The Scoop - May 2020

STOP!

THE GREAT RETAIL RESET

FEARLESS LEADERSHIP DURING DISRUPTION ALSO INSIDE:

YOUR VEHICLE FOOTPRINT

PLUS:

THE BUGS WE CAN’T LIVE WITHOUT

THE IMPORTANCE OF SOIL HEALTH

may 2020 n v43 n5

T H E O F F I C I A L P U B L I C AT I O N O F T H E M I N N E S OTA N U R S E RY & L A N DS C A P E A SS OC I AT I ON

WHOLESALE NURSERY & HARDSCAPES

and Loaders and over 100 Attachments

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71 Minnesota Avenue Hwy. 36 and Rice Street Little Canada, MN 55117 651-407-3727

588 Outpost Circle I-94 and Hwy. 12 Hudson, WI 54016 715-531-0801

may 2020 n v43 n5

12 10

8 Events 20

10 Stop!

President Malooly reflects on what is learned from the pause that green industry businesses experience every year.

16 Plant Pathogens on the Radar Michelle Grabowski, Ph.D. shares the steps the MDA recommends you take with new plants to

43

protect your business.

22 News & Notes

12

Mistakes We Make When Dealing with Change “Change is a full contact sport,” says Kit Welchlin. Here are ways to avoid mistakes and seize opportunities when change happens. 

20

The Importance of Soil Health Shay Lunseth and Isabel Selbert describe what soil health is and what it can do to help plants flourish.    

30

Fearless Leadership During Disruption Steve Wilcox asks, “What does it take to be a leader as we face the unknowns and chaos?” 

40

43

The Bugs We Can’t Live Without

release a national one-stop source for state-level stay-at-home orders.

26 Employee Rights After Termination Patrick McGuiness shares the three demands a terminated employee can make post-termination.

33 Member Appreciation Day August 5th will be a day to thank our wonderful members with free beer, lunch, and treats at the MNLA office!

34 Rice and Mower Counties Quarantined for EAB In this month’s Research for the Real World, Jim

Faith Appelquist clarifies why humans can no longer take the free services of

Calkins covers state agency’s EAB reports and

insects for granted.   

recommendations.

Understanding Your Commercial Vehicle Footprint George Survant and Christopher Lyon of NTEA explain why and how to optimize your fleet’s energy usage. 

52

Green industry associations partnered up to

The Great Coronavirus Retail Reset

46 New Job Board on MNLA.biz!

Go to www.MNLA.biz/careers to find your next great hire or to keep your career on the move.

55 MNLA’s Business Products & Services Not only does joining MNLA support your

“What we do as retailers now will determine what retail looks like in the

industry, MNLA member businesses can save a

future,” says Bob Phibbs.  

whole lot of money, too.

 Landscape & Hardscape Install & Design  Garden Services & Landscape Mgmt  Garden Centers  Growers: Nursery & Greenhouse  Irrigation & Water Mgmt  Arborists & Tree Services  All

Cover photo: iStock.com/Vladimir Obradovic. Table of Contents Images: Top Left: iStock.com/Eoneren. Middle: Organic Lawns by LUNSETH. Bottom: iStock.com/urfinguss. Top Right: iStock.com/voinSveta.

may 20 MNLA.BIZ

5

DIRECTORY

may 2020 n v43 n5

MINNESOTA NURSERY & LANDSCAPE ASSOCIATION Successful Businesses Grow Here!

1813 Lexington Ave. N., Roseville, MN 55113 651-633-4987 • Fax: 651-633-4986 Outside the metro area, toll free: 888-886-MNLA, Fax: 888-266-4986 www.MNLA.biz • www.NorthernGreen.org Mission: The mission of the Minnesota Nursery & Landscape Association is to help members grow successful businesses.

