september/october 2014 green for life

A Landscape Alberta Nursery Trades Association member publication September/October 2014 Vol. 2, No. 5

Key to Effective Training: Train with a Purpose

Snow Business: Numbers are MoreImportant than Ever

SeptOct GFL_December GFL 16 9/08/2014 2:33 PM Page 1

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Green for Life September/October 2014 I 3

September 10, 2014Olds College Fall Golf Classic

Olds Golf Course, Olds, ABwww.oldscollege.ca/golf

September 16, 2014Landscape Ontario’s Snow and Ice Conference and Expo

Landscape Ontario Head Office, Milton, ONwww.snowandiceexpo.ca

September 30 – October 2, 2014Canadian Urban Forest Conference

Victoria, BC www.cufc11.ca

October 1 -2, 2014Canwest Horticulture Show

Vancouver Convention Centre, Vancouver, BCwww.canwesthortshow.com

October 22 – 23, 2014Landscape Ontario’s Garden and Floral Expo

Toronto Congress Centre, Toronto, ONwww.loexpo.ca

October 27 – 28, 20142004 ISA Prairie Chapter Conference

TCU Place, Saskatoon, SKwww.isaprairie.com

October 28 – 30, 2014Damage Prevention Symposium

Fairmont Banff Springs Hotel, Banff, ABwww.canadiancga.com/event-889396

November 12, 2014Landscape Alberta Nursery Growers Annual Auction

Coast Edmonton Plaza, Edmonton, ABwww.greenindustryshow.com

November 13 – 14, 2014Green Industry Show and ConferenceEdmonton Expo Centre at Northlands

www.greenindustryshow.com

CALENDAR

On the CoverRocky Mountain House ProjectHML Landscape Construction Ltd.2013 Landscape Award of Merit Winner

Key to Effective Training: Train with aPurpose, Page 7Snow Business: Numbers are MoreImportant than Ever, Page 13

A Landscape Alberta Nursery Trades Association member publication September/October 2014 Vol. 2, No. 5

Key to Effective Training: Train with a Purpose

Snow Business: Numbers are MoreImportant than Ever

MANAGING EDITOR | Joel BeatsonLAYOUT & PRODUCTION | Kyla McKechnieEDITOR | Marnie MainADVERTISING | Erynn Watson

Landscape Alberta Green for Life is a professional publication forthe landscape trade in Alberta.

Editorial and Advertising Landscape Alberta200, 10331 - 178 Street NW Edmonton, AB T5S 1R5P: 780-489-1991 F: [email protected]

Landscape Alberta does not assume responsibility for and doesnot endorse the contents of any advertisements herein. Allrepresentations or warranties made are those of the advertiser andnot the publication. Views expressed herein are those of the authorsand do not necessarily reflect the views and opinions of LandscapeAlberta or its members.

Material may not be reprinted from this magazine without theconsent of Landscape Alberta.

ISSN No: 1929-7114 (print)ISSN N0: 1929-7122 (online)

Landscape Alberta Board of DirectorsChris Brown, CLP, JLG, CSO, CRS Brown Landscape Services Ltd., Chair

Brian Gibson, Green Drop Lawns Ltd., Vice Chair

Arnold van de Ligt, JLG, Manderley Turf Products Inc., Treasurer

Cody Brown, Tree to Tree Nurseries Ltd.

Phil Paxton, CLP, CLT, Alpha Better Landscaping Inc.

Jordan Voogd, JLG, Sunstar Nurseries Ltd.

John van Roessel, CLP, CLT, JVR Landscape (2006) Inc.

Anita Heuver, JLG, Eagle Lake Nurseries Ltd.

Landscape Alberta StaffJoel Beatson, CAE, CLP, Executive [email protected]

Marnie Main, Member Services [email protected]

Erynn Watson, Member Services [email protected]

Valerie Stobbe, Trade Show [email protected]

Kyla McKechnie, Admin Assistant & [email protected]

Cheryl Teo, [email protected]

Advancing the professional landscape industry.

SeptOct GFL_December GFL 16 Page 19/08/2014 2:33 PM

4 I Green for Life September/October 2014

Industry and Association News... There is No Labour ShortageGot your attention? Good! This is the message we have heardseveral times now from the Canadian Government - they saythe statistics don’t support employers’ claims of a labourshortage in our industry. To get the real story, we need tocompile our own statistics so we have something to back upour position and arm ourselves for discussions with thefederal and provincial governments.

First, please take 1 minute (or even less!) to fill out this shortpoll that will highlight very quickly the severity of the labourshortage almost everyone is facing. We are looking for a quicksnapshot of how many unfilled positions you have in yourcompany. This data will be used immediately in press releasesand in communication to politicians to advance our position.

Poll: http://surveymonkey.com/s/initialhiringstats

Second, several members have advised Landscape Albertathat they have begun to keep data on how many resumesthey receive as compared to how many people show up forwork, as well as how many of those last beyond the first weekor month. We are asking members to go back and look at thelast few months, if possible, or start to track these statisticswithin their own company. Each month we will releasea new Hiring Statistics Poll for you to fill in, and hopefullythis will show the ongoing need for workers and anytrends that may emerge. Links to the June, July and Auguststat forms are below, or send an email to Kyla [email protected] to request an Excel template.

June 2014: http://surveymonkey.com/s/statsjune2014 July 2014: http://surveymonkey.com/s/hsjuly2014August 2014: http://surveymonkey.com/s/hsaugust2014

Thank you for providing this valuable information in support ofour industry.

Ottawa Unveils Sweeping Changes to Foreign Workers Program The Canadian government has launched a detailed andsweeping reform of the Temporary Foreign Worker Program(TFWP), splitting it in two and imposing a long list ofmeasures aimed at reducing its use for low-wage positions.

