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EPA NOW OFFERS TOLL-FREE SPANISH LANGUAGE HOTLINE FOR PESTICIDE QUESTIONS

Fri, 30 Jul 2010 01:30:00 GMT

The U.S. Environmental Protection Agency (EPA) has added a new feature for Spanish-speaking citizens: a toll-free hotline where you can get questions answered about pesticides.

According to the U.S. Census Bureau, 34.5 million people speak Spanish in the United States. Of that number, 57 percent of people ages 41 to 64 need assistance when speaking English.

“Many people have asked EPA to provide a Spanish language hotline for pesticide questions and EPA has responded,” said EPA Regional Administrator Shawn M. Garvin. “There is definitely a need for this service, and it’s another opportunity for EPA to provide needed environmental information to all communities.”

Although pesticides help to keep our home environment clean and free from pests, they can also be dangerous if they are not used and stored properly and kept out of the reach of children. We are told to read the label and that the label will tell us exactly how to handle a pesticide product safely. But, most labels are written in English and that does not help someone who speaks only Spanish or needs some help with reading and understanding English.

The toll-free number is staffed from 8 a.m. to 4:30 p.m. Monday through Friday. Messages in English and Spanish will instruct callers to leave a voice-mail message for after-hours calls or when bilingual staff is not immediately available. The hotline number is (888) 919-4372.

For more information on pesticides and other environmental topics in Spanish, go to http://www.epa.gov/espanol/.

29-Jul-10 8:30 PM

Creating best-in-class Web sites

Fri, 30 Jul 2010 01:00:00 GMT

A company Web site is as integral to the firm’s overall marketing

plan as its logo, trucks, uniforms, branding, advertising,

and so on.

By now, Web sites are pretty standard across the landscape

industry. However, many Web sites remain static once they’re

established. Creating a Web site is not enough. In fact, building

a Web site is just a start. Keeping your company’s Web site

fresh and relevant is the key to success in the online world.

Online Bonanza

Online revenues have reached into the billions of dollars.

Millions of shoppers are now online, purchasing everything

from books and computers to medicine and airline tickets. Top

business reasons for a comprehensive Web site include:

1. To establish your Internet presence

2. To advertise your business

3. To save on advertising costs

4. To save the environment

5. To make business changes quickly

6. To enhance your customer service

7. To protect your local market

8. To reach a specialized market

9. To stay competitive

10. To sell online

Web Sites That Work

What makes a good Web site? A good Web site includes

great content, great design, and great organization. How do

you create good content? This comes by focusing on your audience’s

needs, not on what you’re selling.

It’s always important to examine and re-examine your goals

for your Web site. Your goals will determine what kinds of

things you need to include on your Web site to take it from

being mediocre to being great.

Creating best-in-class Web sites

Keep your site simple. Forget the flashy graphics and focus

on the content. Your home page should clearly state these

things:

· What’s on your site.

· Where to find it.

· How to contact you.

· Why they should explore further.

Everything else is subordinate to these tasks. Remember,

the landscape business is competitive and online readers move

quickly through Web content, unless there’s something that

catches their attention and keeps them there.

The importance of including contact information cannot

be emphasized enough. Be sure and include your business’

phone number on the home page and on every page of your

site. Some companies fall into the trap that an e-mail address

will suffice when a person is searching for their company on the

Web. Don’t fall into this trap! Do include your phone number

where it can be found.

In addition, good Web sites offer the reader:

· Clean design

· Quick loading images

· Ease of use; easy navigation

· Easy to find contact information and a phone number

· Photos, descriptions

· A site map

· Online ordering — if you’re set up to manage this

Search Engine Optimization

As you’re managing your Web site and trying to make it

attractive to your customers and prospects, you also have to

cater to the search engines. Your Web designer and site host

should be able to point you in the right direction, but you

should know that there is no silver bullet that will land you at

the top of search rankings.

Some tips that will help make your Web site be more search

engine friendly:

· Make sure your URL takes the reader directly to your

home page. It should not re-direct the user anywhere

else.

· Keep your URL structure clean and tidy. Doing so not

only helps with search engine rankings, but it also will

give a good visual impression to the site visitor. (It helps

if users can speak your URL or repeat it fairly easily.

· Be sure to keep your site relatively flat, with as few layers

as possible. Don’t make the search engines follow a dozen

links to get to the deepest levels of your site.

· Before your site goes live, you must have some form of

accurate analytics in place so you can measure your site’s

traffic and progress. It’s never too early to start thinking

about your stats.

· There is an endless supply of analytics options to choose

from out there. Google Analytics is a free option that can

give you most, if not all, of the data you will need.

· Ensure that ALL pages of your site include unique Title

tags (the information that appears in the browser title bar

at the top of the window) and Meta Description tags (a

short description of the document, usually consisting of

20 to 25 words or less – try to make it as compelling as

possible).

· Work on getting as many links from relevant industry

Web sites as possible. The more links you can get from

reputable sources, the better the overall performance of

your site.

· Most people don’t read Web sites; they scan them.

· Split your home page into chunks so visitors can quickly

assess whether or not there’s anything there for them.

· Use key words throughout the content on your site.

These words should be based on how your customers

search for you on the Web or the types of questions they

ask when they call your office.

· Without going overboard, be sure and include hyperlinks

and bolding of key words.

A site that is always growing, and always getting new links,

has the best chance of getting a stable top 10 listing on Google.

The Harvest Group is a landscape industry organization that

coaches owners and managers on becoming “best-in-class” landscape

companies, enabling them to reach their ultimate business

potential. You can reach them at harvestlandscapeconsulting.

com.

29-Jul-10 8:00 PM

Tips for Success - Interview Tips

Tue, 06 Jul 2010 01:00:00 GMT

Interview Tips:

Do some research on the business before the interview. (See "How to Find a Job," "Research the Employer.")
Practice interviewing.
Go alone. Do not take children or friends.
Greet the employer with a handshake.
Make frequent eye contact.
Smile, be polite, and try to relax.
Listen carefully to the questions asked. Ask the interviewer to restate a question if you are confused.
Answer questions as directly as possible.
Be upbeat and make positive statements.
If you've worked before, talk about what you learned from it.
Use examples of how your skills and abilities would fit the job.
Bring your "Fact Sheet" with telephone numbers and addresses of your references and former employers, just in case you are asked to complete an application. (See "The Application," "Fact Sheet.")

Questions to Expect (What the Employer May Ask You):

Tell me about yourself. (This is often an ice-breaker question. Keep the answer job or skill related.)
What do you know about the type of work we do? (This is your chance to tell what you know from the research you completed ahead of time.)
What is your weakness? (Always make this a positive answer. For example, "My spelling is not always perfect, so I always use a spell checker.")
What are your strengths? (Describe your skills in a way that will show you as a desirable employee for the company.)
Why did you leave your last job? ( Answer with a positive statement. Try not to say: "I was fired," "terminated," "quit," "had no babysitter," or "couldn't get along with coworkers or supervisor". However, you can say: "new job," "contract ended," "seasonal," "temporary," "career change," "returned to school," to raise a family," or "relocated.")
Why have you been unemployed for such a long time? (Tell the truth. Emphasize that you were looking for a good company where you can settle and make a contribution.)
Why should we hire you? (Make a positive statement, such as "I would like the opportunity to work with you and believe that I can do the work.")
Do you have references? (It is most important that you contact your references ahead of time and have their name, current address, and telephone numbers.)

Questions To Ask The Employer:

Who would supervise me?
When are you going to make a hiring decision?
What are the opportunities for advancement?
What kind of training is provided or available?
Is there a dress code?

