May Extension Connection Magazine 2023

Extension Connection Sullivan County

Upcoming Events & Programs

Upcoming Events & Programs

Beginner Backyard Poultry Webinar

Social Media Marketing Series

Planting and Caring for Young Trees

Yoga & Mindfulness for Toddlers, Preschool, & Pre-K Classrooms

4-H Horticulture Lessons Series

Alzheimer’s Research Update

What Are You Made Of? Block Party

See more events and opportunities on sullivancce.org/events.

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Issue Highlights Issue Highlights ssue

Why and How: Creating a PollinatorFriendly Garden

How to Cut Food Waste & Maintain Food Safety

Five Ways to Reduce Gender Inequality at Work

CCE Spotlights: 4-H Youth go to Capital Days!

Geothermal & Ground Source Heat Pumps

Business Partnerships: Should You Gamble with the Default Rules?

Homeowner’s Checklist

Check out page 10 for fun facts about National Physical Fitness & Sports Month!

Food Pantry representatives across Sullivan County meet and share resources at the Food Pantry Luncheon.

Welcome to the Issue! Table of Contents

Page 3 Message from the Executive Director

Page 5 Why and How: Creating a PollinatorFriendly Garden

Page 7 4-H Horticulture Lesson Series

Page 8 Business

Partnershps: Should You Gamble with the Default Rules?

Page 10 March DHIA Report

Page 11 CCE Spotlights!

Page 12 Fun Facts!

Page 14 Active At-Home Scavenger Hunt

Page 16 Not Where You Want to be with Diversity and Inclusion? Consider a Bite-Sized Approach

Contents

WelcometotheIssue!TableofContents Welcome to the Issue! Table of

Page 18 What’s Your Move?

Page 20 Geothermal/ Ground Source Heat Pumps

Page 21 Homeowner’s Checklist

Page 22 How to Cut Food Waste and Maintain Food Safety

Page 24 Agricultural Jobs

The Extension Connection (USPS-525-100) is published monthly for $25.00 enrollment by Cornell Cooperative Extension Sullivan County, located at 64 Ferndale-Loomis Road, Suite 1, Liberty, NY 12754-2903. Entered at Liberty, New York, as a periodical class matter. Acceptance for mailing at special rate of postage provided for in section 412, Act of February 24, 1925. POSTMASTER: Send address changes to Extension Connection, 64 Ferndale-Loomis Road, Suite 1, Liberty, NY 12754-2903.

OFFICE HOURS

Hours: Mon - Fri | 8:30 am to 4:30 pm

Phone: 845-292-6180

E-mail: sullivan@cornell.edu

Website: www.sullivancce.org

Facebook.com/ccesullivanagfood

Instagram.com/ccesullivan

YouTube: bitly.com/ccesullivan

BOARD OF DIRECTORS

Dara Smith............................President

Denise Frangipane...............Secretary

Dawn Parsons.......................Treasurer

Nadia Rajsz.................Legislative Rep.

Adam Hughes..................Cornell Rep.

Alex Alorro

Heather Berg

Lee Karasik

Amanda Langseder

Denise Luckman

Erika Malmgreen

Steve Marton

Gary Silver

Gary Silverman

Marcie Wild

PROGRAM COMMITTEE

Heather Brown

Roberta Chambers

Robert Kaplan, Chairperson

Eugene Thalmann

Deborah Worden

EXTENSION CONNECTION

Produced by: Cornell Cooperative Extension Sullivan County

Edited by: Erin Denman & Colleen Monaghan

Cornell Cooperative Extension Sullivan County is an employer and educator recognized for valuing AA/EEO, Protected Veterans, and Individuals with DisAbilities and provides equal program and employment opportunities.

NOTICE: Official endorsement of advertisers and their products is not intended by the acceptance of their sponsorships for the Extension Connection.

STAFF MEMBERS

Colleen Monaghan..............................................................................Executive Director

Taylor Adam.............................................................Beginner Farmer Program Manager

Pat Bennett................................................................Healthy Families Program Manager

Thomas Bosket....................................................................SALT/DFC Program Manager

SueAnn Boyd.........................................................Healthy Schools Program Coordinator

Fabio Campanati......................................................................Taste NY Market Manager

Lynn Colavito..............................................Community Cupboard Program Coordinator

Martin Colavito...........................................Community Cupboard Program Coordinator

Wanda V. Cruz...............................................Healthy Communities Program Coordinator

Erin Denman............................................................Association Operations Coordinator

Katie Gasior.................................................................Horticulture Program Coordinator

Christopher Jones..............................................................Taste NY Operations Manager

Joy Leon.................................................................Nutrition & Physical Activity Educator