Effective immediately, employers in the accommodation,food services and retail trade sectors – as well as employerswho hire cleaners, construction helpers, landscapers andsecurity guards – will no longer be allowed to access theprogram in areas of high unemployment, which thegovernment defines as being above 6 per cent (ABunemployment rate for June 2014 is 4.9% - Stats Canada).

Other key points of the announcement:The Temporary Foreign Worker Program is being•split into two: a smaller Temporary Foreign WorkerProgram that will largely focus on low-skilled

positions, and the remaining section of the previousprogram that will continue under the name“International Mobility Programs.” Low-skilledpositions (that are unable to be filled by Canadians)can be filled with workers from developing countriesand will require a Labour Market Impact Assessment(LMIA, formerly LMO). High-skilled positions can befilled by those from highly developed countries, willlargely come to Canada through international tradeagreements, and will not be screened to see ifCanadians are available first.

The new LMIA is described as “more comprehensive•and rigorous” and the cost will increase from $275to $1000 for each position requested. Employers willneed to provide more documentation, including thenumber of Canadians that applied for the job and thenumber that were interviewed, as well as anexplanation as to why they were not hired.Employers that have a low-wage TFW workforce will•be: limited to 30% or frozen at their current level,whichever is lower; reduced to 20% beginning July1, 2015; and further reduced to 10% on July 1, 2016.The 10% cap is the maximum percentage oflow-wage TFWs that an employer will be allowed tohave at a work site, as of July 2016. The program will no longer rely on national•occupation categories (NOC codes) to determineaverage wages. Instead, low-wage positions will bedefined as below the provincial median hourly wage. The maximum duration a TFW can work in Canada is•being reduced to two years instead of four. A new fast-track option will approve foreign workers•within 10 business days if they are in the highest-demand occupations like skilled trades, or are amongthe top 10 per cent for highest paid occupations.Starting this fall, the government will impose fines•of up to $100,000 on employers who break theprogram’s rules and will disclose the names ofemployers who have been fined.



The On-Farm Primary Agriculture•stream will be exempt from the cap,the reduced eligibility periods, andthe fee increase.

Green Industry Show and ConferenceThe speaker lineup for the 2014 GreenIndustry Show & Conference (GISC) is nowout! The GISC takes place November 13 & 14at the Edmonton Expo Centre at Northlands.Whether you are a landscape contractor,nursery grower, arborist or retailer, you willfind expert educational opportunities for youand your staff.

There are motivating management sessionsfor landscape contractors, technicalpresentations for growers and arborists, andhow-to tips for retailers - something foreveryone!

Our speakers include: Bill Arman & Ed Laflamme, Are You a•Fierce Competitor? and RecruitingPrograms that WorkBill McCurry, Giving your Business Roots,•Blooms and WingsPhilip van Wassenaer, Conservation•Arboriculture and Tree RiskManagement, and A View from theTop of the Redwood ForestJerry Montgomery, Thriving Not•Surviving in a Big Box World

…plus many more exceptional speakers andworkshops. For a complete listing ofthis year’s conference program, visit:http://bit.ly/2014giscprogram.

Add our 240-booth trade show into the mixand you have a first-class event that’s not tobe missed. For more information on the GISCand our pre-conference events, including theGarden Centre Bus Tour and Nursery GrowersAuction, visit www.greenindustryshow.com.

Register for the conference before October 30and save! http://2014gisc.eventbrite.ca.

Alberta’s Minimum Wage Increase takesEffect September 1Albertans who earn minimum wage will get a25 cent pay increase as of September 1, 2014,when minimum wage increases from $9.95per hour to $10.20 per hour.

The average number of people earningminimum wage in the province is only 1.5%,compared to the national average of 6.8%.

The province says the wage increases are

based on a formula they have been using since 2011 that takes into account AverageWeekly Earnings (AWE) in the province, and the Consumer Price Index (CPI). Accordingto the province, the AWE rose 3.3% in Alberta over the past year, while the CPI jumped1.4%. The average of 2.3% is rounded to translate into a wage increase of 25 cents anhour.

Nigel Bowles, Executive Director of Landscape Alberta, RetiresOn June 19, 2014, association members and industry colleagues gathered at OldsCollege to bid farewell to our long-time Executive Director, Nigel Bowles. Over 80guests gathered in the Landscape Pavilion for cocktails, a BBQ dinner and a numberof speeches and goodbye messages. Following dinner, Jane Reksten of Olds Collegeled guests through a walking tour of the Olds College botanic gardens.

We send a huge thank you to Olds College for providing this great facility for ourcelebration. Thank you to our emcee for the evening, Vic Krahn, and our presenters,Dean Falkenberg, Henry Heuver, Jim Wotherspoon, Bonnie Fermanuik, Michiel Verheul,Jim Calpas, Bob Sproule and Anita Heuver.


http://eaglelakenurseries.com


Canada Changing from WHMIS to GHSCanada is transitioning its hazardous products classificationsystem from Workplace Hazardous Materials InformationSystems (WHMIS) to the Globally Harmonized System ofClassification and Labelling of Chemicals (GHS). Workplaceshave about two years to get ready. GHS is being implementedinto law by countries world-wide and the Canadiangovernment has committed to amending its current laws byJune 2015. The provinces will then amend their own laws andprovide workplaces with a grace period.

WHMIS is the current Canadian system for classifyinghazardous products and communicating information to usersvia labels, training and material safety data sheets (MSDS). Ithelps workers understand the hazards posed by chemicalsthey work with. GHS is a global system; given today’sinternational economy, having a global system is essential.