BOARD OF DIRECTORS Tim Malooly, CID, CLIA, CIC, President Water in Motion 763-559-7771 • timm@watermotion.com Randy Berg, Vice-President Berg’s Nursery, Landscape/Garden Center 507-433-2823 • randy@bergsnursery.com Matt Mallas, Secretary-Treasurer Hedberg Supply 763-512-2849 • mmallas@hedbergaggregates.com Faith Appelquist, MNLA-CP Tree Quality LLC 612-618-5244 • faith@treequality.com Patrick McGuiness Zlimen & McGuiness PLLC (651) 331-6500 • pmcguiness@zmattorneys.com Mike McNamara Hoffman & McNamara Nursery & Landscaping 651-437-9463 • mike.mcnamara@hoffmanandmcnamara.com John O’Reilly Otten Bros. Garden Center and Landscaping 952-473-5425 • j.oreilly@ottenbros.com Jeff Pilla, MNLA-CP Professional Turf, Inc. (Proturf) 952-469-8680 • jeff@professionalturf.com Nick Sargent, MNLA-CP Sargent’s Landscape Nursery, Inc. 507-289-0022 • njsargent@sargentsgardens.com Cassie Larson, CAE MNLA Executive Director 651-633-4987 • cassie@mnla.biz STAFF DIRECTORY Executive Director: Cassie Larson, CAE • cassie@mnla.biz Membership Director & Trade Show Manager: Mary Dunn, CEM • mary@mnla.biz Communications Dir.: Jon Horsman, CAE • jon@mnla.biz Education/Cert. Manager: Susan Flynn • susan@mnla.biz Dir. of Government Affairs: Forrest Cyr • forrest@mnla.biz Regulatory Affairs Manager: Jim Calkins • jim@mnla.biz Accountant: Kris Peterson • kris@mnla.biz Foundation Program Coordinator: Paulette Sorenson • paulette@mnla.biz Administrative Assistant: Lora Sondrol • lora@mnla.biz Advertising Sales: 952-934-2891 / 763-295-5420 Faith Jensen, Advertising Rep • faith@pierreproductions.com Betsy Pierre, Advertising Mgr • betsy@pierreproductions.com Legislative Affairs Consultant: Doug Carnival

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MNLA.BIZ may 20

Arborjet .................................................................................................. 47 Bachman's Wholesale Nursery & Hardscapes ............................... 3 Borgert Products, Inc. ......................................................................... 48 Brandl Motors ......................................................................................... 9 Bullis Insurance Agency ..................................................................... 27 Central Landscape Supply ................................................................ 27 CST Distributors ................................................................................... 14 Cushman Motor Co. Inc ....................................................................... 11 Edney Distributing Co., Inc. ............................................................... 14 Fury Motors ........................................................................................... 45 Gertens Wholesale & Professional Turf Supply ............................. 2 Gopher State One-Call ........................................................................ 11 Haag Companies, Inc. ......................................................................... 25 Hedberg Landscape & Masonry Supplies ..................................... 39 Jeff Belzer Chevrolet .................................................................... 28–29 Landscape Alternatives Inc. .............................................................. 51 Maguire Agency ...................................................................................... 9 Out Back Nursery ................................................................................... 9 Plaisted Companies .............................................................................. 7 Rock Hard Landscape Supply ........................................................... 17 SMSC Organics Recycling Facility .................................................... 27 The Resultants ..................................................................................... 46 The Tessman Company ....................................................................... 42 Tri-State Bobcat, Inc. ............................................................................ 4 Truck Utilities, Inc. ............................................................................... 17 Unilock ................................................................................................... 15 Versa-Lok Midwest .............................................................................. 37 Wheeler Landscape Supply .............................................................. 51 Ziegler CAT ............................................................................. Back Cover

UPCOMING

JUNE

25



TURF AND LAWN FIELD TRIP Looking for ideas to diversify your lawn care portfolio? Looking for unique turfgrass species options? This tour will feature some of the top showcase lawns in the Twin Cities!

St. Paul, MN ➽ MNLA.biz

JUL

11

CULTIVATE 20 — NOW A VIRTUAL EVENT Cultivate is the largest all-industry trade show and conference for the horticulture industry.

Columbus, OH ➽Cultivate20.org

JUL

22



MNLA FOUNDATION WIDMER GOLF TOURNAMENT Mark your calendars and get your foursomes together! All proceeds benefit the MNLA Research Fund.

MNLA.biz

TBD



NAME THAT PLANT: PLANT I.D. SKILLS TRAINING Whether you are new to the industry or a seasoned green industry professional wanting to improve your plant identification skills, this half-day outdoor plant identification skills training event is for you!

Bailey Nord Farm, Cottage Grove ➽ MNLA.biz

AUG

MEMBER APPRECIATION DAY

05

We appreciate you! Members are invited to stop by the MNLA Office and have a treat.