Katie Rose Lugauer...................................................................4-H Program Coordinator

Erica Lynch..........................................................Catskills Kitchen Program Coordinator

John Mastrangelo............................................................................Assistant Ag Market Manager

Melinda Meddaugh.......................................................Ag & Food Systems Issue Leader

Vivian Monsanto...............................................................................Finance Coordinator

Barbara Moran................................................4-H Youth Development Program Manager

Bee Moser............................................................................................Senior Nutritionist

Vanessa Petrossian...........................Program Director: Operations and Community Vitality

Abyssinia Pla El...................................................................................Finance Coordinator

Michelle Proscia..............................................Agriculture Production Program Manager

Ann-Marie Sidtis............................................Drug Free Communities Program Assistant

Ashley Tully...............................................Food Systems Program Manager, Ag Business

Tara VanHorn.........................................................................................Finance Manager

Malinda Ware........................................................................................Program Director

Sean Welsh...................................................................Energy Senior Resource Educator

John Wilcox..........................................................................................Facilities Manager

Judy Arpadi, Vinny Bonizzi, Kayla Evans.................................................Ag Market Coordinators

The Extension Connection (USPS525100)is published monthlyf or $2500 enrollment by CornellCooperative Extension Sullivan

Greetings Friends of Extension,

As we bid farewell to the chilly winter months and welcome the warmth of spring, we are eagerly anticipating the much-awaited Sullivan Fresh Farmers’ Market season, set to kick off the first week of July. Our team at CCE Sullivan has been working behind the scenes to ensure that this year’s market is a resounding success, offering fresh and locally sourced produce, dairy, eggs, proteins, and nutrition and food safety outreach to all corners of the County.

In addition to the upcoming farmers’ market season, I am pleased to share with you the key priorities of CCE Sullivan’s newly adopted 5-year strategic plan. These priorities have been thoughtfully crafted by the Board of Directors, Program Advisory Committee, staff, volunteers, program participants, and donors to guide our efforts in serving the needs of Sullivan County into the future.

One of our headline priorities is to enhance organizational communication between CCE and the community at large to work more effectively and collaboratively to achieve shared goals. Another priority is to diversify funding streams. We are committed to exploring new funding opportunities, building strategic partnerships, and engaging with the community to support our mission of bringing research-based education and outreach across program areas.

Creating a culture of innovation throughout CCE is also a key priority for us. While innovation can be challenging for an institution with 108+ years of history, we will strive to foster a culture that encourages creativity, experimentation, and continuous improvement in our programs and services to better serve the evolving needs of the community.

Building board and staff capacity to support CCE’s mission and programs is also a priority for us. Our team is dedicated to professional development, training, and capacity building to ensure we are equipped with the necessary skills and expertise to meet the challenges and opportunities that lie ahead.

Last but not least, we are committed to ensuring a functional, safe, and comfortable learning and working environment at the Extension Education

Center. We value the health, safety, and well-being of our staff, volunteers, and community members, and will strive to create a conducive environment for learning, collaboration, and innovation.

As we embark on the journey outlined in the strategic plan, we look forward to your continued support and partnership. Together, we can achieve shared goals and make a positive impact for folks across the County. I am confident that these endeavors will help CCE continue to be Sullivan County’s trusted resource of choice. I extend my heartfelt appreciation to each and every one of you for your unwavering support, and anticipate a fruitful and exciting summer and harvest season ahead!

Sincerely,

Colleen Monaghan Executive Director, cm638@cornell.edu

WHY AND HOW: CREATING A POLLINATOR FRIENDLY GARDEN

Submitted by Katie Gasior, Horticulture Program Coordinator

Pollinators are Keystone species, meaning they are a necessary component of sustaining life on earth for all species. Eighty percent (80%) of flowering plants and most native plants need insects for adequate pollination, so pollinators’ health and well-being are important for the health of any ecosystem. While Monarch butterflies and Honeybees seem to get the most press, and while they are no doubt an integral part of local ecosystems, they are not the only pollinators in the game. Various species of butterflies, moths, wasps, flies, beetles, bees, and hummingbirds are all pollinators, and they need a variety of native plants to provide nectar as food as well as specific native host plants to provide food and shelter for their young. Native bees are the workhorse pollinators. In a Cornell Cooperative Extension study – they estimate that there is a total of 416 bee species in New York state. The majority (54%) of bees in New York State are digger bees. Native solitary bees, such as the wood nesting and ground

nesting bees live alone and therefore do not pose colony threats that frighten people. While most of the bees in New York State are ground-nesting, several species also make nests in pre-existing cavities, such as twigs, hollow stems, beetle burrows, or in sites above ground. These aboveground, cavity nesters include the mason bees, the wool carder bee and various resin bees. Pollinator gardens give pollinator’s a place to feed and raise their young while providing hours of enjoyment for the gardener.