Pitfalls (Reasons Why People Don't Get Hired):

Untidy personal appearance
Inability to express information clearly
Lack of genuine interest or enthusiasm
Unwillingness to start at the bottom
Negative attitude
Lack of eye contact
Incomplete or sloppy application
Being late for the interview

Closing

At the end of the interview:

Thank the interviewers for their time.
Request a business card.
Shake hands in closing.
Two or three days after the interview send a thank you note addressed to the interviewers

Thank You Notes

After your interview, be sure to write a thank you note to the employer or interviewer. This is very important because a thank you note gives you one more chance to remind the employer about the special skills that you can bring to the company.

It is a good idea to request the interviewer's business card before leaving the interview. This will help when writing your thank you note to correctly spell the interviewer's name and job title.

Tips for thank you notes:

Neatly hand write or type the note.
Address the note to the interviewer or the lead interviewer.
Keep it short. (No longer than one page.)
First paragraph: Thank the employer for the interview. Also, mention that you are interested in the position.
Second paragraph: Briefly state a few of your skills without repeating the information on your resume word for word. Include any important information not mentioned at the interview.
Third paragraph: Provide your contact information, telephone number with area code, and an e-mail address, if available.
Sign the note with your first and last name.
Proofread the note to check for spelling or grammar errors. Ask another person to proofread the note.
Mail the note within two to three days after your interview.

5-Jul-10 8:00 PM

LAWN CARE SUMMIT

Fri, 02 Jul 2010 03:00:00 GMT

The National Pest Management Association and PLANET again join forces to provide lawn care professionals with both technical and management educational sessions at the Lawn Care Summit, a national forum on current trends and future developments in lawn care, to be held in Atlanta, Georgia, December 1–3, 2010, at the Hyatt Regency Atlanta. To make your room reservations, call (800) 233-1234 and ask for the Lawn Care Summit rate: $119.00 single/double occupancy.

The programming, developed by leaders in the lawn care field, will feature respected experts from national firms sharing their thoughts on what the future holds, as well as seasoned veterans offering practical advice on how they are dealing with current issues in the field.

For more information about this event, call the PLANET office at (800) 395-2522.

1-Jul-10 10:00 PM

Workforce 2010

Fri, 02 Jul 2010 02:00:00 GMT

We are in the midst of some of the most dramatic

and sweeping workforce changes in the United

States in decades. These changes are not coming

gradually; they’re cascading down like an avalanche. So,

what’s happening? What does it mean? And, where is this all

going?

What’s happening?

Although there is much to say about how we got to this

point, too much government or the lack of it, unemployment

is the 800 pound gorilla in the room. Here’s what the U.S.

workforce looks like right now:

Unemployment: Unemployment shot up from 5 percent in

early 2007 to 10 percent by late 2009. At this writing, the unemployment

rate is at 9.9 percent, which translates to roughly 15

million unemployed individuals. The average length of time

on unemployment benefits is 33 weeks. Fifty-nine percent of

unemployed workers have been out for over one year. There

are 6.2 unemployed workers for every job opening. The current

extension of time for unemployment benefits brings the

total of $300.00 to $500.00 per week for up to 99 weeks.

The numbers for almost all private industry jobs are in

decline. The construction industry is the biggest loser, with

an unemployment rate at 21.8 percent. Only federal jobs are

increasing as the government is actually hiring hundreds of

thousands of new employees. The federal government has

the lowest unemployment rate at 3.4 percent.

Wages: The average hourly wage in the United States is

currently $22.47 per hour; the average weekly pay is $766.23.

Although those wage numbers keep going up, so too does

the price of everything we buy. As a result, the actual buying

power of that money continues to drop, which technically

means that wages are dropping.

Productivity: Productivity is measured by dividing the

total value of all American goods produced by the number

of work hours it took to produce it. Just prior to the start of

the recession in 2008, productivity numbers were less than 1

percent growth per quarter. Once job cuts began, the productivity

rates began to climb. By the end of 2009, productivity

had jumped to 6.9 percent.

Unions: The number of people in unions has been dropping

steadily for more than 50 years. Back then, more than 36

percent of the American private industry workforce belonged

to a union; that number is now at 7.2 percent and dropping.

However, the percent of government union members, which

use to be less than 2 percent back then, is now at 37.4 percent

and growing.

Labor legislation: Almost all new labor laws include more

benefits for employees and more mandates and restrictions on

employers, accompanied by thousands of new investigating

agents and heavy penalties for violations. The new health care

bill requires most companies to provide all their employees

with health insurance or face stiff fines. Several bills are proposing

paid sick leave not only for employee illness, but also

for pandemic flu, family illnesses, and school closings. There

are also new posting requirements that encourage employees

to consider joining unions and new regulations providing tax

benefits for companies that hire new employees.

What does it mean?

Unemployment: Although unemployment is high and

hourly workers are easier to find, there is, as always, competition

for the best talent. People who are skilled, talented,

productive, and successful are in demand. If you have workers

with these attributes, take good care of them as other

companies are trying to get them. If you don’t, you will

find there is a very competitive market for good talent, and

those employees are being offered handsome employment

packages. Some surveys are saying that the unemployment

benefits of $300 to $500 per week for as long as 99 weeks are

causing many of the unemployed to delay the stressful process

of job hunting as they find that they can survive as long

as that cushion lasts.

Manpower, the company that provides workers to private

industry, has now branched out into the federal government

as it says that’s where job growth is going to be. This year,

the federal government employee count is expected to hit

2.15 million. There will be more government jobs as government

is now competing with private industry for talent in

more fields, and government jobs tend to pay more. Also, all

government agencies have been directed to convert as many

private industry jobs to government jobs as reasonably possible.

This will keep private industry unemployment high and

government unemployment rates low.

Wages: More than half of all companies cut or froze wages

in 2009. Fifty-four percent of these companies plan to return

to normal pay practices in 2010, and 33 percent will continue

with pay freezes until at least 2011. However, 15 percent said

the pay cuts that were made are permanent. More than 40

percent said there would be no merit pay increases in 2010.

Productivity: The big increase in productivity is a classic

result of all business cycles. As workloads and profits

increase, more people are hired. But, more support people

are hired than frontline producers. Most companies then see

an increase in overhead and employee costs and a decrease

in measurable productivity. When the business cycle turns

down, it’s the support people who are the first to be let go.

The percentage of frontline producers is then higher and

each employee focuses more on doing his/her best work.

Productivity goes up. This means that companies will experience

a higher profitability and will be a little reluctant to start

the hiring cycle again.

Unions: Although the Employee Free Choice Act (EFCA)

doesn’t seem likely to pass this year, some version of it will

likely come to be. Simply stated, EFCA takes away the right

of the employee to a secret ballot in unionizing elections and

denies the company the right to present its side of the issue

to its employees. Eighty-five percent of the federal stimulus

bill expenditures have been spent on hiring or retaining

state employees who are union members. Earlier in 2009, the

president authorized federal agencies to require the use of

union-only contractors on government-funded jobs in excess

of $25 million. Unions are using this new power to begin

new organizing campaigns in many industries. Primary targets

include any industry with large numbers of hourly paid

employees. High on the list of targets are employees in computer

professions and those in medical fields.

Labor legislation: Labor costs are going up as regulations

mandate more employees be provided with paid leave

and benefits. New laws allowing unions greater access to

workplaces and to intranet systems have been announced.

Companies that have had layoffs will not be allowed to hire

H-2B workers, and many of those that are allowed will be

inspected to assure that no American workers were available

for those jobs. Overall, employers will experience more

federal inspections for various labor regulations. The initial

focus will be on exempt versus nonexempt misclassifications,

independent contractors versus employees, wage and overtime

violations, and safety. Tax benefits and credits for hiring

new employees, including CEOs as well as laborers, may be

tempting for those companies that qualify. However, in a

recent poll by Business and Legal Reports (BLR), 74 percent

of employers said they would not hire a new employee to get

the tax break.