AUG

6TH ANNUAL MNLA NIGHT AT THE SAINTS GAME



05



MNLA Office, Roseville ➽ MNLA.biz

Gather your co-workers and enjoy a game at CHS Field. Price includes game ticket and dinner.

CHS Field, St. Paul ➽ MNLA.biz

Susan Flynn, MNLA

AUG

11 –13

IGC SHOW Tradeshow and education sessions focused on the interests of garden centers..

Chicago, IL ➽igcshow.com

The Scoop, May 2020, Issue 5, is issued monthly, 12 times per year. All original works, articles or formats published in The Scoop are © Minnesota Nursery & Landscape Association, 2020, and may not be used without written permission of MNLA, 1813 Lexington Ave N., Roseville, MN 55113. Subscription price is $99 for one year, which is included with member dues. POSTMASTER: Send address changes to The Scoop, MNLA, 1813 Lexington Ave N., Roseville, MN 55113.

2020 MNLA seminars

Editorial Contributions. You are invited to share your

generously supported by:

expertise and perspective. Article ideas and manuscripts should, whenever possible, reflect real and specific experiences. When submitting an article, please contact

Business

 Skills Training

 Networking

Leadership Development

General

the publisher at jon@mnla.biz or 651-633-4987. MNLA



reserves the right to edit all Scoop content.

➽Information on industry events: MNLA.biz/events. Free member-only videos: MNLA.biz/OnlineEducation.

8

MNLA.BIZ may 20



A Deeper Shade of Green Local Genetic Origins

TM

Native Minnesota Woody & Herbaceous (651) 438-2771 • Fax (651) 438-3816

www.outbacknursery.com

Call us first for all your native planting needs

BRIAN FERGASON, CPCU 651.635.2781 612.247.7346 Cell bfergason@maguireagency.com www.maguireagency.com 1970 Oakcrest Avenue, Suite 300 Roseville, MN 55113

Fleet VIP pricing for 1 or 100 vehicles!

14873 113th St. • Little Falls, MN 56345 • www.brandlmotorscdjr.com Meet Dick Reineck Fleet and Commercial Manager Dick has been in the Auto Business since 1964. Like most people that have put the time into dealerships, Dick has spent his career working in all departments across several dealerships and shown top level understanding of the Brandl way of doing business...with honesty, integrity, and passion. Buy from the best. He wrote the MNLA program and is the #30 commercial dealer in the nation and has sold over 16,000 Chrysler, Ram, Dodge and Jeep models!

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Call Dick today, his direct number is 320-631-3230, or email at dickr@brandlmotors.com.

Free Quotes • Direct Delivery • Upfits • Accessories • Over 150 New Rams In Stock

FROM THE PRESIDENT

Stop!

Tim Malooly CID, CLIA, CIC

Water in Motion

For years, I’ve heard Green Industry members use phrases like “…it’s all over when the snow flies…”, referring with a combination of exhaustion and irony, to the

iStock.com/amenic181

annual end of business — and income.

…No business. No income. Lots of responsibilities and obligations. …For MONTHS.

Early spring this year opened with a new and unwelcome twist to our annual zero-income endurance challenge.

So, I write this message on April 24th, and most of the Minnesota Green Industry can work — just in time to attend to spring conditions. Major damage was incurred by retail and some grower members as a result of the closing of non-construction portions of our industry when Governor Walz implemented Executive Order 20-01 on March 13th in response to the COVID-19 pandemic.

By April 8th, after full-time work on the part of MNLA staff, government affairs leadership, and calm, reasoned appeals by YOU, our membership, Governor Walz declared the bulk of the Minnesota Green Industry could re-open, carefully. In fact, “Lawncare and Landscaping workers” were specifically added to the Governor’s list of essential industries in his April 8th Executive Order 20-33.

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MNLA.BIZ may 20

I could write to you about many topics related to this event. My choice today is to discuss a particular uniqueness of our industry in contrast to many other industries.

Now, I do not intend to make light of the extraordinary actions and impacts of actions taking place around the world in response to the COVID-19 pandemic. Real people have died from this virus, real people are being harmed economically and we all will likely feel the effects of this event in myriad ways for years to come.