General Guidelines for a Pollinator Garden:

• Choose the right location. Many pollinator-friendly plants need at least six hours of sun each day.

• Create the best environment. Provide the following:

• Layers of trees, shrubs, perennial and annual flowers as well as some wild grasses and dead wood.

• Water sources within the garden.

• Areas of bare ground and habitat for ground-nesting bees.

• A butterfly puddling area. Mix a little sand, a pinch of Sea Salt (this provides valuable minerals for egg development) and water.

• Plant a diversity of flowering species that bloom in succession from spring through fall.

• Choose native plants already adapted to the local environment.

• Plant in drifts of a minimum of three plants of each species. This helps pollinators find the plants easily.

• Be chemical-free whenever possible.

Pesticides and herbicides kill pollinators .

• Be patient. It may take a few seasons for your plants to reach maturity and for pollinators to find your garden.

These are some examples of common plants that are easy to acquire and grow. Note bloom times to plant for a succession of blooms from April-October.

For Sun/ Medium-Dry Conditions:

• Wild Columbines (Aquilegia

Canadensis)- April-May

• Wild Blue Phlox (Phlox divericata)- April-June

• Butterfly weed and Milkweeds (Asclepias spp.)- July-August

• Bee balm (Monarda didyma)- July-August

• Purple Coneflowers

(Echinacea purpurea)- July-August

• Brown-eyed Susans (Rudbeckia triloba)- July-August

• Perennial Sunflower (Helianthus spp.)- July-August

• Purple Giant Hyssop (Agastache scrophularii folia)- July-August

• Yarrow (Achillea millefolium)

– July-August

• Goldenrod- (Solidago spp.) August-October

• Black-eyed Susans (Rudbeckia hirta)

– September-October

Annuals:

• Cosmos (Cosmos

bipinnatus)

• Marigold (Tagetes)

• Lantana (Lantana camara)

For Sun/Moister

Conditions:

• Obedient Plant (Physostegia virginiana)- July-August

• Cardinal Flower (Lobelia cardinalis)- July-August

• New England and NY Asters (Symphyotrichum novae-angliae and novibelgii)- Sept.-October

Annuals:

• Zinnia (Zinnia elegans)

For Partial Sun/Shade/ Moister Conditions:

• Violets (Viola spp.)- April-May

• Jacob’s Ladder (Polemonium reptans)– April-June

• Foamflower (Tiarella cordifolia)- April-June

• Wild Geranium-(Geranium maculatum) April-July

• Annuals:

• Begonia (Begonia bolivienisis)

• Fuchsia (Fuchsia)

• Impatiens or New Guinea impatiens (Impatiens spp.)

Source:

“Pollinator Friendly Gardens.” Cornell Cooperative Extension, Monroe County, 7 Nov. 2022, https:// monroe.cce.cornell.edu/master-gardeners/ pollinator-friendly-gardens.

BUSINESS PARTNERSHIPS: SHOULD YOU GAMBLE WITH THE DEFAULT RULES?

Written by Cari B. Rincker, Esq.

Submitted by Erin Denman, Association Operations Coordinator

Partnerships are ubiquitous in agriculture – you see them in one way or another in farm, ranch and agribusiness enterprises, both big and small in a wide array of circumstances. Forming a partnership is exceedingly simple—that is the main draw of this kind of business organization. There are typically no legal formalities required to create a partnership. In fact, a partnership is presumed anytime two or more parties come together in business with an implied or express agreement to share the profits generated. Unlike other business formations, such as LLCs and corporations, in most states a partnership does not need to file any documentation with the relevant Secretary of State to operate as a legal business entity.

Because it is so easy to form a partnership and begin partnership operations, many partnerships choose to hit the ground running without first establishing a written partnership agreement. Though a formal written agreement is not required in most states, it is nevertheless advisable so that all parties in the partnership are on the same page with respect to the bounds of the business and

their respective rights and duties.

The Default Rules

What happens when you form a partnership and chose not to establish a written partnership agreement? Most states have adopted some version of the Uniform Partnership Act of 1997, which is a model law that provides default statutory rules that apply where partnerships either a) do not have a written agreement, or b) have a written agreement that is silent on a particular issue. These default rules set out certain baseline understandings about how the partnership will operate, how profits and losses will be shared, what the rights and duties of the partners are, when and how a partnership will dissolve, and many other aspects of the partnership business. While the default provisions are based on common sense, each partnership has its own unique considerations, which means that relying on the default rules may be a gamble. I discuss a few of the common default provisions you should be aware of below.