Where is this all going?

Unemployment: The unemployment rate is expected

to remain at 8 to 9 percent through 2011. Leading employment

authorities, including the Department of Labor (DOL),

predict a continuation of very high unemployment rates for

at least three years. Many are saying that the tremendous

annual economic growth we became accustomed to before

this recession will never be seen again. They forecast slower

growth while companies focus more on lean management,

and employees have adapted to a new view of their work and

of their leaders at work. This new view is creating a new attitude

in the workforce as indicated in a recent Towers Watson

report.

Surveys by Towers Watson indicate that American workers

have dramatically lowered their career and retirement expectations.

They now feel less inclined to take risks or to attempt

achievements that might “rock the boat.” Job advancement

now takes a backseat to job security and stability. More

employees are seeking greater job security and more benefits.

Even the old concept of one employer for life is gaining

credence again. Seventy-seven percent of the employees

surveyed said they would take a pay cut in return for job

security. Although 60 percent of participants said they would

like to find a different job this year, 81 percent said they are

not looking and don’t plan to for the foreseeable future. Their

focus is on long-term commitment to their employer in

return for some semblance of job security. Beyond security,

their primary interest is “higher levels of compensation.” The

clearest picture arising from these new attitudes is a “workforce

that is hunkered down, risk adverse, and hanging on as

long as it can until, it hopes, it can afford to retire.”

Wages: The freeze on wages will begin to thaw as employers

want to keep those high productivity workers. Of those

who will provide merit increases in 2010, the average merit

pay increase is forecasted to be 1.85 percent. The future

is focused on merit. High performers will see generous

increases, average performers will see lower increases than

in the past, and mediocre employees will see no increases

from most employers; many will be released when higher

performers are available. Higher-level employees will see

much of their increases in merit incentives and bonuses and

more of that will be in company shares or stock.

In large European companies, there is a rising trend to eliminate

or limit incentives and bonuses altogether as a means

to discourage risk taking. That trend is beginning to appear

in American financial institutions. The pay is higher, but the

incentives and bonuses are gone or reduced. The end result

overall is lower compensation. As benefit costs rise, the large

pay increases of the past are expected to remain in the past.

Productivity: Productivity is expected to remain high but

will taper off some later this year. The economy is improving,

but hiring is not expected to significantly improve for

the foreseeable future. However, productivity will become a

major metric companies use to identify the best performers

and determine their compensation.

Unions: Regardless of how current legislation plays out,

the union movement is on the rise. Most companies won’t

want it, but with government influence, more employees

seeking more benefits and job security, and less interest in

the free market entrepreneurial spirit, we are likely to see

more union organizing.

Labor legislation: There will almost certainly be some

form of federally mandated paid leave. Some of these

laws will affect every employer; some will affect only larger

employers with 50 or more employees. But, even part-time

and seasonal employees will be provided with the new paid

leave benefits. Many employers will stop hiring just before

that one employee moves them into the next size bracket that

would obligate them to a new range of mandated regulations.

Few changes are expected in the availability of H-2B workers.

However, immigration regulations are being proposed

that issue biometric Social Security cards to all workers as

a means to control the hiring of illegal immigrant workers.

Equal Employment Opportunity Commission charges have

skyrocketed during the recession, and the new laws will

almost certainly see an even higher increase in those charges.

More laws favoring labor unions and organizing will be

passed, but the greatest union growth will continue to be in

government.

One new trend of note is the increase in employers using

contingent workers (workers brought in only for specific

projects or specific periods). Long used in some industries,

the “use them when you need them; lose them when you

don’t” concept seems to be very attractive to companies

in this new risk-adverse environment. Now that part-time

and temporary employees will be covered under the new

benefit regulations, more workers favor the idea of working

when and where they like. According to the Staffing Industry

Analysis Survey produced by the law firm Littler Mendelson,

the contingent labor force is now estimated to be 13 percent

of the American workforce. That figure is estimated to rise to

30 percent — and possibly as high as 50 percent — after the

recession.

1-Jul-10 9:00 PM

Preventing deaths, injuries, and illnesses of young workers

Fri, 02 Jul 2010 02:00:00 GMT

Young workers can be an asset to your workforce. They

are enthusiastic and eager to learn; however, because

of their biological, social, and economic characteristics,

young workers have unique and substantial risks for

work-related injuries and illnesses. On-the-job injuries to

teens can be costly, even deadly.

Approximately 2.6 million adolescents, ages 16 to 17 years,

worked in the United States in 2007 and, in that year, 38

youths under 18 years of age died from work-related injuries.

The number of teen landscape service fatalities is unknown;

it is likely to be a small number. However, 29 fatalities among

workers 18–19 years old were recorded for landscape services

workers in the 2003–2006 period.

In 2006, an estimated 52,600 work-related injuries and

illnesses among workers 15–17 years of age were treated in

hospital emergency departments. Since only one-third of

work-related injuries are seen in emergency departments,

it appears that each year more than 150,000 youths sustain

work-related injuries and illnesses that require medical

treatment beyond first aid. Some of these injuries cause permanent

disabilities and some are disfiguring.

Employers should take the following steps to protect

young workers:

• Recognize the hazards:

– Reduce the potential for injury or illness for young

workers by assessing and eliminating hazards in the

workplace.

– Make sure the equipment used by young workers

is safe and legal. Visit www.dol.gov/dol/topic/

youthlabor/hazardousjobs.htm or call (866) 4-USADOL(

866-487-2365).

• Supervise young workers:

– Make sure young workers are adequately supervised.

– Make sure supervisors and adult coworkers are

aware of tasks young workers may or may not legally

perform.

– Label equipment that young workers cannot use, or

color-code the uniforms of young workers so coworkers

know not to ask them to perform certain jobs.

• Provide training:

– Provide training to ensure young workers recognize

hazards and are competent in safe work practices.

– Have young workers demonstrate they can perform

assigned tasks safely and correctly.

– Ask young workers for feedback about the training.

• Know and comply with the laws:

– Know and comply with child labor laws and occupational

safety and health regulations that apply to

your business. State laws may be more restrictive

than federal laws, and laws vary considerably from

state to state.

– Post the regulations for workers to read and understand.

For information about federal child labor

laws, visit www.dol.gov/dol/topic/youthlabor/index.

htm or call (866) 4-USA-DOL. For state laws, visit

ilsa.net or youthrules.dol.gov/states.htm, or call (866)

4-USWAGE. Information about OSHA regulations

that apply to all workers is available at osha.gov.

• Develop an injury and illness prevention program:

– Involve supervisors, experienced workers, and teens

in developing a safety program that includes an

injury and illness prevention program and a process

for identifying and solving safety and health

problems.

– Take advantage of the OSHA consultation programs

that are available in every state to help employers

identify hazards and improve their safety and health

management programs. Visit osha.gov/oshprogs/

consult.html.

1-Jul-10 9:00 PM

How changes at EEOC will affect employers

Fri, 02 Jul 2010 02:00:00 GMT

The Equal Employment Opportunity Commission

(EEOC) is led by five Commissioners: currently

three Democrats and two Republicans. On March

27, 2010, President Obama gave recess appointments to

two Democrats and one Republican to complete the composition

of the five Commissioner members of the EEOC.

The Chair of the EEOC, Jacqueline Berrien, was Associate

Counsel for the NAACP and, prior to that, for the ACLU.

Another Commissioner, Chai Feldbum, was a law professor

and legislative counsel to the AIDS project of the ACLU; she

also was involved in drafting the Americans With Disabilities

Act. The Republican appointee, Victoria Lipnic, represented

employers in private practice and worked in the Department

of Labor during the recent Bush administration. Now that

the EEOC is fully staffed at the leadership level, what can

employers expect to see from the Commission?

