys & Girls Clubs of America; and Illinois COVID-19 Response Fund.

John Deere employees have also donated over $700,000 dollars to various food banks and support agencies across the country with the help of a matching donation by the John Deere Foundation.

The Toro Company has donated $500,000 to global coronavirus relief efforts as well, and its board of directors will forgo the cash portion of their compensation. Instead this pay will be donated to the Melrose/Hoffman Employee Critical Need Fund to benefit employees of The Toro Company. This fund, started in 2005, is specifically designated to assist employees and their families that are experiencing economic challenges.

Toro’s $500,000 will be distributed among organization such as American Red Cross, International Committee of the Red Cross, Feeding America, World Food Program, United Way Worldwide, and United Way organizations in communities where employees of The Toro Company live and work.

Toro says it will also match employee contributions to a nonprofit of their choice if they choose to personally give to designated COVID-19 relief organizations.

“Supporting customers and communities is at the core of The Toro Company,” Janey says. “It’s a part of our culture, so choosing a combination of employee matching and direct contributions was a natural way to give back and to support those in need during these unprecedented times.”

ECHO also donated to a regional food bank to support local families and has continued its partnership with Minor League Baseball (MiLB) to help collectively raise funds for Feeding America.

WHY IT MATTERS When asked why they decided to help

during the pandemic, the supplier members expressed a desire to come together and support the communities that have been there for them.

“This is an unusual time for all of us,” Groover says. “Businesses and individuals have been affected in a myriad of ways, and we all need to know that we’re supporting each other. It’s important that we all help however we can to keep spirits up and life moving along.”

“During a time where many people are suffering due to the COVID-19 pandemic, we have been blessed with a trend of some strong sales and it only seemed natural to continue the trend by helping our local front liners and families,” says Thomsen. “ECHO has been a pillar of the community for almost 50 years and we’re always working with a charitable organization on a variety of ways to give back to our local community.”

Deere says it is personal for them to aid the hospitals and healthcare agencies in the communities where their employees work.

“Also, since some of our factories are located in smaller towns, they may not be getting the required PPE that larger towns may get, and so we are helping them with this critical need,” the John Deere spokesperson says. “It also became clear that we needed to support the medical facilities for military veterans.

To date, we have orders for 123,200 face shields from 49 VA medical facilities in 35 states.”

“It is imperative that we come together during this time to support those most vulnerable in our communities,” Janey says. “In addition, we see it as our responsibility as a leading manufacturer across several different industries to contribute to the recovery of the global community. The Toro Company has been in business for over a century, and we are so grateful for the success we’ve achieved throughout our history. It wouldn’t be possible without our talented team members across the globe, our channel and business partners, and most importantly, our valued customers.”

All the supplier members say the response from employees, the industry and the general public has been positive.

“If there’s one thing I’ve learned through the COVID-19 pandemic, it’s that these tough times can bring out the very best in people, and the folks I have the opportunity to work alongside every day have proven that again and again since this all began,” Janey says. TLP

THE NALP EXPERIENCE

Welcome To Our Newest Members Company

City

State

Company

City

State

Alexander Michael’s Garden & Landscape Design

Hockley

TX

Kern Sprinkler Landscaping

Bakersfield

CA

LifeWorks Landscapes, LLC

Round Rock

TX

C&W Services

Springfield

MA

Midwest Snow and Lawn Care

Iron Mountain

MI

Dixie Exterior Design and Landscape

Cincinnati

OH

O'Mara Landscape and Lawn Care

Chapel Hill

NC

Double A Lawn Care

Austinville

VA

RCB & Sons, Inc.

Riverside

CA

Evergreen Landscape, LLC

McKinleyville

CA

Rudy's Lawn Service, Inc.

Island Lake

IL

First Choice Facilities

Washington

MO

Shelby Lawn and Landscape Maintenance

Shelby

NC

Gator Lawn & Landscaping

New Albany

IN

Smartscaping

Houston

TX

GigSmart

Denver

CO

Terra-scape Enterprises, Inc.

Edgewater

FL

Going Yard, LLC

Wichita

KS

University of South Florida

Land O Lakes

FL

Green Magic Landscape

Mobile

AL

We Luv Your Lawn Too, LLC

Rock Hill

SC

GreenBlue Lawn Care & Property Maintenance, LLC

Lenexa

KS

West Cobb Services

Kennesaw

GA

Hacienda Gardening

Oceano

CA

Wilson Lawn Care, LLC

Pope

MS

Husker Outdoors, Inc.