Profits. Without a written agreement stating otherwise, the default rule is that each partner in a partnership is entitled to an equal share of the partnership profits. While this may be what the partners intended, there are certain scenarios where an

equal division of profits is not the goal. For example, one partner may have contributed much more initial capital than another did, or one partner may dedicate much more time and effort to the business operations than another does. Where the partners’ respective contributions are significantly asymmetrical, the default rule that each partner gets an equal share in the profits may be undesirable.

Losses. A partner’s share in the partnership’s losses is the same as that partner’s share in the partnership profits. In other words, where the default rule applies and partners share profits equally, they will also share losses equally.

Liabilities. In a general partnership, the default rule is that all partners are personally jointly and severally liable for the obligations of the partnership. This means that a single partner could be held liable and have to pay up from his or her personal finances for the entirety of a partnership loss if the other partners do not have the means to pitch in.

Acts of the Partners. If there is not a partnership agreement laying out which partners are authorized to undertake what acts, then each partner is considered an unrestricted agent of the partnership, and each partner has the authority

to bind the partnership in the same way. The entire partnership is liable for any actionable conduct of any partner, if that partner is acting in the ordinary course of the business of the partnership.

Rights of the Partners. By default, every partner has an equal right in the management of the partnership, and differences of opinions are settled by a majority vote. This can be particularly tricky where a partnership is made up of two partners who are prone to disagreement. Regardless of a partner’s role, no partner is automatically entitled to compensation for the services he or she performs for the partnership. This can cause significant strain in a partnership where the partners disagree about whether, and to what extent, they should be compensated with a salary.

Dissolution. There are many events that, by default, will cause a dissolution of the partnership if there is no partnership agreement stating otherwise. For example, if a partner withdrawals from a partnership-at-will, the default rules provide that the partnership is dissolved and must wind down, even if there are multiple other partners remaining in the partnership. These are just a few of the default provisions contained in the Uniform Partnership Act. Not all of these default rules will be a good fit for, or be desired by, any given partnership. Notably,

a majority of these default rules can be overridden by a written partnership agreement that more definitively and accurately establishes the partners’ preferences.

Establishing a Written Partnership Agreement

While a written partnership agreement is not usually required by law, there are nevertheless compelling reasons to draft one. As already noted, there may be certain default rules that are not optimal for your specific partnership operation. Moreover, banks and lenders often require a written partnership agreement before they do business with a partnership. Finally, a written agreement can help avoid disputes between the partners. Handshake agreements are a landmine for future litigation, whereas setting out the terms in writing ahead of time ensures that all partners are on the same page with respect to the partnership’s ownership percentages, assets, profit sharing, etc.

A well-drafted partnership agreement should, at a minimum, specify the following:

• The full legal names and addresses of all partners;

• The name of the partnership;

• The principal place of business of the partnership;

• The initial contributions each partner has made to the partnership;

• The inventory of

assets owned by the partnership;

• The percentage of profits and losses assigned to each partner; and

• Whether the partnership is a general or limited partnership. The above terms relate to the bare-bones structure of the partnership; however, it may be helpful for your partnership agreement to address some of these additional issues:

• Subsequent capital contributions. Whether partners will owe future capital contributions; and if so, when.

• Duties of the Partners. Whether specific partners will have specific roles with respect to the partnership.

• Management and Voting Requirements. How decisions relating to the operation of the partnership will be made, and what kind of voting majority is required for decision-making.

• Salaries and Benefits of the Partners. Whether the partners may receive any salary or benefits.

• Restrictions on Partners. Whether there are certain activities the partners may not engage in, such as partaking in other businesses that compete with the business of the

partnership.

• Transfer of Partnership Interest. Whether a partner may transfer his or her partnership interest to a third party and, if so, the effect of such a transfer.

• Retirement, Withdrawal, or Expulsion of Partners. The terms and conditions for the voluntary or involuntary exit of a partner from the partnership.

• Dissolution of the Partnership. The events that trigger a dissolution of the partnership, and the procedure for such dissolution.

While your partnership agreement can be tailored with respect to the above issues, a few of the default

statutory rules governing partnerships are still nonwaivable, meaning that they cannot be overridden by written agreement. For example, in Illinois, a partnership agreement cannot contract away the partners’ respective rights of access to the partnership’s books and records, the various fiduciary duties owed by the partners, and the partners’ right to dissociate with the partnership. Accordingly, while drafting a partnership agreement can be fairly straightforward, it may nevertheless be helpful to consult an attorney to ensure you are on the right track.

For more information contact:

Cari Rincker, Esq.