1. Increased focus on use of credit and background

checks. The EEOC has a lawsuit pending that claims the

use of credit history and criminal background checks has a

discriminatory effect against African Americans, Hispanics,

and males. The EEOC’s theory is that the individuals in these

protected groups are disqualified at a substantially higher

rate than other groups. In such situations, an employer must

show how vital the information is to the employer’s business

and that alternative, less discriminatory approaches are

unavailable.

Applicant credit and criminal background checks are fundamental

for certain jobs. Keep the following factors in mind:

• Companies must comply with the disclosure requirements

under the Fair Credit Reporting and Disclosure

Act.

• Companies should take into consideration the time

frame and severity of the credit information and

criminal conviction. For example, if an individual’s

conviction was several years ago and since that time

he or she held responsible jobs, you might consider

the conviction as a factor that would not deny

employment.

• Companies must be consistent in how they consider

the credit and criminal background check information.

• Companies may ask applicants if they have any criminal

charges currently pending.

• Companies should check to see whether their state has

laws addressing credit and background checks. Several

states prohibit the use of information about prior

arrests.

2. Americans With Disabilities Act issues. This summer,

the EEOC is expected to issue its final rule concerning

the Americans With Disabilities Act (ADA) amendments.

The ADA amendments broaden the definition of what is

considered a “disability.” Remember, the ADA is the only

federal employment law that regulates what an employer

may ask an applicant and when the employer may ask the

question. An employer may not ask questions intended to

result in the disclosure of medical information, unless the

applicant received a “conditional offer,” where the applicant

knows that he or she will be hired pending answers to medical

questions.

3. Focus on age discrimination in hiring. Have you

noticed a change in the quality and experience level of your

applicants? Be careful of making decisions adverse to applicants

who are age 40 or older. The federal Age Discrimination

in Employment Act prohibits discrimination against an individual

who is age 40 or older. Historically, age discrimination

cases more often arose when an employee was terminated,

but there has been an increase in those filed with the EEOC

based on failure to hire.

4. Workplace harassment. This is a subject that seems

to never go away. Whether it is based on race, sex, national

origin, religion, or just obnoxious, offending, and intimidating

behavior, workplace harassment is a continuing area

of focus for the EEOC and plaintiffs’ attorneys. Be sure you

have the proper policies in place, and that you review these

policies with applicants during new employee orientation

and, periodically, with the entire workforce. Include in the

policy review how your organization will reply to concerns

employees express about the behavior of third parties, such

as customers, contractors, and vendors.

Much of the focus of the past few months has been on

overhauling the health care system. Keep in mind that the

legislative and regulatory agenda in Washington includes

other substantial changes to the employer/employee

relationship.

1-Jul-10 9:00 PM

DO YOU HAVE AWARD-WORTHY PROJECTS?

Fri, 02 Jul 2010 02:00:00 GMT

If you’ve been in the business for any length of time, you no doubt have several properties for which a picture is worth more than a thousand words. Have you taken the time to photograph and enter these gems in the PLANET Environmental Improvement Awards Program? Well, there’s still time to enter and save! Submit your entry on or before July 9, 2010, the early-bird deadline, and save 22 percent on your entry fee. That’s $285 by July 9 or $365 after July 9 — the regular deadline is August 13, 2010.

Why apply, you ask? Here’s what Will Spiegelberg, Landscape Industry Certified Mangager, of Chicago-based Spiegelberg Landscape Design, Inc., has to say:

“Beyond the pleasure and gratification of winning a PLANET Grand award, the usefulness of the award in marketing still remains in place five years after I received it. When meeting with new clients, I always make a point of letting them know that we were the recipient of this prestigious award and the significance it means to the industry. Other ways I utilized my Grand Award:

Placed it on our Web site.
Used it on the cover of our company brochure.
Highlighted in presentations to clients.
Sent press releases to my local media.
Used it as a morale booster for my staff.”

Take a look at last year’s Awards Presentation for examples of the vision, dedication, and creative excellence in the award-winning projects. Then review the Tips for a Successful Awards Entry and the Checklist for Awards Entry, and then complete the online, interactive Entry Form. The early-bird deadline is fast approaching, so enter today!

For more details about this awards program, visit the Programs section at LandcareNetwork.org,call Gail Rogers at (800) 395-2522, or send her an e-mail at gailrogers@landcarenetwork.org.

1-Jul-10 9:00 PM

Summer Maintenance Calendars: June through August!

Tue, 22 Jun 2010 02:00:00 GMT

If you are looking for guidelines to maintain your athletic fields, look no further! STMA has compiled maintenance calendars for each climatic region that outline specific practices necessary for June, July and August. These calendars make recommendations for the maintenance necessary each month and why it is necessary. They also advise timing, amounts and frequencies to keep your athletic fields in top playing condition. Click below to view the cool season and warm season calendars.

Cool Season Athletic Field Maintenance Calendar
Warm Season Athletic Field Maintenance Calendar

21-Jun-10 9:00 PM

The 2-Minute Tip for Success

Tue, 22 Jun 2010 02:00:00 GMT

Managers, be they the newest to the most experienced, often enter "bunker mode" during bad economies and recessions. Sometimes paralyzed by fear-for their personal professional or company survival-managers seem frozen and unable to make creative decisions.

Unfortunately, bad economies demand more, not less, creativity from management. It is critical for managers to avoid adopting a "victim mentality," as this will only make a bad situation worse. The demand for enhanced creativity is absolute, as new territories need be discovered to overcome the challenges of recessions. With fewer customers, dollars, and demand, bad economies eliminate the ability of "status quo" strategies to deliver success.

The key to creativity, new ideas, and a "refuse to lose" mentality: optimism. Those who question this requirement should ask themselves, "How will pessimism or status quo help me or my company succeed in this environment?" You will be hard pressed to find any recognized management expert recommend pessimistic or status quo strategies during recessions-or in any environments.

Negative thought never achieves anything but negative results. Status quo, particularly in troubled times, can be just as dangerous, only your demise may be slower and more painful. Optimism, however, gives you the opportunity to succeed. While stellar results are not guaranteed (are they ever?), you'll strongly increase your odds of success.

How to Use Managerial Optimism Correctly to Achieve Success
French psychologists have coined a wonderful phrase for the best strategy. They deem it "intelligent optimism." It's important to differentiate pure theoretical optimism from reality-based positive strategies. Instead of wishing and hoping for good results, managers must understand that they need to take action and understand those components they can control and those that are outside their purview.
Here are some tips to use real-world optimism to its fullest as the single most critical trait of bad economy management.