The Globally Harmonized System applies the same approachas WHMIS, but introduces new classification rules, labelrequirements and formats for MSDS, known under the newsystem as safety data sheets (SDS). This means you will haveto make changes, but won’t have to start from scratch.Workplaces will be able to use existing WHMIS processes tomeet GHS requirements, such as maintaining a database ofSDSs and ensuring workers receive the necessary training.

Roles and responsibilities for suppliers, employers andworkers will not change due to the adoption of GHS. Workerswill be just as safe, if not safer. GHS will likely add eightproduct categories: consumer products, pest controlproducts, explosives, cosmetics, medical devices, drugs, food,wood and products made from wood. As well, the technicalbulletins will contain more information, offering workersgreater protection.

While the implementation is still in early stages, thereare some things companies can do to begin preparationsfor the transition. Watch a free, pre-recorded webinar atwww.ccohs.ca/products/webinars/ghs_canada.

Alberta Weed Spotter App Available on iTunesThe Alberta Weed Spotter App helps to identify weeds thatare regulated under the Alberta Weed Control Act. The appalso supports the reporting of weed sightings for weedmanagement consideration in Alberta. For more informationand to download the app, visit http://bit.ly/1rUf0LR.

Get Ready for Your Red Seal ExamThe Red Seal Program has launched a brand-new guide tohelp candidates get ready for their Red Seal exam. It offersvarious study tools, outlines the examination process and letsyou know what to expect after the exam. Access the guide at:http://bit.ly/1pspHH6.

Elm Pruning Ban in AlbertaRemember - pruning of elm trees is prohibited throughoutAlberta each year from April 1 until September 30 in order toreduce the risk of introducing or spreading Dutch Elm Disease(DED).

Dutch Elm Disease is deadly and can affect any elm tree. Sinceits introduction from Europe in 1930, it has destroyed millionsof American elm trees across North America. DED is prevalentin Manitoba, Saskatchewan and Montana. At present, Albertahas the largest DED-free American elm stands in the world.There are an estimated 750,000 mature elm trees found inAlberta.

The removal of dead and dying elm wood through pruning(October through March only) helps to reduce beetlebreeding habitat and control any potential beetle population.Prompt and proper disposal of the pruned wood is alsoessential to keep DED from spreading. It is essential that alldead wood be removed and properly disposed of by burning,burying or chipping by March 31 of each year.

It is also illegal in Alberta to transport or store elm firewood.For more information on DED prevention, call the STOPDEDhotline at 1-877-837-ELMS (3567).


http://amaplas.com


I had conducted a year-long training series forall our field people and something just wasn’tright.

When I was hired by a new company, Ireviewed our jobs and found they were inpoor condition. Crews were working unsafelyand customers were furious about un-keptpromises and inconsistent delivery. Addinginsult to all of this, we weren’t making anymoney! So, I launched a full-scale assault witha hands-on weekly training program. All fieldemployees had to attend a paid two-hourtraining session every Saturday for 52 weeksin a row. That should do it, right? Wrong!

So what went wrong? I hadn’t trained witha purpose. I had just trained our entirefield operations without any linkage oraccountability to what was important to ourorganization.

This took a while to sink in, and one nightwhile I was lying awake worrying about all thethings a leader worries about, the trainingepiphany hit me. Training must have directlinkage to the company’s desired results,which must be measureable. Training has tohave a purpose. I finally figured out that therewere four key goals that all successfulorganizations must be able to achieve to trulyenjoy sustainable success.

Training plays a foundational role in achievingwhat I call, “The Big Four of OrganizationalSuccess.” The Big Four are so critical, theymust be consistently applied and executed fora company to achieve sustainable success.

Now I understand: with no training, there isno way to arrive at The Big Four! They are:

Find, attract, get on board, keep and1grow the right peopleDeliver your services consistently2Find, attract, get on board, keep and3grow the right customersMake money, as in profit4

Or in simple terms, People + Performance +People = Profit.

To convince you to invest in purposeful stafftraining, here are just a few examples of thepositive effects that training has had on “Bestin Class” companies:

Culture: When people feel safe and•

know there is an emphasis on training, development and continual learning,it creates a culture that people want to be a part of, and want to stick aroundand be productive, positive, safe and happy!Recruiting: When recruiting people to your organization, the mere fact that•you have an active and vibrant training program makes you more attractivethan your competitors.Retention: People learn, develop, grow and in turn become more valuable to•your organization when they are well trained. When the right people enjoysuccess and can link their success to the training that is available at theirorganization, they stay around.Consistent Quality: A well-trained workforce delivers your services efficiently,•effectively and safely. This will then play a major role in attracting the rightcustomers! Sales and Marketing: Having great training programs in place should be part•of your sales and marketing program. You need to answer the question askedby your existing and potential customers, “How will your training programmake my job easier?”

ROI through TrainingTraining increases the capabilities of both you and your team, which in turn increasesyour organization’s capacity. You can confidently take on that big job and know youwill perform and deliver a good return on investment training – as in, make money!

See how training weaves its way through The Big Four? Delivering consistently on yourservice promises is far more profitable than the alternative.

Key to Effective Training: Train with a Purpose By Bill Arman


http://advancenursery.ca


Now, take a good look at training within your organizationand ask yourself:

What role does training play in recruiting and•retention of employees, with safety, culture, workquality and making profit at your company?How do you measure the success achieved by your•training program?Which people at your company currently receive•training? Who are missing?Are you, the leader, getting the training you need?•How should you go about building a more effective•training program?

Remember that people are being “trained” every day at yourorganization whether you have a formal training program ornot. Make certain that the training they are receiving is theright training and serves a purpose.

Hear Bill Arman and his colleague Ed Laflamme at the 2014Green Industry Conference, November 13 & 14 at the EdmontonExpo Centre at Northlands. For more information, visitwww.greenindustryshow.com.

Reprinted with permission from Landscape Trades.

Hello Alberta!