Rincker Law, PLLC

Licensed in IL, NY, NJ, CT, KY, TX and DC

Illinois Office: 229 E Main St

Shelbyville, IL 62565

(217) 774-1373

New York Office:

535 Fifth Avenue, 4th Floor

New York, NY 10017

(212) 427-2049

cari@rinckerlaw.com

www.rinckerlaw.com

Adapted from:

Rincker, Cari. “Business Partnerships: Should You Gamble with the Default Rules?” rinckerlaw.com. Rincker Law, April 3, 2023. PDF.

CCE Sullivan Spotlights

Program Spotlight

SULLIVAN 4-H YOUTH GO TO CAPITAL DAYS!

NYS 4-H Capital Days is an event sponsored by NYSACCE4-H that gives youth an opportunity to meet and interact with legislators and to tell their 4-H story. 4-H Capital Days also offers to youth an awareness of career opportunities in New York State government, a better understanding of state government, and the opportunity to network with delegates from other counties. This year, Beth Sykes and Collin Phelps were the selected delegates for Sullivan County. They sat in on a senate session, connected with 4-H members across the state, and met with legislators to discuss 4-H and its impact in Sullivan County.

Program Spotlight

CCE HELPS TO HOST A FOOD PANTRY LUNCHEON!

Food insecurity in Sullivan County is one of the greatest challenges CCE has taken on, but it is not a challenge that is faced alone. On April 19th, in partnership with the Sullivan Catskills Food Security Coalition partners, CCE hosted a gathering and luncheon for food pantry organizations across Sullivan County. The luncheon invited food pantry and community staff and volunteers to discuss the challenges they face in helping their communities, and to learn more about the efforts of the Coalition. In total, over fifty representatives from twenty-six local pantries attended.

May Focus: Fast Facts, Cool Tools, & News to Use y Ne

May is National Physical Fitness and Sports Month!

Walking at a fast pace for three hours or more at least once a week, can reduce your risk of heart disease by up to 65% and ease the severity and reduce the frequency of lower back pain.

muscles.

“Take care of your body. It’s thefyonly place you have to yylive.”

The human body has 650

-Jim Rohn

Movement in exercise helps relieve stress by producing a relaxation response which serves as a position distraction.

Exercise makes you feel more energized because it releases endorphins into the blood.

Even at rest, muscle is three times more ef cient at burning calories than fat.

Sources:

Fitness Health Zone.“40 Facts about Fitness.” dosomething.org. Visual.ly. Accessed May 3, 2023. https://www.dosomething.org/us/facts/11-factsabout-fitness.

Russi Sarnataro, Barbara.“Top 10 Fitness Facts.” dosomething.org. WebMD. Accessed May 3, 2023. https://www.dosomething.org/us/facts/11-factsabout-fitness.

The only exercise you should hold your breath for is underwater swimming.

Running is good for you. People who run 12-18 miles a week have a stronger immune system and can increase their bone mineral density.

The heart is the strongest muscle in the body.

Smith, Laura.“90 Inspiring Health Facts For A Healthier (And Happier) You!: Health and Fitness Facts.” The Good Body. February 23, 2023. https:// www.thegoodbody.com/health-facts/.

Active At-Home Scavenger Hunt

Scavenger hunts can promote curiosity, learning, and physical activity as you search for objects and explore your environment.

Try these fun and simple activities to get your family moving while at home or out and about. If you are in a public place and cannot pick up items you find, take pictures or point out your fun finds to each other as you go!

Senses-Driven Scavenger Hunt

For families with younger children in grades K-2

Build awareness of colors and senses

To get started:

1. Have every family member pick a color from the RAINBOW ROUNDUP.

2. Have every family member pick a description from the SENSE FINDER.

During your scavenger hunt:

1. All pause and participate in each activity when someone finds an item.

2. The first person to find both of their items gets to assign each family member a new RAINBOW ROUNDUP color for the next round.

Rainbow Roundup

• When you find a RED item, RUN in place or ROCK side to side for 10 seconds.

• When you find an ORANGE item, OPEN your arms as wide as you can for 10 seconds.

• When you find a YELLOW item, hold one YOGA pose of your choice for 10 seconds.

• When you find a GREEN item, squat and swing your arms from side to side like a GORILLA for 10 seconds.

• When you find a BLUE item, BALANCE an object on the back of your hand or foot for 10 seconds.

• When you find a PURPLE item, PLAY a pretend sport with your family by acting out throwing, catching, swinging, kicking, and playing defense.

Sense Finder

• When you find something SHINY, draw a circle in the air with your arms or feet 10 times.

• When you find something SOFT, reach toward your toes and hold for 10 seconds.

• When you find something that makes NOISE, dance in place for 10 seconds.