• Admit that the economy has gone south. Denying or ignoring this unfortunate reality makes it more difficult to employ intelligent optimism as an effective strategy.
• Focus only on that which you can control and ignore that which you cannot. Do you have enough time to accomplish all your targets in any given day, week, or month? Do you know any managers who do? Probably not. Bad economies mandate that you maximize your available time and effort on those issues over which you have control. Wasting time focusing on those negative components, analyzing or agonizing, that are outside of your control can be expensive and dangerous. Concentrate (optimistically) on those issues you can change, modify, improve, and/or eliminate.
• Get in a Planning Mode. Now is the time to take a critical look at your operations and make plans for your facility's future success. Adapt and modify what is necessary to survive now, but develop a plan for where your organization needs to be in the long term. Re-engineering processes now can lead to stronger operations that can adapt to new opportunities.
• Avoid, at all costs, adopting a "victim" mentality. Becoming a "victim" establishes two damaging psychological barriers to success. First, this implies that the economy, company, and workplace problems are all about you. Since you probably had little or no control over the economy, overall company problems, or workplace issues, becoming frozen in time for illogical and useless reasons only hurts your management efforts. Second, feeling like a victim makes it much more challenging to adopt the required optimistic mentality. Your management brain will engage in a mental "tug of war," with the victim feelings counteracting the intelligent optimism you need to succeed.
• Focus on the tools you have; not on what you're lacking. Those who understand the principles of the Law of Attraction realize how critical this tip is to achievement. Concentrating on that which you lack only delivers more of the unfortunate shortage. It's also a wasteful way to spend your valuable time. Believing that you have "enough" and working to maximize the tools and resources you have will give you the power to achieve.
• Spread the optimism around. Contagiousness is one important feature of optimism. Supporting and creating optimism will spread to others, peers and senior management alike. Along with helping your own career, you may be a catalyst for a general company resurgence by exhibiting your intelligent optimism.
• Walk away from negative conversations. Do not participate in the many workplace conversations usually featured by employees complaining, expressing fear of disaster, and/or whining about conditions. Resist the temptation to jump in and further sell your optimism. Unfortunately, interjecting good thoughts into a few peers while they are having a "pity party" might turn their negativism in your direction.

Spread your optimism via words (when appropriate) and behavior consistently. Turning your positive outlook on and off sends confusing messages to your peers and senior management. Consistency is the critical component.

Remember, intelligent optimism is the most effective strategy. By acknowledging that economic problems exist exhibits your understanding of the realities of the marketplace. This stance increases the value of your optimism. It shows that you are not living in a fantasy world. You admit the current day problems, but, instead of whining about the situation, you choose to move forward with creativity, commitment, and positive thoughts.

Adapted from Smart Manager, www.Kellyservices.com

21-Jun-10 9:00 PM

NEW OPPORTUNITIES TO EARN CEUS

Tue, 22 Jun 2010 01:00:00 GMT

PLANET transitioned to a two-year recertification process in January 2009 requiring 24 CEUs by the good-through date indicated on your wallet card. CEUs may be earned and reported in both educational and service (optional) categories as spelled out in the Recertification Requirements information sheet located on the PLANET Web site in the Recertification Center.

As of May 1, 2010, the recertification requirements have been expanded to include writing, presenting, and preparing for presentations and other revisions. Updates include:

Subject matter of educational opportunities qualifying for CEUs must be green industry or job related.
College/university coursework and/or college/university-sponsored distance or online learning is now worth 15 CEUs per credit hour.
An additional educational category “Educ5” has been added to cover writing articles or books for publication, preparing presentations, or reading materials as part of self-study.
The optional service category “Serv2” now includes additional volunteer recognition beyond board and chairperson as follows: “serving as a committee member — the affiliation of the association must be green industry or job related.”
An additional optional service category “Serv4” has been added to cover teaching or presenting opportunities.
A new Emeritus or Retired status is now available.

To get more details about recertification, check the Recertification Frequently Asked Questions section often for regular updates.

An upcoming opportunity to earn CEUs is the PLANET Legislative Day on the Hill, which will take place in Washington, D.C., July 18–20, 2010. Earn up to 4.5 CEUs toward PLANET recertification by attending the Communications Training Sessions on July 18 and the Legislative Briefings on July 19. The registration deadline for Legislative Day and R&R is July 2, and hotel reservations can be made by calling (703) 524-6400 on or before June 25, 2010, and asking for the PLANET rate ($129 per night plus tax for single/double occupancy) or by going online to marriott.com.

21-Jun-10 8:00 PM

City of Bakersfield - Annual Contract for On-Call Irrigation & Landscape Service

Danielle Bauer — Sat, 19 Jun 2010 01:00:00 GMT

Provide an Annual Contract for On-Call Irrigation and Landscape Service per specifications, available for download through this site to registered vendors/ suppliers.

For More Information: http://vendors.planetbids.com/Bakersfield/biddtl.cfm?BidNo=3024&Status=Bidding

18-Jun-10 8:00 PM

EPA to Toughen Drinking Water Standards

Jeremy Hunt — Tue, 23 Mar 2010 11:00:00 GMT

Drinking water standards would be tightened to limit cancer-causing contaminants under new rules proposed by the Environmental Protection Agency.

Administrator Lisa Jackson said Monday the EPA will issue stricter regulations on four chemical compounds within the next year, The Associated Press reported. Two of the compounds (tetrachloroethylene and trichloroethylene) are used in industrial and textile processing and can seep into drinking water from contaminated groundwater or surface water. The two others (acrylamide and epichlorohydrin) are impurities that can be introduced into drinking water during the water treatment process.

All four compounds can cause cancer, the EPA said.

Jackson also called for increased collaboration between federal regulators and states to develop new strategies and technologies that protect the public from contaminants in drinking water.

23-Mar-10 6:00 AM

Seven Keys to Building Customer Loyalty--and Company Profits

Danielle Bauer — Mon, 15 Mar 2010 22:00:00 GMT

A personal bond with customers lets your company escape the commodity pricing wars and provides you with a powerful new marketing arm: loyal customers who will promote and defend your company online and off--for free. Here are seven tips for getting the process started of building customer loyalty in a big way.

1. Are your doorknobs sparkling brightly? Research proves that customers remember the first and last moments of a service encounter much more vividly--and for longer--than the rest of it. Make sure that the first and final elements of your customer interactions are particularly well engineered, because they are going to stick in the customer's memory.

Example: Chris Cambridge's gift shop in the tourist town of Bar Harbor, Maine puts customers on a good footing immediately with a cheery sign: "YES: Your Ice Cream Cones Are Welcome (just be careful of the drips) ... And We Love Your Dogs, Too!" What a sharp contrast this offers to the buzzkill from "no food-no drink-no soliciting-no shoes-no shirts-no pets!" signs found everywhere else in town. Weary tourists who've been feeling scolded by all of those "no way!" signs are going to be uniquely disposed to whatever Chris is selling--from the moment they cross his threshold.

2. Set your clocks forward. Modern customers expect speedier service than did any generation before them. In this age of Blackberrys and iPhones, Twitter and Zappos, you might as well not be there if you're going to be late.

Example: Think your latest Amazon.com order was handled at Amazon HQ by Mr. Bezos' hand-picked crew? Maybe not! Amazon.com has partnered so closely with UPS that your order may have been transmitted instantly to Lexington, Kentucky, where UPS had the object of your desire already warehoused and ready to ship. This makes it possible for you to place your order well into the evening and--in a pinch--receive that item early the next morning with nearly 100% accuracy, a result that has amplified expectations of what "timeliness" means for customers nationwide.

3. Allow your customers to connect with a real person--online or off. Online customers are literally invisible to you (and you to them), so it's easy to shortchange them emotionally. But this lack of visual and tactile presence makes it even more crucial to create a sense of personal, human-to-human connection in the online arena.

Example 1: Instead of a Web-based chat window that blandly announces "You are now chatting with Jane," try "You are now chatting with Jane Yang-Katzenberg." The customers will treat your "Jane" better, they'll take her advice more seriously--and they'll be more likely to want a committed customer relationship with her company.

Example 2: Netflix has long had a superbly functioning Web site, and adequate self-help-style online support. So there's probably no reason you truly need to talk with a real human being about your Netflix account. But that hasn't stopped Netflix from trying to pull you into a phone conversation if you encounter even the briefest rough going online! Recently, Netflix has begun plastering their toll-free number all over their Web site and has even staffed an expensive new call center--in Portland, Oregon, not overseas--to handle the increased calls. Why go to these expensive lengths, for customers who hardly need any technical support in the first place? Simple. As competition for online video customers began tightening recently, Netflix realized that to maintain competitive advantage they needed to bind themselves to their customers. So they're creating the warm, personal, human connections that produce customer loyalty. That's bound to be money well spent.