Hello Landscape Alberta members,

I am pleased to be writing you as the new Executive Directorof your association. I know I have very large shoes to fill(size 11 if I’m not mistaken) and am keen to build on thegreat work done by Nigel Bowles. I am excited to be backhome, making the same trip my parents did some 34 yearsago.

You see, I grew up in the Edmonton area - Bon Accord to beexact - where my father built our family and where wewelcomed my youngest brother to the family. He made thereturn trip west several years ago and lives with his familyin Calgary. My first job was here in Edmonton, laying sodfor my Uncle Peter Fryzuk’s company. It was hard work, anddirty, but the few dollars in my pocket at the end of the dayand being able to see the beauty I helped create wassomething that I always carried with me.

Years later I learned about Peter’s involvement in LANTAand the time he spent on the board of directors, includingparticipating in the committee that hired Nigel. For thoseof you wondering, Peter is still in the industry, operating asmall design-build firm out of Salmon Arm, BC. I wouldn’tquite call it fate, but it certainly is a small world and I feelblessed to be home and starting a family of my own.

The goal of advancing the professional landscape industryis, for me, truly noble. The sheer volume of passion,dedication and expertise that exists within you as membersis an inspiration every day. The work you do each dayenhances the life of Albertans – we are truly the originalGreen industry!

Landscape Alberta is committed to being an organizationbased on integrity, being responsive, value-driven andmember directed. As I settle in to my first month in theoffice I can assure you that these values are ever-present inour daily operations. I look forward to meeting everymember and encourage you to pick up the phone, send mean email or drop by the office (better yet, invite me out toyours). I would love to hear how Landscape Alberta can helpyou and your company grow and prosper.

Yours in horticulture,

Showcase your expertise and creativity...

Enter the 2014 Landscape Awards

Entry forms and guides are available onlineat www.landscape-alberta.com (open to

Active members of Landscape Alberta).

Entry Deadline: October 17, 2014

For more information, contact Kyla [email protected] or 1-800-378-3198

REMINDER!The CNLA Member Services Team has received several

reports from members who have been contacted bysalespeople claiming to have savings programs with theassociation. A complete list of CNLA savings programs is

available at www.cnla-acpp.ca/benefits.

The programs listed have undergone a strict review processby the Member Services Committee to ensure that they

are valuable and safe for our members.

If you receive an unsolicited communication from acompany claiming to have a program with CNLA that isnot on our list of endorsed suppliers, please contact the

Member Services Department at 1-888-446-3499 oremail [email protected].


http://www.landscape-alberta.com/awards-program/landscape-awards


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Conservation Arboriculture: Maintaining Old Trees in the Human LandscapeBy Philip van Wassenaer and Alex Satel

For many people, trees are just another part of daily life. Whileeveryone relies on, and many even take for granted, theecological benefits trees provide every day, people’sinteractions with trees are often limited. From time to timethey might rake up leaves or prune a few branches, and evenfewer may at some point in their lives plant a tree. But fewpeople realize that trees, like works of art, stories or historicbuildings, can also be part of a shared cultural, spiritual andnatural heritage. Trees, therefore, deserve the same care andattention that is devoted to maintaining other heritageartifacts, especially as they enter into old age. This articleexplores how trees can become important heritage artifacts,why maintaining heritage trees is important, and whatstrategies can be implemented to assess and maintain suchtrees for the benefit of current and future generations.

In recent years, several groups and individuals have proposeddefinitions of what a ‘heritage tree’ might be. Some relation toa historic person, event or period, outstanding specimencharacteristics, significant landmark function, or a number ofother attributes may contribute to the heritage value of anindividual tree or group of trees. Recently, Dr. CecilKonijnendijk noted that trees in urban forests may help groupsand individuals form a sense of identity, particularly in relationto a place they call home. Heritage trees also provide tangiblelinks to places people once called home, or where others maycall home in the future.

Trees and humans have shared the same landscapes formillennia. Over time, people learned to use trees for the directbenefits that they could provide. Through managementsystems such as pollarding and coppicing, they developed‘working trees’ (a term coined by veteran tree researcher TedGreen) and used them for products such as fuelwood, buildingmaterials, and even food. For thousands of years, such treesprovided rural peoples with a livelihood and a reliable meansto sustainably harvest everyday products and materials.

As times changed, people increasingly moved from thecountryside into towns and cities, and in some locations theold management systems became impractical or unnecessary.The Industrial Revolution required coal to feed its steamengines and so the traditional coppiced forests were largelyabandoned. Pollarding, once a key means of preventingbrowsing by domestic animals, became largely reserved forformal gardens and street trees in industrializing areas.However, in many parts of Europe, pollarding still goes on orin some places has recently been re-started.

Arborists, foresters and tree advocates in the United Kingdomeventually began to rediscover the ancient working trees thatdotted the landscape. Many were “escaped pollards” (alsocoined by Ted Green) or coppices, far too large to be workablebut reminiscent of the shape and low spreading growth formwhich once made them so valuable to rural people. Many ofthese trees were found in former royal preserves, while others

could be found in hedgerows or regenerating forests. Many arevery old for their species, with some exceptional individualtrees exceeding 1000 years of age. Such longevity was oftenmade possible through past pollarding, which encouragedcanopy rejuvenation and reduced static loading on trunks andbranches. Such management also enabled pollarded veteranpopulations, often found as collections of open-grown trees,to become rich reserves of biological diversity for invertebratesand other saproxylic organisms (those dependent on decayingwood habitats).

Wherever they were found, these trees stood as monumentsof times past. In 1993, a group called the Ancient Tree Forum(ATF) began to come together to discuss these trees. By 1996,the group had launched the Veteran Tree Initiative (VTI),a collaborative effort with government agencies andnature conservation groups, to develop a standard for theidentification, assessment, management and protection ofthese ‘veteran’ heritage trees in the United Kingdom. The VTIidentified thousands of such trees across the UK and in Europe,and perhaps more importantly, articulated the cultural andecological importance of these trees in towns, cities and thecountryside.