• When you find something that SMELLS GOOD, skip or hop for 10 steps.

• When you find something that TASTES GOOD, shuffle your feet and arms in place for 10 seconds.

Active At-Home Scavenger Hunt

Word Search Scavenger Hunt

For families with children in grades 3-5+

Build spelling skills and vocabulary

To get started:

1.As a family, choose a word or phrase you want to spell out.

2.Choose a word or phrase that is meaningful to your family. To make it more challenging, choose a long word with less common letters (e.g., V, Z).

3.Write it out so everyone knows how to spell it.

During your scavenger hunt:

1.Look for items that begin with each letter in the word or phrase you chose, in the correct order. For example, if your word is “H-E-A-L-T-H” for example, first find an item that starts with “H” (e.g., hat), followed by “E” (e.g., envelope), “A” (e.g., apple), etc. until items have been found to spell the whole word.

2.Challenge family members to a “race” and see who can complete the scavenger hunt the fastest; make it a competition between individuals or teams.

3.When each family member or team finds an item, they get to choose one activity for the whole family to do for 10 seconds. (See examples below.)

4.Bring each item to a common area or take a picture to show that you have found each correct item before completing each activity and moving on to the next letter.

Example:

NOT WHERE YOU WANT TO BE WITH DIVERSITY AND INCLUSION? CONSIDER A BITESIZED APPROACH.

Adapted from Julie Kratz, Entrepreneur Leadership Network Contributor

Submitted by Malinda Ware, Program Director & DEI Committee Chair

Starting with a bitesized approach is the key to authentically weaving diversity, equity and inclusion into the culture of your business, rather than implementing one-off DEI initiatives. Here’s why.

Diversity, equity and inclusion (DEI) is a relationship. Relationships take time and trust — but trust is hard to earn and easy to lose. As with any relationship, DEI is a journey, not a destination. It’s not a check-the-box, one-and-done type of thing; it is a long-term commitment.

Unfortunately, many organizations make the mistake of looking at DEI short-term vs. long-term. They reduce budgets during economic downturns, flex activities with the news cycle or structure programming around holidays and cultural celebrations (instead of weaving them

throughout the year).

To combat this inauthentic approach, I prefer the snackable approach to DEI. In a recent Diversity Pivot podcast, VP at Delta Faucet Company and hopeful ally Jon Dartt shared that his organization makes DEI a part of every gathering. At each team meeting, they have a short exercise sometimes using a prework (article, video, podcast), and discuss the content openly as a group. They share ideas and move into their other agenda items fluidly after. These types of activities weave DEI into the culture and embed practices rather than feeling separate or ad-hoc.

The organization now has a monthly DEI topic that their corporate training department provides content on for all managers to surface and discuss these issues with their teams. Content could focus on a variety of things from microaggressions to inclusive language to cultural celebrations. The key is to keep consistent and intentional with the content, garner feedback from teams on what they want to learn about, and have the flexibility to co-create or source content from experts inside or outside of your organization. My team has a plethora of vetted resources we have collected over the years.

Once you have an intentional consistent rhythm to DEI, these issues will likely serve.

• Do we make DEI programming mandatory?

• What do we do when senior leaders do not show up at DEI programs?

• How much time should we expect to spend on DEI work?

These are important questions to answer in advance of rolling out a bite-sized program. Be proactive and be clear with expectations because people will ask. Have a clear why communicated from the senior-most leaders so that people understand what this means and why it matters to the organization versus getting defensive and finding excuses they cannot participate.

Do we make DEI programming mandatory?

I am not a big believer in making any type of training mandatory. It conjures up associations with sexual harassment training and other forms of training that feel like the organization is trying to protect itself from lawsuits. Yet, when you don’t set a clear expectation for people to attend, you tend to get more of the people that are already passionate about it in attendance, and not the

people that really need the training. The people that really need the content usually prioritize other work instead because usually that work is more valued by the organization (especially at performance review times).

I like the word expected. We expect you to attend these training programs, especially for people leaders. This is a part of your overall development just like any other leadership or change management training the organization has throughout the year. Plus, inclusive leaders get better business results. It helps them and the organization succeeds.

What do we do when senior leaders do not show up at DEI programs?

I was facilitating a recent client session, and during the ask me anything segment, 20% of the audience asked the above question. It was obvious that people that were already advanced in their DEI education were present at the program, yet it was painfully obvious that the senior leadership team was not. This happens all too often.

People take their cues on what’s expected from senior leaders. When senior leaders emphasize certain skills or programs, people take note. Leaders model

what’s expected of the rest of the organization. Therefore, it is critical that they are present for DEI programs. Even better, have them share a short intro or outro emphasizing the importance, the continual focus on DEI and key developments and commitments show everyone that it truly is important.