Jordan

MN

Wyatt Farms

Greenwood

SC

Yellowstone Compact & Commodities Corp

Alpine

WY

JP Seasonal Services, LLC

Peoria

IL

Newly Certified Members Full Name

Landscape Industry Certified

Full Name

Landscape Industry Certified

Full Name

Landscape Industry Certified

Jorie Gilster

Business Manager Exterior

Marc William Baker

Exterior Technician - Softscape Installation

John Sanders

Lawn Care Manager

Kayla E. Jarossy

Business Manager Exterior

Jose Perez Colon

Lawn Care Manager

Brian Salter

Exterior Technician - Turf Maintenance

Keith Elliott Carleton

Lawn Care Manager

Nicholas Welliver

Business Manager Exterior

Marc William Baker

Exterior Technician - Turf Maintenance

Kevin Waddell

Lawn Care Manager

Nichole Hoffman

Business Manager Exterior

Luke Barton

Lawn Care Manager

Curtis Draper

Horticulture Technician Luke Brackman

Lawn Care Manager

Rob Ary

Business Manager Exterior

Jeremy Youngers

Horticulture Technician

Michael Davis

Horticulture Technician

Will Casino

Business Manager Exterior

Berny Hurtado

Exterior Technician Hardscape Installation

Marc William Baker

Exterior Technician Hardscape Installation

Brian Salter Jon Vaughn

Exterior Technician Irrigation Exterior Technician Irrigation

Marc William Baker

Exterior Technician Irrigation

Marc William Baker

Exterior Technician - Ornamental Maintenance

Bryan Watson

Exterior Technician - Softscape Installation

Jay Broyles

Exterior Technician - Softscape Installation

Matthew L. Barber

Exterior Technician - Softscape Installation

Mark Salomone

Lawn Care Manager

Max Fernbacher

Lawn Care Manager

Miriam Rubio Garcia

Lawn Care Manager

Paulino Martin Orden

Lawn Care Manager

Paulo Menezes

Lawn Care Manager

Peiling Hsu

Lawn Care Manager

Andrew Mueller

Interior Technician

Christopher Garrett O'Connell

Interior Technician

Zachary Dean

Interior Technician

Alonso Parra Perez

Lawn Care Manager

Brian Winchester

Lawn Care Manager Lawn Care Manager

Pratchaya Chanthanatat

Lawn Care Manager

Bryant Whitfield Cory Michael Walley

Lawn Care Manager

Ray Kegler

Lawn Care Manager

Dan Smalt

Lawn Care Manager

Ricardo Arias

Lawn Care Manager

George Entwistle

Lawn Care Manager

Richard Chauvin

Lawn Care Manager

Gilbert Caldwell

Lawn Care Manager

Shih Lin Kuo

Lawn Care Manager

Holly A. Taylor

Lawn Care Manager

Timothy Dunn

Lawn Care Manager

Javier Campos Valverde

Lawn Care Manager

Donna Mora

Lawn Care Technician

Ryan Lindsley

Lawn Care Technician

Javier Vianez Silva

Lawn Care Manager

Jerome Dustin

Lawn Care Manager

National Association of Landscape Professionals 29

In Memoriam: J. Landon Reeve IV, a Gentleman of the Industry J. LANDON REEVE IV, FOUNDER OF CHAPEL Valley Landscape Co., passed away on Memorial Day, Monday, May 25. He was 79 years old.

Growing up, Reeve, LIC, spent five years working a part-time job at Bluemount Nursery, a perennial grower and wholesaler in Maryland, and his love for horticulture grew from there. He earned a Bachelor of Science degree in ornamental horticulture from the University of Maryland. After graduating, he founded a small garden center and landscape business with a partner before striking out on his own four years later.

In 1968, Reeve founded Chapel Valley, based in Woodbine, Maryland.

According to Reeve’s daughter, Deonne Wollman, he started with one green Volkswagen Bug, some land in rural Howard County, Maryland, and a staff of three.

“Initially, the company was a residential design/build firm for the first few years, and over the next 20 years, the company expanded services for 30 The Landscape Professional //July/August 2020

commercial landscape installation, maintenance and irrigation/lighting and added residential maintenance as well,” Wollman says.

Key projects such as the Hirshhorn Museum and Sculpture Garden, the Marriott Corporation, Mobile Oil, the Baltimore Inner Harbor, the Vietnam Veterans Memorial, and the National Shrine all propelled the company forward, demonstrating Chapel Valley’s depth of skill and knowledge. The company quickly became one of the first major players in the residential market.