Through their own work and that of other Europeanresearchers, veteran tree advocates began to increase theirknowledge of tree life stages. Many foresters and arborists stilllack knowledge about how trees age and progress to their oldor ancient life stages. In fact, many trees in the urban forestlabelled as ‘over-mature’ or ‘senescent’ are routinely removedjust as they begin reaching true middle age, at the time whentheir habitat value is just beginning to increase. What causesthese removals is a lack of understanding about the naturalchanges in tree physiology that take place as trees grow older.As part of these natural processes, larger limbs are shed,cavities develop, and many trees naturally begin a phase

A veteran red oak (Quercus rubra) at Mount Pleasant Cemetery in Toronto, Canada.Following a significant partial failure at the stem union, the large limb in the foregroundhas naturally propped itself and resumed vigorous upright growth. Another largelateral limb in the background is supported by an artificial prop. This provides anoutstanding example of conservation arboriculture practices mimicking naturalprocesses and tree survival strategies. (Photo: Philip van Wassenaer)



described as ‘canopy reiteration’ or ‘retrenchment’, wherebythey become shorter and wider as they economise on energyallocation and transport distances. As such, they may beginto slowly decline in scale, from the top down, and lowersections may continue living for many more years. Effectivemanagement of veteran and heritage trees requires anunderstanding of these processes as natural survival strategies.

This knowledge of tree life phases is no longer new anduncertain; all arborists and urban foresters should becomeaware of the specific traits associated with ageing trees, andbegin to manage the human landscape in ways which protectand promote the many benefits such old trees provide. Forinstance, Mats Jonsell, researcher at the Swedish University ofAgricultural Sciences, has found that veteran lindens in urbanSwedish parks contain levels of biodiversity comparable to orgreater than their counterparts in natural forests. In NorthAmerica, work by Professor Steve Sillet at Humboldt Universityhas shown that the oldest trees in redwood forests contain thegreatest amount of biodiversity, precisely because of the manymicrohabitats found, characteristically in features correlatingto those most often considered by arborists as structural‘defects’. Such research highlights the importance of saproxylic(dead wood) habitats for a variety of species, and the role ofold trees as ‘arks of biodiversity’ throughout long periods oftime. Apart from their role in providing habitat, the greatestproportion of benefits such as air quality improvement,stormwater retention, shading and energy conservation aretypically provided by the largest trees in urban settings, as theyhave the greatest leaf area.

The challenge for responsible arborists is to sufficientlyunderstand the structural tree features conventionally termed‘defects’ and to be able to make balanced judgements abouttheir significance as habitat. In this way, tree owners can beappropriately informed about these attributes together withtheir associated risks. This requires an evidence-basedapproach that avoids risk-aversion, so that managementdecisions can be based on real risks and also account for treedecay response strategies such as compartmentalisation orcompensatory adaptive growth. Inappropriate judgementsabout the body language of trees will likely result in substantialintervention, including major limb pruning or whole-treeremoval, possibly at the unnecessary expense of habitat andbiodiversity values.

British arboricultural consultant and veteran tree specialist,Neville Fay, identified twenty commonly-found characteristicsof veteran trees which many urban foresters and arboristswould typically consider ‘hazardous’, and also identifiedimportant ecological interactions or floral and faunal speciesdependent on each of these common defect characteristics.Considered alongside the work of Jonsell, Sillett and manyothers, this suggests a responsibility for arborists to carefullyconsider the quality of habitat when assessing trees. TheSpecialist Survey Method (SSM), devised by Fay and the VTI,is an effective means to record and analyse these features at atree population level.

The appreciation of the ecological interactions betweencharacteristics of a defect and its habitat potential contributesto a more holistic perspective of tree inspection and

Industry-leading workshops for landscape, turf,tree, greenhouse, nursery and garden centre

professionals.

Plus a 240 booth tradeshow!

NOVEMBER13 & 14, 2014

Edmonton Expo Centre at Northlands, Edmonton, AB

Learn. Experience. Connect.

Register online (conference only): http://2014gisc.eventbrite.ca

www.greenindustryshow.com 1-800-378-3198

ConferenceShow &IndustryGreen2014


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management. This approach takes into account the risk andcondition of trees without undue reliance on defect-orientedmethodologies. While the identification and assessment ofthe significance of defects is integral to tree risk assessment,it should not drive the entire tree management process at theexpense of heritage and ecological values. Finding ways toassess these positive characteristics will lead to a morebalanced and proportionate tree management approach thataccounts for risk while appropriately identifying importantecological and heritage values.

Fortunately, modern arboriculture has progressed greatly –especially in the field of tree risk assessment. Today, advancedassessment methodologies such as tree radar, thermalimaging, sonic and electric impedance tomography, static loadtesting and others are available to experienced andprogressive practitioners. These tools contribute toevidence-based tree risk assessment and can help arboristsdetermine whether to, and how to, invest in the retention ofveteran trees in the human landscape. They are also supportedby an ever-growing body of research and knowledge whichallows new insights into tree biomechanics – particularly theeffects of internal decay on strength loss and stability. In doingso, these methods can help support arboriculturalprescriptions designed to maintain mature, veteran andheritage trees in reasonably safe condition, or provide realjustification when removal is deemed necessary.