Senior leaders have a lot of tasks vying for their time. I would recommend having them rotate leadership roles on key programs and be responsible for at least one or two a year. It sends a huge signal to the rest of the organization when they speak up and attend alongside their teams. How much time should we expect to spend on DEI work?

With the DEI bite-sized approach, the benefit is that it doesn’t take days off the calendar for folks. They can sprinkle it in around their existing workload. That said, there are varying ideas of how much time people should be spending on DEI work. First, if someone is involved in an Employee Resource Group (ERG), DEI committee or council and is already spending several hours a month doing work for those initiatives, that’s probably enough (and that is their decision). For folks that aren’t as involved in DEI work, the organization

needs to decide how much time is reasonable to produce the shift in behavior they are hoping to achieve.

In a recent LinkedIn poll, 60% of people in my network thought leaders should spend five or more hours per month on DEI work. Many commented that it should be a part of their job description and regular workload so it doesn’t feel like an extra thing to do. In an ideal world, I completely agree. The key to setting a time expectation is to make sure that people truly have the capacity to do the work well, that it can be measured and people can be held accountable to the chosen standard. Our clients have the most success with virtual selfpaced programs with short video lessons and additional resources and workbook activities to take action.

The key to bite-sized DEI programs is to let people choose their own adventures. They’ll be more bought in and likely to take action with what they learned.

Adapted from:

Kratz, Julie. “Not Where You Want to be with Diversity and Inclusion? Consider a Bite-Sized Approach.” entrepreneur. com. January 17, 2023. https://www. entrepreneur.com/growing-a-business/ struggling-with-your-dei-efforts-try-abite-sized-approach/440301.

ADULTS

What’s your move?

You know you need physical activity to stay healthy. But did you know it can help you feel better right away?

Boost your mood

Sharpen your focusReduce your stress

So get more active — and start feeling better today.

How much activity do I need?

Moderate-intensity aerobic activity

Anything that gets your heart beating faster counts.

at least

150 minutes a week

AND

Improve your sleep

Muscle-strengthening activity

Do activities that make your muscles work harder than usual.

at least

2 days a week

Tight on time this week? Start with just 5 minutes. It all adds up!

vigorous-intensity aerobic activity, aim for at least 75 minutes a week.

Is it moderate or vigorous? Use the “talk test” to find out.

When you’re being active, just try talking:

• If you’re breathing hard but can still have a conversation easily, it’s moderateintensity activity

• If you can only say a few words before you have to take a breath, it’s vigorousintensity activity

What counts?

Whatever gets you moving!

Even things you have to do anyway

You can get more active.

Even things that don’t feel like exercise

No matter who you are, where you live, on your own, or together.

And over time, physical activity can help you live a longer, healthier life.

Lower your risk of diseases like type 2 diabetes and some cancers

Control your blood pressure

Stay at a healthy weight

Move your way.

Find tips to get moving and build a weekly activity plan. health.gov/MoveYourWay/Activity-Planner

GEOTHERMAL & GROUND SOURCE HEAT PUMPS

Submitted by Sean Welsh, Energy Senior Resource Educator

A ground source heat pump is a high efficiency heat pump system which generates 100 percent of a home’s heating and cooling with no back up system. Ground source heat pumps which meet the ENERGY STAR specifications are eligible for incentives through the NYS Clean Heat program. Upfront costs with these geothermal or ground source heat pumps are more costly than installing an air source system. However, ground source heat pumps have a longer life span, and operationally over the course of time will cost the building owner less monthly compared to air source heat pumps or fossil fuel systems.

Ground source or geothermal heat pumps do not need combustion fuel or fuel storage in a home, eliminating the possibility of carbon monoxide in your home. Ground source heat pumps extract more energy than they consume by moving heat stored underground, into your home. Ground source heat pumps are quiet for either heating or cooling. Ground source systems last longer than conventional heating and cooling equipment and

can eliminate a fuel bill for your home.

Ground source heat pumps remove heat from underground during cold seasons by using underground piping and then distribute that heat throughout a building. When it is a hot season, this process is reversed to provide cooling for the building. This is the most efficient type of heat pump system. Ground source heat pumps take advantage of underground temperatures, which stay similar throughout the year.

Ground source heat pumps work best in single family homes that have some outdoor space, for example an accessible front lawn, to accommodate the system

installation. If you are building a new home or planning a major renovation, ground source heat pumps are a great option to consider.

If you are interested in talking with an energy advisor about your building project, you can connect via the www. Midhudsonenergychoices. org website or in Sullivan County you can reach out to Sean Welsh at 845 292-6180 ext. 127 or sw288@cornell. edu.