James Reeve, Reeve’s son and current president and CEO of Chapel Valley, says his father’s legacy is being an industry pioneer for creating a professional landscape company when almost none existed. One of Reeve’s mottos was “Do it right the first time, or don’t do it all.”

“I think he led by example,” says Frank Mariani, LIC, owner of Mariani Landscape. “I think he looked like a pro, he dressed like a pro, he talked like a professional, and he just tried to raise the general perception of the public, whatever the public was, whether it was commercial work or residential work.

That this is not somebody in a pickup with a spade and shovel and a lawn mower in the back, we’re professionals.

We should act like professionals, and we should be treated like professionals.”

Years before NALP Field Trips were offered, Reeve visited Mariani’s company with his son and daughter.

“The thing that impressed me is here’s one of the icons, somebody who I really looked up to, but he was interested in coming to Mariani, showing his children what he felt was another good company and he was always looking to learn by taking the best practices from other companies and implementing them at his business,” Mariani says.

After 47 years of leading his company, Reeve retired in 2015. The company employs over 450 individuals and operates out of 7 locations in the Mid-Atlantic and Southeast now.

Reeve joined the Associated Landscape Contractors of America (ALCA), a legacy organization of NALP, in 1969 and became the president of ALCA in 1984. In 2007, he served as the president of the PLANET Academic Excellence Foundation, which is now the NALP Foundation. He was also the president of the Landscape Contractors Association MD, DC, VA and the Mary-

land Nurserymen’s Association. He was a mentor to many others in the industry.

“Landon was by actions, a true leader,” says Bruce Moore Sr., LIC, founder and CEO of Eastern Land Management. “He was always there to answer questions and provide mentoring support to young people entering the landscape industry. A conversation with Landon was never about ‘Landon,’ and he was unwavering in his dedication to the industry and his passion for the industry was very obvious to those who knew him.”

Moore says he would visit Chapel Valley and Reeve would spend the entire day with him discussing business operations and sharing best practices.

Chris Raimondi, LIC, CEO of Raimondi Horticultural Group, Inc., says Reeve was a mentor to him from almost day one and he would often ask Reeve many business questions. He says in one instance he asked Reeve to lunch and they discussed many topics.

Raimondi says Reeve would often guide him to where he was answering his own questions.

“The meeting went on probably two times longer than I expected,” Raimondi says. “I had asked him to lunch and then I turned around and he bought lunch.

He said it was his privilege to speak to me and help me.”

Jenn Myers, senior director of workforce development for NALP, is yet another individual Reeve impacted during his life.

“Landon was a leader in every sense of the word,” Myers says. “Each conversation with him was a learning experience. Early in my career, I had the fortune of reporting directly to Landon for several years. My age and gender were not factors for him – he saw potential and was determined to help guide and support my development. I remember sitting in his office having long conversations about anything and everything.

He loved the example of the concentric circles to describe personal and professional growth: what you know, what you don’t know, and what you don’t know you don’t know. I’ve repeated that to many students over the years, always with credit back to an amazing man who saw a future landscape professional in me.”

Raimondi, Mariani and Moore all describe Reeve as a gentleman. He had a quiet confidence to him and was steadfast in his beliefs. He followed the

philosophy of doing unto others as you would have them do unto you.

“He treated everybody the same whether you were doing half a million dollars a year, or you were doing $50 million a year,” Mariani says. “Landon was there to extend a hand and help out.”

Reeve’s impact on NALP can be summarized by his desire for the entire industry to do well and to encourage the sharing of knowledge and wisdom among members. Mariani says that Reeve’s company helped drive his own business to greater heights because they set such a high standard.

“He touched many, many lives with the work he did,” Wollman says. “He set the bar high for standards in the industry and served as a mentor and example to so many. He made a tremendous and deliberate impact on improving the professionalism of the green industry that enabled clients to value this profession at a higher level. His hard work, dedication and love for the industry and his family is exemplified in so many ways during his lifetime.”

In his personal life, Reeve loved his family and to travel. His son and daughter both say they had wonderful family trips together. They also both mentioned

RECRUIT AND DEVELOP TALENT

“Landon was a leader in every sense of the word. Each conversation with him was a learning experience. Early in my career, I had the fortune of reporting directly to Landon for several years. My age and gender were not factors for him – he saw potential and was determined to help guide and support my development.” - Jenn Myers, senior director of workforce development for NALP his love of feeding the birds.

“The love of the birds was equal to his distaste of the squirrels that would run the birds off and eat the birdseed,” James Reeve says. “Landon had a 40year long battle with the squirrels; the squirrels won.”