A number of time-honoured methods applied by arborists toreduce risk or promote tree longevity can also be applied toveteran trees, albeit sometimes in creative and novel ways.Dynamic cabling is one successful method of risk reduction,reducing the likelihood of stem failure while allowing thecabled tree to maintain some of the flexibility necessary tostimulate the growth of reaction wood. Strong dynamic or

static cables can also act as fail-safe devices for failure-pronelimbs, catching them should they fracture. The likelihood ofintroducing decay is also significantly reduced, as dynamiccabling systems do not require drilling to install fixedanchoring points such as eye bolts. Another method ispropping, which is used extensively in many parts of the worldbut has not yet gained much traction in North America. Propsare not appropriate in all circumstances, but can be designedto carefully balance the needs of the tree with otherimportant considerations such as aesthetics.

Perhaps the most effective method of risk mitigation andveteran tree maintenance, promoted by many veteran treeadvocates, is the practice of ‘retrenchment pruning.’ Thismethod seeks to replicate the natural ageing process andinvolves directed pruning of the outer canopy to stimulateinternal growth, sometimes even employing internodalheading cuts. Such pruning also reduces the wind sail area ofa tree’s crown and long lever arms, thereby reducing theoverall risks associated with failure during significant loadingevents such as wind or ice storms. Opponents ofthis methodology point out the commonly-acceptedconsequences associated with topping: weak branchattachments, vigorous sprouting and poor decaycompartmentalization. Its proponents maintain the view thatthe judicious application of such pruning methods forms justone part of a long-term commitment to the tree, which mustinclude a regular maintenance and monitoring regime. Theoverall objective of such a maintenance program, which maybe somewhat reminiscent of historical pollarding andcoppicing techniques, is to maintain a reduced size andenable the long-term retention of the tree. Proponents of thismethodology also contend that such measures cannot beapplied across the board, but may be applicable for specialcases, particularly among trees of high landscape, biodiversityand heritage value, when determined appropriate byarborists or others experienced in veteran tree managementtechniques.

The latter point highlights a simple truth that underlies theentirety of conservation arboriculture and veteran treemanagement: it is still an evolving discipline, and the key toits success will be experience, innovation, experimentation,knowledge transfer and adaptation. Those involved areplaying a part in a new knowledge community. Veteran treesare, by nature, survivors, and can considerably outlive ourprofessional life spans. However, as mistakes can lead toirreplaceable loss, it is important that practitioner experienceand contributions from other disciplines are shared. Whilesome attempts to maintain veteran trees on the humanlandscape may fail, the benefits derived from the successeswill far outweigh the costs. As arborists and urban forestersmove towards a greater understanding of the life stages ofageing trees, the benefits associated with their retention, andthe tools and techniques for their management, futuregenerations will reap the rewards of these living monumentsto cultural and natural heritage.

See Philip van Wassenaer at the Green Industry ConferenceNovember 13, 2014. For more information, visit www.greenindustryshow.com.

Veteran Tulip poplar (Liriodendron tulipifera) in Central Park, New York City. Following the lossof large parts of the upper crown (natural canopy retrenchment), the tree is surviving throughreiterative growth on the remaining limbs. Observing natural strategies employed by theseveterans informs pruning of other trees as they enter the ancient phases of their lifespans.(Photo: Philip van Wassenaer)



Horticultural service companies often get into the snowremoval business to generate cash flow during the off-season,retain staff, and keep their summer maintenance customershappy. But if you don’t keep an eye on your labour overheadand equipment costs through benchmarking, you could beassuming a lot of work and risk with no rewards.

Labour costs more in the winterWe cannot control when snow comes; even predictingsnowfall is inexact. But you are certain to bear downtime staffcosts between snowfalls. Smart operators understand theirtrue labour costs for snow removal by including a downtimepercentage in their cost-of-labour calculations.

What does such a calculation look like? My systems are basedin division. I have used a 25 percent downtime estimate in theexample below, although snow removal downtimes can be ashigh 43 percent. For example:

Hourly Rate + Payroll Tax100% - Downtime percentage

$25 (hourly rate) + $5 (payroll tax)100% - 25% (downtime)

Or, $30 (hourly rate + payroll tax)75% (100% - 25% downtime)

=$40

This illustration really drives the point home. When you haveto pay your employees for downtime, your true hourly costscan almost double. Add this cost to the cost of operating atractor or truck, and the expense could easily be more than$100 per hour.

Know your labour breakevenBuild on that valuable number to find the starting-point ratefor charging clients – your labour breakeven rate. If you donot know your overheard percentage, see All you need is acalculator, Landscape Trades, June 2005, www.landscapetrades.com/all-you-need-is-a-calculator.

Cost of goods sold (your true hourly labour cost)100% - Your overhead percentage

For example: $40 (true hourly labour cost)58% (100% - 42%* overhead)

=$68.97 per hour

*This is a benchmark property maintenance overheadpercentage

You can adapt this formula to find your breakeven costs perday or per snow event. Remember, this is only the startingpoint on what you must charge your customers; your profitmargin begins on top of this number.

Snow Business: Numbers are More Important than EverBy J. Paul Lamarche



Equipment: Looking toward the futureAs with other contracting specialties, my practical formulas can tell you how investingin snow equipment that improves productivity can pay for itself. My Equipment CostingFormula is a tool to help you figure Return on Investment (ROI). This important, oftenoverlooked idea is to charge your customers for actual equipment costs, as well as anROI factor – to allow you to buy a new piece of equipment when it needs to be replaced.A sample calculation for a snow blade expected to last four years looks like this:

$5000 (snow blade costing $6000, less its $1000- residual value)(Lifespan / 2) x usage

$50001000 [(4 year lifespan / 2) x 10 hours x 50 visits, including salting trips]

=$5 per hour

This formula is a powerful, yet simple tool; build a $5 per hour charge into the rates foryour blade, protect that cash in a separate equipment replacement fund, and you canwrite a cheque when you need a new blade in four years!