That said, it is interesting to observe other industries and their leaders grapple with the notion of “Dead-Stop” and contrast their reactions with that of our industry.

It may, or may not be something to take pride in but as an observer, I’d say our industry is among very few that is uniquely suited to manage the emotions and stress that comes with a “Dead-Stop”, that other industries and their leaders simply cannot handle.

Is there any relevance to my observation? I think so.

“

THE IMPRESSION WE, INDIVIDUALLY AND COLLECTIVELY, LEFT THIS SPRING AMONG ELECTED LEADERS, BUREAUCRATIC OPERATIVES, THE PRESS AND OTHER INDUSTRIES THROUGHOUT THE COUNTRY, WAS OF MATURITY, CALM AND REASON.

”

Especially regarding those who own Green Industry businesses -especially in “Dead-Stop” markets. When you think of the risks you take — that are on YOU; when you think of all the moving parts of your business that YOU are responsible for; when you compare your career accomplishments with those of others in other industries (we all do it); when you wonder if your business opinion is as valuable as that of someone else, someone who may lead a huge conglomerate; you can take quiet comfort in knowing that you have business skills that they and frankly, most others do not have.

Included in these skills is the ability to calmly reason when you know you have no income, for months at a time. These skills influence your character. How you use your unique skills defines you. You cannot learn these skills from a book. I’m not sure how to classify these skills but, I know ‘em when I seem ‘em. How you draw upon your unique skills in reacting to an extraordinary challenge like the COVID-19 event leaves an impression.

The impression we, individually and collectively, left this spring among elected leaders, bureaucratic operatives, the press and other industries throughout the country, using our unique skills as we reacted to and managed circumstances during “the spring of COVID-19” was of maturity, calm and reason. Make no mistake, nobody likes “Dead-Stopping”. I know I don’t like it. But, I know how to maneuver within it, and so do you. Good for your employees. Good for your clients. Good for You! Now, how to eliminate the annual zero-income endurance challenge… a topic for another day…

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Tim Malooly MNLA Volunteer Operator of a “Dead-Stop” business may 20 MNLA.BIZ

11

CHANGE MGMT.

12

MNLA.BIZ may 20

WHEN Mistakes We Make

DEALING WITH CHANGE

Kit Welchlin

OVER THE YEARS I have witnessed and helped many clients go through tremendous change. There are three common mistakes made: Joining the anti-change crowd, acting like a victim, and freezing like a deer.

iStock.com/Eoneren

Joining the anti-change crowd I learned a long time ago growing up on the farm that it was a lot easier to ride the horse in the direction it was headed. I don’t know if you have ever been on a horse that wants to go back to the barn, it’s going back to the barn. It’s an 800-pound animal. All you have is the bit and the bridle, and the more you slap it on the ears, cuss and swear, the more likely the horse will scrape you off on a tree or the barn door on the way in. It is the same way when it comes to organizational change.

When the industry is changing, when the organization is changing, sometimes you may have to go along with it, because it’s a lot easier to ride the horse in the direction it is heading. So, embrace the changes, learn new skills, and don’t get thrown from the horse. Stay involved. Join a task force, a climate survey committee, or a transition monitoring team, and seize the opportunities.

Acting like a victim Sometimes we throw a pity party and invite others to attend. We talk about how hopeless it is and how helpless we feel. Throwing a pity party doesn’t make us very appealing as a coworker or as a leader. Acting like a victim is personally and professionally damaging. We miss opportunities. We miss the chance of being remay 20 MNLA.BIZ

13

CHANGE MGMT.

“

STUDY YOUR INDUSTRY AND TAKE PERSONAL RESPONSIBILITY TO DEVELOP THE TALENTS YOU NEED TO PROTECT YOUR CAREER.

”

spected and admired as the one who helped move change along. Acting like a victim adds stress to our lives and wears us down, and everyone around us, too. It is essential to accept the changes we face, remain productive, and have a positive influence. Often when we face change it is easy to fall into the pit of self-pity.

Worrying about the future is silly; you are creating the future. You have the job. We should be thrilled that our organization has so much confidence in us. Put your shoulders back and take on change head-on.

No other mower can match the smooth, even cut of a Grasshopper zero-turn mower. In fact, very few carpets can, either. Which is why Grasshopper mowers remain a top choice among turf care professionals.