4. Remember each customer's roles, goals, and preferences. No matter how large your company is--or is hoping to be--strive companywide for the emotional impact of the beloved neighborhood bartender, doorman, or hairstylist--the kind of person who would remember Bob's special preferences, his schedule, the quirks of his lifestyle. For all sizes and types of companies, a superb client tracking system can provide this information instantly--so that you can create for returning customers the crucial feeling of being noticed and remembered.

Example: My own company, Oasis Disc Manufacturing, serves independent musicians and filmmakers. We rely on customized software to help us capture customer information in specific categories, such as which genre of music and instrument a customer plays, as well as any number of unique details related to the customer's interests or sources of pride (which, ultimately of course, are sources of pride for us as well, as our success rests on the success of our clients). For example, we might jot down (electronically) a note about a big movie the client has worked on, a treasured industry award she has received, and so on. Or, we might note that a client's wife is ill and that the client hates being called on the phone in the morning. These data allow Oasis to still offer the feeling of close connection with customers that it had when my Oasis "empire" consisted entirely of just me taking phone orders and processing them myself.

5. Anticipate a customer's wishes. When a customer's wish is met before the wish has been expressed, it conveys the message that you are paying attention; that you care about the customer as an individual. That cared-for feeling is where you generate the fiercest loyalty.

Example: At the Inn at Little Washington, a stunning restaurant in the countryside village of Washington, Virginia (population 183), the staff discreetly tries to detect and record the emotional state of each person in a dinner party on a scale of 1 to 10. Their goal is to get you up to at least a "9" before the long drive home. This simple rating system allows the staff at The Inn to make very subtle adjustments to service throughout the night--so that even someone who arrives for dinner in a serious funk will likely wind up walking on country air before the night is through. (Importantly, the system is used with extreme discretion--so discreetly that my business collaborator Leonardo Inghilleri and I never caught the Inn rating us during any of the delicious "customer service systems research" we did there!)

6. Don't leave the language your team uses up to chance. Develop and rehearse a list of vocabulary words and expressions that fit your business brand perfectly--and ban, companywide, the ones that don't. Equally important, search out and destroy any vocabulary phrases that could hurt customer feelings.

Example 1: The expression "no worries!" sounds fine coming from a clerk at an audio or appliance store, but would sound seriously "off" coming from the concierge at a five star hotel (or an oncology assistant at Johns Hopkins).

Example 2: There is no organization in which a billing department should tell a customer, "You owe us." (Try instead: "Our records seem to show a balance ... ")

7. Be patient when filling positions. Finding and keeping suitable employees for all customer-facing positions is a key to customer excellence. And, in most great organizations, all jobs are, from time to time, customer-facing. The secrets to achieving this include hiring for innate traits (which tend to be immutable) rather than for specific skills (which are by-and-large teachable); finding meaningful ways to reinforce your staff (because customer service is a uniquely draining job); designing employment in a way that allows employees to provide input and experience personal growth; and protecting your superb staff once assembled.

Example: In a superb service organization, a single disagreeable or unresponsive team member can erode customer loyalty and team morale. That is why it can be better to leave a position unfilled rather than to rush to hire someone who is not fully suitable. (It's a heck of a drag--I know!--to hear that phone ringing a sixth time while an unfilled position awaits the right applicant, but it's infinitely better than having it answered on the second ring by a congenital grouch.)

15-Mar-10 5:00 PM

Water Technology Conference to be held May 11-12

Danielle Bauer — Mon, 15 Mar 2010 22:00:00 GMT

FRESNO, Calif. – Planning is underway for the 2010 Water Technology Conference, slated for May 11-12 in Clovis, Calif.

The conference is the second of its kind sponsored by the International Center for Water Technology (ICWT) at California State University, Fresno. The event will focus on how water technology innovations and science can help ensure our future water supplies and will specifically focus on water issues regionally and in urban and agricultural settings.

The ICWT is encouraging industry professionals, scientists, students, organizations and others involved in irrigation and water technology issues to make proposals for conference presentations. Presentations will be 15 minutes long and will include an additional five minute question-and-answer period. Presenters who are selected will receive a complimentary full conference registration.

Guidelines for abstract submittal are available online at www.icwt.net/wtc or by calling 559-278-2066. The deadline for submissions is March 8. Submissions are also being sought for poster presentations.

The ICWT aims to bring together the best minds in the water technology science arenas along with water policy experts to discuss real solutions and will cover a wide range of needs, applications and experiences. The conference will also include a line-up of keynote and technical speakers, networking opportunities, exhibits, and a wine and cheese reception.

15-Mar-10 5:00 PM

Mastering Life and a Master’s Degree Through Distance Education

Danielle Bauer — Mon, 15 Mar 2010 22:00:00 GMT

Heather Snowgren is excited about her future. This spring she will graduate with a master’s degree she earned through the Masters of Agriculture online program at Iowa State University. It’s a degree she worked while pursuing her career at Pioneer Hi-Bred, A DuPont Company, in Global Marker Technologies.

“My Master’s degree directly applies to my work. This degree will allow me to move forward with my career in agricultural genetics,” Snowgren says.

Snowgren’s story is common among professional students in online graduate programs for students in the College of Agriculture and Life Sciences distance education programs. The courses are designed for the working professional. The online programs allow students to earn advanced degrees at their own pace while working full time.

Iowa State University College of Agriculture and Life Sciences offers six graduate programs ranging from Master of Science in Agricultural Education to a Food Safety and Defense Graduate Certificate. The opportunity to study at one of the nation’s premiere agriculture schools at a distance is one of the best values in higher education.

What Students Say About the Program:

“I chose Iowa State’s Master’s of Agriculture program because it was the best option I found. When compared to other programs, the cost was better and the course options superior to other programs across the country.” Ben Carter, Master’s of Agriculture.

“This kind of program is the only way that people like me could participate in a Masters Degree program offered by a prestigious University, like Iowa State." Carols Gazmuri, Master of Science in Seed Technology and Business Management.

“Distance education works well for me because it allows me to be flexible when I do my work. I have also lived in three different states while working on my Masters, so it would be extremely difficult to attend classes at a set location.” Terry Sponheim, Master’s of Agriculture.

“I feel ISU is one of the top [Agricultural Education] programs in the nation offering a distance degree. Plus, they found ways that allowed me to complete my degree in a timely manner.” Karen VanDeWalle, Master of Science in Agricultural Education.

“Compared to participation in a physical classroom, the online environment is much better at soliciting participation from all students: bold or shy, knowledgeable or novice.” Brian Salmons, Community Development Master’s program.

Diverse Programs: Diverse Students

The College of Agriculture and Life Sciences at Iowa State is dedicated to online learning. We provide quality instruction and course content to students regardless of geographic location. We combine the best traditional methods of teaching with the latest technological innovations to provide an individualized distance education experience.

Master’s of Agriculture: This program’s goal is to prepare individuals for proactive roles in addressing and responding to personal, professional and societal issues and challenges in a changing food, agriculture and natural resources system.

Master of Science in Agricultural Education: This program is designed for agriculture teachers in secondary and post-secondary settings, extension professionals, educators in public and private settings, and agricultural communicators.

Master of Science in Agronomy: This degree ensures you have an advanced knowledge of agronomic systems and superior problem-solving skills. The program emphasizes practical, professional and technical skills involved in crop management, soil and water management and integrated pest management.

Community Development Master’s program: This program is designed for community leaders, practitioners and for individuals who value community. It provides the skills, information, and networks needed to facilitate sustainable and prosperous community change. This degree program equips practitioners with the tools necessary to build community for the 21st century.