Take a hard look at snow operationsEverything I have written and shared in my role as a consultant, applies to the snowremoval business – know your true costs, your overhead, return on investment and profitmargin. However, snow removal by necessity involves extra costs; that means extra risk.

Snow removal contractors need 4x4 trucks, while “no removal” companies can operatewith a six cylinder, two-wheel drive trucks, at half the cost. Gas, insurance, repair andutility costs are higher, as are equipment, storage and repair shop needs. All these costsdrive your overhead up.

If your company performs both snowremoval and summer maintenance orconstruction work, it is essential to maintainseparate actual and budget numbers, so youhave a clear picture of each endeavour’sprofitability.

A solid understanding of your numbers couldactually lead you to conclude that you coulddo better, overall, by improving efficiencyand profitability for your summeroperations. On the other hand, there ismoney to be made in snow – by using theright equipment and the right cost strategy.

J. Paul Lamarche has helped countlessCanadian horticultural business ownersfind the path toward prosperity byunderstanding their true business costs.

Reprinted with permission from LandscapeTrades.

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Curb Appeal TodayTodd Reader53231 Range Road 271Spruce Grove, AB T7X 3L9(780) [email protected]

Riverstone Ventures Ltd.Todd StrembitskyPO Box 23019 Citadel RPOSt. Albert, AB T8N 6Z9(780) 456-0480 Fax: (780) 472-9497info@riverstonegardencentre.comwww.riverstonegardencentre.com

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“A stitch in time, saves nine.” As old as that saying is, the truthstill prevails. As your season slips into high-gear, don’t neglectthe little “stitches” that keep small problems from growinginto big ones.

Below I’ve listed items that cause small problems, lots of littlestitches here and there. But you’ll lose count of wasted,unbillable hours working around these problems if you skippast the housekeeping phase and try to work through them.Some of these problems lead to quick, so-called harmless tripsto the store. Other, more serious neglected items will lead toaudits, fines, and even preventable accidents.

So, bring your staff in on a Saturday and work through theitems that apply to your company. The day’s wages will sting(a bit), but like a needle applied to fabric, a few hours spentpreventing problems will save you hundreds of hours dealingwith them.

Shop HousekeepingLabel all your shelves and storage locations. If there’s•one thing you can do to make the effect of yourcleanups last longer, it’s labelling. Having clearly-marked areas for everything prevents•people from just tossing materials and tools whereverthey feel like. Labels will not only make your shoplook neater and cleaner, it will shorten your seasonalcleanup from months or years to weeks.Clean up employee meeting and lunch areas. These•areas often suffer from neglect. Dirty, unkemptemployee areas reinforce the message to allemployees (especially new ones) that it’s okay toleave a mess.Clean out the equipment repair area in your shop.•Throw out any old tools and equipment that arebeyond repair, or where it’s cheaper to replace.Throw out broken tools or materials that you’ll likely•never use. They just add clutter. If it’s been sittingaround for a year or more and you haven’t used it,toss it out.Check your material inventories. Restock materials,•tools, small equipment, job consumables. Stock upon items you use just about every day to reducewasted time stopping at vendors.Check your fuel cans. Are they colour-coded by fuel•type? Do you have all the lids and nozzles (Hint: youprobably need 3-4 spare lids for every can!)Do all your new employees have an area for their•personal belongings, or a mail slot? Nothing says,

“You’re not important and we don’t expect you tobe here long,” like not providing a space for newemployees while keeping spots for employees whono longer work for you.Paperwork printed and ready. We’re trying to get rid•of paperwork everywhere we possibly can, but youprobably can’t escape it all. Make paperworkavailable on clearly-marked shelves. Inventory your safety equipment. Check quantities of•commonly-used safety supplies like hearingprotection, eye protection, eye wash, and safetyvests. Order more of what you need.Look around the shop for hazard areas, especially for•fuel or hazardous chemical storage areas. Postwarning signs and no-smoking signs wherevernecessary.Update your MSDS binder. Ensure you have MSDS•sheets for all hazardous materials and make sure yourMSDS sheets are up-to-date (they do expire). Check the first aid supplies at the shop. Make sure•you’re stocked according to your local health andsafety laws.Inspect your shop fire extinguishers. Make sure the•inspection is recent and they’re charged and ready.Check and replenish inventory of cleaning supplies –•brooms, dust absorber, spill absorber, truck washingsupplies, etc.

Office HousekeepingWalk into your greeting and receiving area. Pretend•you are a customer, a new employee, a banker or avendor. What’s the entrance to your office like? Is thefirst impression neat, tidy and attractive? If it’s not,why not?Make sure all new employees have an employee file.•Build a basic checklist for what should be in each fileand staple the checklist to the inside cover of thefolder. Make sure you are updating all staff, but especially•new employees, with basic training. MSDS, PPE andrelevant tool and equipment training are key. Getwritten signoffs for all training and keep signoffssomewhere that is easy to access.Put a plan in place for ongoing training. How often do•you expect toolbox meetings? Where should staff getthe content for these toolbox meetings? How do theysubmit the signoffs? What other training orinspections are expected?Update your Health and Safety policies, board•

Housekeepingfor contractorsby mark bradley



postings, contact numbers and emergency response plan. Save old policies,and use a new version number on new ones, so you can demonstrate that youreview and update these regularly.Build an electronic calendar with key dates to remind you and your staff.•Calendars are easy, fast and free ways to set up reminders for trainingdeadlines, fleet and vehicle management, health and safety inspections andmore.Ask all staff to report important allergies or health conditions. If you have staff•with serious allergies, make sure you have an EpiPen at the shop or office.Don’t forget to make sure people have been trained to use it.Check your office supply inventory. Restock where required. Label all office•supply shelves and areas so that these areas stay neat and organized.Check your uniform inventory.•Update your answering machine message. If your message is old and tired,•consider a new one. Update your website and any social media you use. Nothing is worse than a•neglected website. If you haven’t posted any new content in a year or more,

do it. Post spring updates, picturesof last year’s jobs, pictures of thisyear’s staff or equipment. Postinspiration from other sites!Anything to get you started.