Freezing like a deer When we have endured a work environment plagued with nonstop change we do become somewhat fatigued with solving problems and making decisions. When we have made some decisions that weren’t the best, we start to play it safe. Playing it safe leads to paralysis. We lose momentum and we can “freeze like a deer in the headlights.” To make sure we don’t lose our nerve in solving problems and making decisions, we need to keep reviewing our short-term plans and long-term goals and keep pointing ourselves in the right direction. Review your organization’s mission statements and value statements to make sure your thoughts and actions are congruent with the organization’s values. Keep an objective decision model close-by to guarantee you are balancing logic with emotion. When faced with change, it is natural to become cautious and play it safe. However, change is a full contact sport, and we need to practice on and off the field to sharpen our skills and keep moving forward. Study your industry and take personal responsibility to develop the talents you need to protect your career. ➽ KIT WELCHLIN, M.A., CSP, is a

www.grasshoppermower.com www.edneyco.com • 888.443.3639

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MNLA.BIZ may 20

professional motivational speaker and author and can be found at www. welchlin.com.

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MDA

Plant Pathogens on the Radar

MDA Michelle Grabowski, Ph.D. Minnesota Department of Agriculture

EACH YEAR, Minnesota receives shipments of plants from multiple states and several other countries.

Plant pathogens and insect pests can hitchhike on plant material by infesting the plants themselves or by hiding within soil or plant debris in the pots.

iStock.com/vm

UPDATE

Some of these pests and pathogens do not currently occur in Minnesota

and could cause significant damage to landscapes, the nursery industry, and natural areas in the state. This includes Boxwood blight and Phytophthora ramorum which can be carried on infected nursery plants.

Whether you work in a retail environment, unloading and caring for newly arrived plants, or in landscape design or installation, following the steps below can help to protect your business as well as the state’s natural areas and landscapes.

Inspect all new plants.

• Look closely at the lower and inner branches and leaves. Fungi and bacteria thrive in shady, humid conditions. Symptoms often appear in the inner canopy long before they are visible externally.

• Check both the upper and lower surfaces of the leaves as insects and fungal growth is often hidden on the lower leaf surface.

• If plants are wilted, have dieback, or the edges of the leaves are turning brown, closely examine the branches, stems, and roots for symptoms. These foliar symptoms indicate that the plant cannot move water and nutrients to the canopy and often appear as a result of root rot or stem and branch infections.

• For large lots of plants, select several plants randomly from different areas of the truck or the nursery block to inspect more closely. Be sure to check plants from within the center of the block where humidity is highest.

• Separate newly arrived plants from locally grown plants or established plants.

• Separate blocks of newly arrived plants from established plants to prevent splash dispersal of fungal spores and bacteria. In

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MNLA.BIZ may 20

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SaFetY CHIP MULCH IS Hardwood Bark IPeMa CeRtIFIeD PLaYGRoUND MULCH Hardwood Fines one study, fungal spores spread mostly to plants within two feet during an average rain fall, but a stronger rain event spread spores over 10 feet.

• Manage drainage and slope so that runoff water from newly arrived plants does not wash plant pathogens into established plants.

• Fungal spores, bacteria, and viruses can move on the hands, tools, and clothes of workers. Work in established healthy plants before working in newly arrived plants. Clean hands and tools after working in newly arrived plants.

Continue to inspect plants from outside of Minnesota over the season.

• Some diseases develop slowly over time and symptoms may not be visible when plants first arrive.

• Fungicide applications at the site of origin can suppress symptom development on infected plants. These plants may look healthy until the fungicide sprays stop. Disease symptoms may take several weeks to develop.

Report suspected invasive insect pests and diseases to the MDA. • Send pictures and a description to Arrest the Pest (1-888-5456684) at Arrest.the.Pest@state.mn.us • Learn more about invasive insect pests and diseases that threaten Minnesota at https://www.mda.state.mn.us/plant-pests-diseases -index

➽ MICHELLE GRABOWSKI, Ph.D. is a Plant Pathologist with the Plant Protection Division of the Minnesota Department of Agriculture, and can be contacted at Michelle.Grabowski@state.mn.us.

may 20 MNLA.BIZ

17

Advertorial

THE ADVANTAGES OF

BUYING FROM A LOCAL NURSERY Create a healthy, vibrant landscape by selecting the perfect plants.