Food Safety and Defense Graduate Certificate: There is an urgent need for online education for food industry personnel who would like to pursue in-depth specialized training in food safety and security. It is intended for graduate students and food-related professionals who desire advanced education on how to effectively deal with food safety and biosecurity issues.

Master of Science in Seed Technology and Business Management: This program is focused on preparing students for management roles. Designed for professionals working in industry and government, the degree ensures an advanced knowledge of seed science, technology and basic business and problem-solving skills.

15-Mar-10 5:00 PM

Off Season Update: What have you been up to

Jeremy Hunt — Mon, 15 Mar 2010 20:00:00 GMT

Whether courses are covered in snow, lying dormant or currently being played upon, golf is a year-round business.

An unseasonably snowy winter has blanketed much of the country, but the business of golf goes on … even when the course is closed for months on end. Day-to-day tasks may change considerably, but directors of golf, head professionals and superintendents aren’t just kicking back with their feet up, waiting for spring to arrive.

Late-season preparation
Mark Rawlins, superintendent at Longaberger Golf Club, prepares the course with a late-fall fertilization of all areas so the turf has nutrients available going into coming out of winter dormancy. This allows the turf to green-up sooner in the spring without causing excessive growth, while providing for healthier turf going into the summer.

“Before winter, a fungicide application is made to all greens and tees to prevent snow mold from becoming active under the snow cover,” Rawlins says. “All ball washers, tee markers, hazard stakes and bunker rakes are brought in for winter maintenance and the irrigation system is winterized so no damage occurs from freezing. Course buildings, such as restrooms and the halfway house, must be winterized as well. Other than that we let nature take its course.”

North of the border, where winter can come early and stick around for awhile, the off-season is constantly a thought. Perry Cooper, superintendent at The Fairmont Jasper Park Lodge Golf Club in Jasper, Alberta, part of the Canadian Rockies Golf consortium takes an extremely proactive approach to the process.

"Preparation for the winter at Jasper is a year-round process,” Cooper says. “Maintenance is constantly aimed at growing healthy turf with good root systems and disease tolerance, which helps the turfgrass survive the winter where the earth remains frozen from Nov. 1 to mid April.”

Methods to improve the winter hardiness of the course include core aeration of the entire facility, topdressing and overseeding of greens and tees, selecting plants with good cold-weather attributes and playability, and application of snow mold protection on greens, tees and other selected high-disease-potential areas.

Since much of this work can be disruptive to golfers, it is done after the course closes in October – during a two-week window before the anticipated freeze. Like at Longaberger, most of the course’s accessories (benches, ball washers, signs, rakes, etc.) are removed from the course and stored. Wildlife forces Cooper and his team to go one step further, however.

“Since we are in a National Park and have an abundance of elk, we must fence our greens and selected trees throughout the property,” he says.

Inside the clubhouse, off-season preparations are important, as well. Shortening hours of daylight and colder mornings mean fewer golfers. Dave Douglas, director of golf at Sweetgrass Golf Club, an amenity of the Island Resort & Casino, has to adjust accordingly.

“All my staff is seasonal and part-time, so we start cutting back on hours – mainly because of decreasing daylight – right after Labor Day,” Douglas says. “As we get closer to the end of September, we have to start watching for frost. I usually push back our scheduled first tee time in the morning to try and help adjust for any frost delays.”

Making room for new merchandise is also important while there are still customers coming through the doors. Douglas runs a fall clearance sale from Labor Day weekend through the end of the season. He also has a final closeout sale after the season for all casino employees. Both sales go a long way toward cleaning out inventory. Most of the ordering for spring merchandise is done at this time, according to Douglas.

Winter
Like many northern golf professionals, Douglas uses the winter months to attend golf shows – the PGA Merchandise Show in January and then regional golf shows to promote Sweetgrass at its Perfect 4-Some stay-and-play package. The Island Resort & Casino teams with a pair of Upper Peninsula layouts – TimberStone and Marquette Greywalls.

Not all properties close for golf’s off-season, however. The Canmore Golf & Curling Club in Canmore, Alberta has four sheets of curling ice which are constantly full with the next Olympic hopefuls. The venue was part of the Recreational Park developed for Nordic events at the 1988 Calgary Games.

With a busy winter schedule, director of golf Darren Cooke doesn’t have to drastically reduce his staff like many courses do. In fact, his turnover is pretty small. The course’s architect, Les Furber, is a member at the club, so Cooke and Furber discuss enhancements and other projects in the off-season.

“Everyone pitches in, which increases our morale,” he says. “We volunteer for work around the community, too. We have longer-than-usual meetings and we play hockey with fellow golf industry workers on Friday afternoon.”

Naturally, winter weather doesn’t only wreak havoc with northern courses. The Territory Golf & Country Club in Southwest Oklahoma sees approximately 350 days of play, but when the occasional ice or snow storm hits, general manager Tim Johnson has to notify his members.

“We do our best to communicate with our members via e-mail, Facebook or we pick up the phone and let people who are signed up to play know what the conditions are,” Johnson says. “When we have to close for a number of days, we send an e-mail to all members on a daily basis. It is important for us to communicate daily so no one misinterprets that the whole facility is closed. We still may have the den open to watch sporting events or the Prairie House open for restaurant service.”

Closing for ice and snow aside, The Territory remains open on cold days, so it purchased a dozen cart covers and charge an extra $10 per round. The fee helps pay for the covers and their installation, while members and guests enjoy their comfort and convenience.

Gearing up for spring
Long before the first signs of spring appear, golf professionals are busily readying their courses for play. Darren M. Robinson, general manager at Kananaskis Country Golf Course, with two Robert Trent Jones designs in Kananaskis, Alberta, begins the process approximately five weeks before an anticipated opening day – scheduled for May 7 this year.

“We determine our opening date based on experience and historical weather conditions,” he says. “We begin by clearing our snow-covered greens to give them the best opportunity to flourish while soaking up the sunshine.”

Additionally, his maintenance crew does a deep-tine aeration of greens, aerates fairways and tees, repairs and replenishes sand traps, removes elk feces, and cleans debris from fairways.

Preparation in the other areas of the operation include receiving all pro shop merchandise, tagging, pricing, folding, displaying and putting into the computer inventory. Kananaskis’ food and beverage department will plan menu items and print menus, while the maintenance crew updates training programs, orders product and prepares all on-course buildings for use.

Because winters in central Ohio can be relatively tame, especially compared to its northern neighbors, Longaberger Golf Club doesn’t set an exact “opening day” each year, but Rawlins says they try to have the course presentable by April 1. In addition to cleaning sticks and debris, the bunkers, which generally wash out over winter, have to be repaired – including edging, redistributing the sand to an even depth and, of course, raking. All ball washers, tee markers and accessories have to go back on the course, too. Once open, pro shop staff instructs golfers to keep carts on paths until the ground firms from freezing and thawing.

For courses across the North, deciding when to open for the season is often dictated by Mother Nature. An uncommonly mild winter and early spring might tempt premature play, so golf professionals must walk a fine line between opening early to accommodate play and get cash in the drawer versus waiting for the course to be healthy and playable.

15-Mar-10 3:00 PM

Landscape architects survey identifies hottest outdoor living trends for 2010

Jeremy Hunt — Mon, 15 Mar 2010 20:00:00 GMT

An American Society of Landscape Architects (ASLA) survey of residential landscape architects of course covered popular trends in outdoor living, but many responses included plants. Among landscape and garden features, 2010 will feature an increase of design elements that reduce time and money. Topping the list are low-maintenance landscapes (94 percent); drip/water-efficient irrigation (85.2 percent); native/adapted drought tolerant plants (85.2 percent); and less lawn (73.9 percent). Other popular features include fountains/water features (87.8 percent) and food/vegetable gardens (78.5 percent).
Additional information on residential landscape architecture can be found at www.asla.org/residentialinfo.