Due to current events, a memorial will be scheduled at a future date, depending on changes in regulations and state guidelines. The family requests that in lieu of flowers, please consider a donation to the American Horticulture Society or the Juvenile Diabetes Foundation in Landon’s name. TLP

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THROUGH THE LANDSCAPE LANDS SCAPE MA MANAGEMENT

APPRENTICESHIP PROGRAM

The L Landscape ands an dsca ds cap ca pe M Management anag an ag gem e e Apprenticeship p Program Pro rogr gra gr am focuses am foc cuses uses on us o the lan ands dssca d cape p technician pe tec chn ni skills needed by a landscape in maintenance, installation, ta allattio ion n and and d irrigation. ir It includes 2,000 of on-the-job training, a minimum of 144 hours of classroom training or online equivalent, the Online Technician Training available through NALP fulfills this requirement.

To find out more and enroll in the program, visit Landscapeapprenticeship.org

Questions?

Email info@landscapeapprenticeship.org or call 800-395-2522 Qu ues

National Association of Landscape Professionals 31

FROM THE HILL

NALP Submits Neonic Comments to EPA and Approves BMPs to Promote Pollinator Health

By Andrew Bray VP, Government Relations

IN MAY, NALP SUBMITTED COMMENTS TO U.S. Environmental Protection Agency (EPA) for the Proposed Interim Registration Review Decision for Neonicotinoids (PIRRD), specifically Imidacloprid. Initially published on Jan. 30, 2020, the comment period was set to close in early April but was extended an additional 30 days until May 4, 2020. In late May, the EPA reopened the comment period for an additional 30 days which is uncommon but likely reflects the impacts of the COVID-19 pandemic and the importance that the EPA give all stakeholders an opportunity to provide input.

The PIRRD has been widely municate and meeting with the publicized due to sensitivities EPA over the coming months involving neonicotinoids and and we anticipate a final rule to perceived adverse impacts on be published in early 2021. pollinators. The PIRRD for ImiIn additional to opposing dacloprid proposes several label some of the proposed label amendments that will severely amendments, the EPA was speharm the landscape industry if cifically requesting enhanced not changed in the final rule. stewardship by applicator Specifically, NALP is most con- groups. In response NALP has cerned with the following label recently approved Turf & Ornaamendments: mental Best Management PracQ Cancelation of Residential tices for Pollinator Protection Spray to Turf (BMPs). Protecting Pollinators Q Application Rate Reductions is a top priority for landscape Q 25 ft application buffer zones professionals because of the from water valuable role pollinators play in Q Restrictive language on mak- promoting a healthy ecosystem, ing applications when rain is not just in landscaping and agin the forecast riculture, but to the environment at large. Landscape professionNALP will continue to comals have a special duty when

using pesticides to ensure that they are used according to label directions and consistent with recommendations made by university Cooperative Extension Services.

The BMPs are provided for landscape professionals to promote pollinator health when using pesticides in two key landscape application types: turf management and ornamental protection.

These BMPs focus on the Core Best Management Practices for both applications types.

CORE BEST MANAGEMENT PRACTICES 1. Utilize Integrated Pest Management Strategies 2. Promote Pollinator Habitat 3. Training, Education and Following All Label Requirements NALP encourages all members of the landscape industry to read and adhere to the new BMPs and uphold our responsibility as stewards of the environment with a special emphasis on protecting pollinators. TLP

CORE BEST MANAGEMENT PRACTICES 1. Utilize Integrated Pest Management Strategies 2. Promote Pollinator Habitat 3. Training, Education and Following All Label Requirements 32 The Landscape Professional //July/August 2020

SIGN UP FOR S T The Advocate weekly e-newsletter at la landscapeprofessionals.org/advocate

National Association of Landscape Professionals 33

I AM A LANDSCAPE PROFESSIONAL

Lucas Melograno, Mariani Landscape

By Jill Odom

LUCAS MELOGRANO, IS A production coordinator for Mariani Landscape, based in Lake Bluff, Illinois.

Since he was young, he knew he wanted to be outside, with an early love for construction, machines and being outdoors.

“While I was in high school my boss at the time had a part-time lawn mowing service and would ask me to help him out every so often,” Melograno says. “It was a great way to make a few extra dollars and I enjoyed what I did.

After I did that for a summer or two, I wanted to do more than just cut grass, so I started my own little landscaping company. I quickly learned that I needed to gain some more experience in the field, but that this is what I wanted to do for my career.”

Over the course of five years, he worked with smaller landscape companies throughout the Midwest and learned about various aspects of the business, prior to joining Mariani for a second time.