Vehicle, Trailer and Equipment HousekeepingOrganize your keys. Build a rack in•the shop with clearly-markedlocations for each vehicle andequipment key. Have at least twobackups for every key. Keep thebackups organized with labelled keychains.Check dates of all plate renewals,•insurance slip expiration, annualinspections, etc. Create electroniccalendar entries to remind people ofimportant expiration dates.Check all the paperwork in your•vehicles. Each vehicle shouldhave updated insurance slips,ownerships, copies of inspections,and any other relevant documents.Ensure all vehicles and trailers are•registered for the correct weight.Include an emergency plan,•emergency contact information andan accident checklist in each vehicle.Check inventory of daily vehicle•inspection books/forms. Store in aneasy-to-find place.Create binders for all vehicles and•equipment in the office to storecopies of ownerships, registrations,inspections and all maintenancerecords. Check your insurance policy against•your current fleet, and ensure newdrivers are named on your policy.Check the contents of all first aid•kits in vehicles.Check the tool inventory in all your•trucks and trailers. Replace anyworn or broken items.Label all shelving and storage areas•in your tool trailers (especiallyenclosed trailers).Ensure all equipment has an•operator’s manual available.Make sure employees have•sufficient training to inspect,operate, and work around and withthe equipment they use.

Mark Bradley is president of TBG Landscapeand the Landscape Management Network(LMN), both based in the Toronto area.

Reprinted with permission from LandscapeTrades.


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Hor

t Mar

t Aurora Design

Please note our new phone number:Phone: (587) 354-1265

E-mail: [email protected]

DESIGN, PRINT AND DIGITAL SERVICES

• Advertising Design • Flyers• Brochures • Newsletters• Business Cards • Photography• Catalogues • Promo Inserts

... and much more

No one is ever as efficient as they want to be, however, mostleaders don’t know what to do about that. I have researchedthe best ideas for time management, tested them out myself,and collated this list. The techniques in this article will doubleyour effectiveness and allow you to accomplish more than youever thought possible.

1. "Give me two alternatives"Teach your direct reports and employees to answer their ownquestions, by asking them to come to you with two alternativesolutions before asking you the question. Tell them you willcoach them on which is the best - and the happy truth is, mostof their questions will be solved by the time they develop thetwo alternatives. Teach them to fish, and you will all eat morefish.

2. Carve out alone timeIf you are bombarded with interruptions and can't seem to getany work done, carve out alone time each day (up to 2 hours),or a half day each week, where you "close the door, pull downthe shades, put a do-not-disturb sign on your door, turn offyour email ping and phone buzz, and let your employees knownot to interrupt. You may choose to go off site to get the quietyou need. Train your staff when they can reach out to you, andwhen they shouldn't.

3. Use a weekly meetingSet up a recurring weekly time to meet with certain staff, andask them to save up their issues for that meeting, and not toask you throughout the week, unless urgent or critical to aproject or client's satisfaction (in which case, see tip 1). Manyissues will end up getting solved and/or not be relevant by thetime your meeting happens.

4. Don't sell to shoppersQualify 60% (+/-) of the shoppers on the phone, and the other40% on the first appointment. Use consultation fees and directquestions to make sure they are a good fit for you. Use yourtime on your higher value leads; close more good leads at ahigher value.

5. Delegate low-profit tasksDelegate any task you could pay someone $20 to $25/hr or lessto do. Brainstorm a list of 5-10 things you do that someoneelse could. And for your key managers lower on the peckingorder, have them choose a lower cut off ($10 to $15/hr). Youwill make more money and have happier clients if you (andthey) stay focused on your high value, high profit tasks.

6. Build the habit of planning aheadIf you do everything last minute, you will make more mistakes,have less chance for support from others, cause more chaos,be more stressed, and waste everyone's time. On Friday (or

the weekend), plan ahead for the next week. At 4 pm orin evening start to plan for next day. Taking time for quietreflection improves your thinking process.

Foremen: Have your foremen report back to you at noon andat 4 pm. Have them answer: will they finish on time, have theyrun into anything that has set them back, do they needanother kind of tool tomorrow.

7. Make one business-building improvement a dayImprove one thing each working day, and in 20 weeks you willhave improved 100 things in your company and doubled theeffectiveness of your corporation. Keep this up and within ayear you will be 250% better off. People overestimate whatthey can get done in a month, and underestimate what theycan accomplish in a year.

8. Have people clean up their own messWhen you clean up after others, you train them to keepmaking mistakes. When clients complain about workmanship,have the employees responsible go talk to the client and fixthe problem themselves - your employees will learn to dobetter next time.

9. Outsource non-core tasksYou don't need to be your own website guy or social media gal.You don't need to be an expert in a side service (irrigation,fertilization). Understand what your core business really is, andfocus your energy on building that aspect of the business.Outsource or delegate everything else.

Treat your business as a profession, and you will attractprofessionals.

ActionsTake the top 3 ideas, and implement one a week, or•faster if they are simple to execute.Share with someone in your company to be your•accountability partner.Ask your employees which of these ideas make sense•to implement right away.

Jeffrey Scott, MBA, author, is the expert in growth and profitmaximization in the lawn & landscape industry. He grew hiscompany into a successful $10 million enterprise, and he's nowdevoted to helping others achieve profound success. To learnmore visit www.GetTheLeadersEdge.com.

Become More Productive Immediately: Follow Jeffrey`s Tips for Time

Management

By Jeffrey Scott9



A look back at our association


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