15-Mar-10 3:00 PM

Seven keys to building customer loyalty – and company profits

Tony Michaelsen — Mon, 15 Mar 2010 13:00:00 GMT

A personal bond with customers lets your company escape the commodity pricing wars and provides you with a powerful new marketing arm: loyal customers who will promote and defend your company online and off – for free. Here are seven tips for getting the process started of building customer loyalty in a big way.

1. Are your doorknobs sparkling brightly? Research proves that customers remember the first and last moments of a service encounter much more vividly--and for longer--than the rest of it. Make sure that the first and final elements of your customer interactions are particularly well engineered, because they are going to stick in the customer's memory.

Example: Chris Cambridge's gift shop in the tourist town of Bar Harbor, Maine puts customers on a good footing immediately with a cheery sign: "YES: Your Ice Cream Cones Are Welcome (just be careful of the drips) ... And We Love Your Dogs, Too!" What a sharp contrast this offers to the buzzkill from "no food-no drink-no soliciting-no shoes-no shirts-no pets!" signs found everywhere else in town. Weary tourists who've been feeling scolded by all of those "no way!" signs are going to be uniquely disposed to whatever Chris is selling--from the moment they cross his threshold.

Example: Think your latest Amazon.com order was handled at Amazon HQ by Mr. Bezos' hand-picked crew? Maybe not! Amazon.com has partnered so closely with UPS that your order may have been transmitted instantly to Lexington, Kentucky, where UPS had the object of your desire already warehoused and ready to ship. This makes it possible for you to place your order well into the evening and--in a pinch--receive that item early the next morning with nearly 100% accuracy, a result that has amplified expectations of what "timeliness" means for customers nationwide.

3. Allow your customers to connect with a real person – online or off. Online customers are literally invisible to you (and you to them), so it's easy to shortchange them emotionally. But this lack of visual and tactile presence makes it even more crucial to create a sense of personal, human-to-human connection in the online arena.

Example 1: Instead of a Web-based chat window that blandly announces "You are now chatting with Jane," try "You are now chatting with Jane Yang-Katzenberg." The customers will treat your "Jane" better, they'll take her advice more seriously – and they'll be more likely to want a committed customer relationship with her company.

Example 2: Netflix has long had a superbly functioning Web site, and adequate self-help-style online support. So there's probably no reason you truly need to talk with a real human being about your Netflix account. But that hasn't stopped Netflix from trying to pull you into a phone conversation if you encounter even the briefest rough going online! Recently, Netflix has begun plastering their toll-free number all over their Web site and has even staffed an expensive new call center – in Portland, Oregon, not overseas--to handle the increased calls. Why go to these expensive lengths, for customers who hardly need any technical support in the first place? Simple. As competition for online video customers began tightening recently, Netflix realized that to maintain competitive advantage they needed to bind themselves to their customers. So they're creating the warm, personal, human connections that produce customer loyalty. That's bound to be money well spent.

Read the other four tips here.

15-Mar-10 8:00 AM

Sediment Solutions

Tony Michaelsen — Sun, 14 Mar 2010 04:00:00 GMT

When wildfires strike southern California—and they strike often—two things are likely. First, news crews take to the airwaves to describe the latest devastation. Second, behind the scenes, it is often Michael Harding preparing for what comes next.

“The secondary disaster is always the ash and sediment that comes down and injures people. That’s where I get involved, trying to prevent that,” says Harding, CPESC, of Great Circle International and former president of the International Erosion Control Association.

“We can do that, in a number of different ways. Our focus is generally on source control, where we try to get up on the burned slopes to protect them from erosion with some sort of mulch. But this takes time, particularly on the size acreages we’re dealing with, so we simultaneously install diversions or catchment systems around people’s homes to protect them from mudflows until stabilizing vegetation is reestablished.

“I generally teach that for most types of projects, you try to work from the top down using erosion control BMPs [best management practices]. You first try to control sediment by keeping it in place before it gets mobilized. But in fire work, it’s sort of the opposite. The first thing we do is try to protect houses and people’s structures and roads. We’ll assign work crews from the California Conservation Corps to go out behind people’s homes, businesses, and critical evacuation roads to install k-rails [lane dividers] or sand or gravel bags to try and divert the mud around the homes, because we know it’s going to come with the first rains. These efforts are focused on high-priority sites where lives and property are at stake. That’s generally a subset of the overall burn area that’s referred to as the ‘urban interface.’ For example, in the San Diego County fire in 2007, we had 435,000 acres that burned. For economic as well as practical environmental reasons, we typically treat between 1% and 2% of that overall total. These treatments can range from hydraulic applications to straw wattles to gravel bags and k-rails.

Photo: Hamilton Manufacturing
Aerial application of mulch after a California fire

“Typically, after a fire incident, we spend the first few days and weeks conducting assessments to determine which areas are at greatest risk. I say ‘we’ because this is a coordinated team effort between the local sponsoring governmental agency—in 2003 and 2007 it was San Diego city and county—and the federal agencies such as FEMA and the NRCS Emergency Watershed Program, the groups who eventually provide the funds for remediation. I’ve been real fortunate to be included as part of the Geosyntec Consultants’ team in 2003 and 2007, and we work right alongside the local, state, and federal folks to get the assessments done rapidly and secure the necessary funds to pay for all the upcoming work. That’s important, because the big-ticket BMPs don’t proceed until assessments are completed, agreement is reached among the team on treatments, and the money is dedicated.

“While that work is being completed, we send out the California Conservation Corps crews to install the exigency measures, such as sand and gravel bags, which can sometimes appear backward from what you would do on a regular job, where you do the source control first. We also have the CCC install wattles on the slopes in advance of hydraulic applications, which takes some coordination to make sure the activities of diverse groups of contractors and CCC crews are phased properly. That’s where the county inspectors and Geosyntec field engineers really prove their worth. And then there’s my partner Chuck Austin and his son, David, who coordinated the activities of the hydraulic contractors in 2003 and 2007. Enough credit cannot be given for their efforts.

“Once we get the hydraulic mulching on the slopes, it pretty much stops all the sediment delivery and makes our sediment control even more efficient.”

Harding laments the fact that often people knowingly or unwittingly put themselves in harm’s way by virtue of where they live or build their homes. “It’s hard to control development in California. My wife Carol used to say, ‘People buy airspace.’ They buy small plots of land, in areas where it is difficult to protect them from fire, and they build upwards. Berkeley, in 1991, was a great example. People built along old logging roads in the East Bay hills. Their homes had a small footprint that caused them to cantilever their houses out over the steep hillsides. When the fire started, it raced up the hills, right up underneath them. You’d see a lot of burnt-out cars down in the canyons because even the garages were cantilevered over the edges.

“If you really want to protect people from fire incidents, you don’t let them build in areas where they can’t be protected,” he adds. “But I don’t know that that’s possible in California or on the front range of the Rockies. People are going to build where they can afford to build. Land use planning really gets to the issue, but I think in many areas in California it’s probably a little bit late for that.”

He notes that since the 1930s, many communities, such as areas in Pasadena and Glendale, CA, have built large debris basins at the base of large hills. This can be an effective measure, he says, “but communities have to have the funds to do that.” In places where homes are backed by a wilderness area or where homes are built at the toe of the slopes, these large debris catchments could provide some protection: “These devices act as a containment buffer behind homes for mud and debris flows. I think a lot of the structures that can collect runoff and divert it around people’s homes should be designed and built as part of the community itself, but they’re not. To go back in and retrofit communities with this type of protection is very costly, and the federal government doesn’t use its disaster remediation money to pay for that.” Next Page >

13-Mar-10 10:00 PM