Sources:

“Ground source Heat Pumps: NYS Clean Heat.” https://cleanheat.ny.gov/groundsource-heat-pumps. retrieved on April 12, 2023.

“Geothermal Heat pumps, Energy Saver” https://www.energy.gov/energysaver/ geothermal-heat-pumps. Retrieved on April 11, 2023.

HOMEOWNER’SMAINTENANCECHECKLIST

Properly constructed private water supply systems require little routine maintenance. These simple steps will protect your system and investment:

Always use licensed or certified water well drillers and pump installers when a well is constructed, a pump is installed, or the system is serviced.

An annual well maintenance check, including a bacterial test, is recommended. Drinking water should be checked any time there is a change in taste, odor, or appearance, or when the well system is serviced.

Keep hazardous chemicals, such as paint, fertilizer, pesticides, and motor oil, far away from your well.

Periodically check the well cover or well cap on top of the casing (well) to ensure it is in good repair.

Always maintain proper separation between your well and buildings, waste systems or chemical storage facilities. Your professional contractor knows the rules.

Don't allow back-siphonage. When mixing pesticides, fertilizers, or other chemicals, don't put the hose inside the tank or container.

7. When landscaping, keep the top of your well at least 1 foot above the ground. Slope the ground away from your well for proper drainage.

8. Take care in working or mowing around your well. A damaged casing could jeopardize the sanitary protection of your well. Don't pile snow, leaves, or other materials around your well.

9. Be aware of changes in your well, the area around your well, or the water it provides.

10. When your well has come to an end of its serviceable life (usually 20+ years), have a qualified water well contractor decommission it after constructing your new system.

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HOW TO CUT FOOD WASTE AND MAINTAIN FOOD SAFETY

Submitted by Joy Leon, Nutrition & Physical Activity Educator

Food safety is a major concern. The Centers for Disease Control and Prevention (CDC) estimates that there are about 48 million cases of foodborne illness annually. Each year these illnesses result in an estimated 128,000 hospitalizations and 3,000 deaths.

Food waste is also a major concern. Wasted food is a huge challenge to our natural resources, our environment, and our pocketbooks.

Between 30 and 40 percent of food in the United States goes uneaten. That means Americans are throwing out the equivalent of $165 billion in food each year.

How Food Waste and Food Safety Are Connected

The major sources of food waste in the United States are the food industry and consumers. Within the food industry, waste occurs at every step. Some of it is the result of economic forces, some of management problems, and some is caused simply by dumping products that are less than perfect in appearance.

But food waste by consumers may often result from fears about food safety caused by misunderstanding of what food product dating actually means, along with uncertainty about storage of

perishable foods.

What are Food Product Dates?

Confusion over date labeling accounts for an estimated 20 percent of consumer food waste.

Except for infant formula, manufacturers are not required by Federal law or regulation to place quality-based date labels on packaged food.

FDA supports efforts by the food industry to make “Best if Used By” the standard phrase to indicate the date when a product will be at its best flavor and quality. Consumers should examine foods for signs of spoilage [if they] are past their “Best if used by” date. If the products have changed noticeably in color, consistency or texture, consumers may want to avoid eating them.

Learn How Best to Store Perishables And How Long They Will Keep Safely

The FoodKeeper, developed cooperatively by the U.S. Department of Agriculture, Cornell University and the Food Marketing Institute, is a complete guide to how long virtually every food available in the United States will keep in the pantry, in the refrigerator, and in the freezer.

Access the FoodKeeper at https://www.foodsafety.gov/ keep-food-safe/foodkeeperapp.

More Ways to Avoid Wasting Food

• Don’t buy more food than can be used before it spoils.

• Check the temperature setting of your fridge. Use a refrigerator thermometer to be sure the temperature is at 40° F or below to keep foods safe.

• Avoid “overpacking:” Cold air must circulate around refrigerated foods to keep them properly chilled.

• Wipe up spills immediately to help prevent “crosscontamination,” where bacteria from one food spread to another.

• Keep it covered: Store refrigerated foods in covered containers or sealed storage bags.

• Use your freezer! Freezing is a great way to store most foods to keep them from going bad until you are ready to eat them.

• Check your fridge often to keep track of what you have and what needs to be used.

• To keep foods safe when entertaining, remember the 2-Hour Rule: don’t leave perishable foods out at room temperature for more than two hours.

Adapted from:

“Food Facts - How to Cut Food Waste and Maintain Food Safety.” United States Food & Drug Administration, November 2019. Sourced from https://snapedtoolkit.org/resources/onlineresources/nutrition-and-food/ .