He is an active leading member of the NALP Young Professionals Network and has spoken at various industry events leadership and training for young professionals in the green industry.

WHAT IS A TYPICAL DAY LIKE FOR YOU AND WHAT ARE SOME OF YOUR PRIMARY TASKS AND RESPONSIBILITIES? My official title with Mariani is a Production Coordinator (PC), but I wear quite a few hats. As a PC I am responsible for overseeing six maintenance crews totaling about 30 people. In 2019, we made the decision to begin deploying our maintenance crews that service our Wisconsin clients in the Lake Geneva area from our nursery just over the border in Kenosha, Wisconsin. I helped to transition our maintenance teams up here and now oversee the daily operations of this yard. In 2017, I took on a small book of business as a Client Representative (CR).

I have about five clients totaling $350K in business, but I am working towards transitioning those clients to other CRs in the next few years.

A typical day for me would be to arrive at our nursery around 6:50 a.m. and get my crews out the gate. From there I will usually spend about an hour in the office catching up on some emails, doing some scheduling, working on any proposals I have to prepare and getting any paperwork for the crews ready for the coming day.

After that I am out in the field meeting with other CRs, crews and clients on jobsites. I usually try to make it back to the yard around 3:00-3:30 p.m. to spend a little more time in the office before the crews arrive for the evening. My crews are usually back in the yard loaded and parked for the next day by 4:30-5:00 p.m.

WHAT IS YOUR FAVORITE PART ABOUT WORKING IN THE GREEN INDUSTRY? My favorite thing about this industry is that every day is something new and something different. Some days your spending your time out in the field walking jobsites, working with crews, and meeting with clients.

Other days you are spending it in the office designing landscapes, creating proposals, and working on the business side of the industry.

There really is no boring day.

34 The Landscape Professional //July/August 2020

WHAT ADVICE WOULD YOU GIVE TO YOUNG PROFESSIONALS ENTERING THE FIELD? There are three pieces of advice that I would give to young professionals entering the green industry. First, find a mentor that can help guide you through the early stages of your career.

Whether this person is from within your organization or not, having someone to turn to for advice will prove to be extremely valuable in your professional and personal development. Mentors can and should change as you continue to advance in your career. Second, learn to become a great communicator. Great communication skills will help you in so many ways from dealing with clients and other members on your team to your manager.

Lastly, I would say to just be patient. Spend time out in the field working alongside the crews. You will gain an incredible amount of knowledge that will help you be more successful in other positions.

WHAT IS YOUR PROUDEST ACCOMPLISHMENT IN THE BUSINESS SO FAR? I have a lot of projects that I have been very proud to work on, and I am a part of a great team that I am incredibly proud to be associated with. I love hearing from clients about how much they love and appreciate someone on your team’s hard work or one of your crew members shares they’re buying their first house.

Thinking back to where some of them started and hearing their stories to where they are now is so rewarding. Recently, one of the property managers at a very large client was raving about a crew member and how hardworking, knowledgeable, and friendly he is each time he is on site. Five years ago, this crew member didn’t think he was going to make it after his first week, but he kept pushing harder each week and now he’s next in line to run his own crew.

Seeing this kind of growth and development pushes me every day to be better so I can continue to help grow and develop others on my team.

WHAT DOES IT MEAN TO YOU TO BE A LANDSCAPE PROFESSIONAL? I believe that being a landscape professional means you hold yourself and your company to a higher standard. Landscape professionals don’t just focus on cutting grass or installing landscapes. They are focused on their business, safety, employee growth and development, and providing the best solutions for their clients.

WHAT DOES IT MEAN TO YOU TO BE A MEMBER OF THE NALP? For me, being an NALP member means you are part of a network of other landscape professionals that have similar goals of helping each other and the industry continue to grow and prosper.

IN FIVE YEARS, WHERE DO YOU SEE YOURSELF? I am only a year into my new role and working from a satellite office, but really enjoying this new opportunity. Over the course of the next five years I see us growing and expanding in the Wisconsin market and eventually transitioning from a satellite office/yard to a functioning branch at which point I plan to be involved in the daily management of that branch in some capacity. I also plan to continue my role with the NALP Young Professional Network working with other young professionals as they enter the industry. TLP

LUCAS IS A HOST OF THE NEW NALP YOUNG PROFESSIONALS NETWORK PODCAST. SUBSCRIBE AT HTTPS://ANCHOR.FM/ NALP-YOUNG-PROFESSIONALS

Your Success, Our Science

Scott Garcia, Owner, Spring-Green Lawn Care

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