Buying from local nurseries offers many advantages.

Advertorial

Knowledge Has Value

The knowledge of the employees at your local nursery goes a long way in helping make the right choices for landscaping projects. Local greenhouse nursery employees know more of the important details about the plants they grow and about horticulture in general. Nursery staff members also know how to recognize and treat diseases.

Foreign Pests Are Not a Concern

When plants are purchased from a local nursery, there is not a concern about foreign pests.

Some retailers, that do not grow their own plants, purchase plants in bulk at wholesale prices from all around the country, which can bring in foreign pests and diseases. If these nonlocally grown plants are transplanted into existing landscapes, there is a risk of foreign pests and diseases spreading.

Healthier Plants

Greenhouse grown plants tend to live longer and look better because skilled gardeners have cared for them using specific top-grade plant food and soils. The nutrients the plants absorb early on at the nursery make them more resistant to disease. Plants purchased from a grower can save you time, frustration and money because they are healthier and will last longer.

Native Plant Offerings

A landscaper’s first choice in plants are locally grown native plants direct from the grower.

Native plants grown in a particular region have evolved to adapt to the conditions of that region. The soil, geography, climate and other factors result in native plants that are uniquely suited to their environment, which makes them hardier. Because of this, native plants require fewer pesticides, water and fertilizer.

Buy From the Grower

Buying from local nurseries definitely has its advantages. A perfect example of this is Gertens located in Inver Grove Heights, Minnesota. Frank Gerten started Gertens in the early 1900’s with just a few acres of land in South Saint Paul. He began selling produce with the motto: “Buy from the Grower.” Local residents recognized the quality of the products sold, and Frank started expanding his company to include his two sons, Bob and Jerry.

In 1989, the third generation of Gertens became primary owners. Bob Gertens’ two sons, Lewis and Glen, and Bob’s son-in-law, Gino Pitera. This new generation executed the same passion for local growth, keeping their grandfather’s vision of producing quality products close to heart.

Gertens began an expansion project in 1996 to increase the retail store to more than 40,000 square feet. With the widest selection of annuals, perennials and nursery stock in the Twin Cities, Gertens is only one of a handful of garden centers that grows the majority of the goods they sell, making the entire experience unlike any other.

In 2013 Gertens finished construction of a 2.5-acre high tech state-of-the-art greenhouse.

This addition ensured that their customers continued receiving the expected value and quality well into the future. Between 2014-2016 they purchased growing ranges in Lake Elmo and expanded further in Inver Grove Heights to increase capacity. “It's only natural to buy from the grower” continued as the motto to their valued customers. Now at Gertens, the fourth generation is growing the tradition, working to continue that it will always be natural to buy from the grower.

Support Local Community

By purchasing from your local grower, you are supporting your local community, family owned businesses and strengthening the local economy. Established, local garden centers like Gertens provides what you need to become successful with their locally grown plants and landscaping materials. They have the experience and customer service to help you along the way.

iStock.com/Nastco

SOIL HEALTH

The Importance of

HEALTH Shay Lunseth and Isabel Seibert Organic Lawns by LUNSETH

may 20 MNLA.BIZ

21

SOIL HEALTH

S

oil is one of our most important and unappreciated natural resources. One tablespoon of soil amazingly has more organisms in it than there are humans on earth. It can help offset climate change by sequestering carbon, capture and infiltrate stormwater, and provide erosion control. It takes at least 500 years to create one inch of topsoil and half of Earth’s topsoil has been lost in the past 150 years — much to till farming and the development of our prairies. By turning up our native prairies, centuries of accumulated organic matter has been lost.

Understanding what has been lost lends to the importance of regaining it where we can and as turfgrass and landscaping managers it is our job to do so.

What Is Soil Health?

Soil health can be summed up as the intersection of the physical, chemical, and biological components of soil.

Physical: Physical attributes include texture, bulk density, porosity and water absorption, and filtration capabilities.

We often think of this as tilth, or the overall physical structure. Good soil tilth can generally be seen as crumbly and dark in color.

Chemical: Chemical attributes are the macro and micro-nutrients, as well as salinity, sodicity, and heavy metal content.

Biological: The biological aspects would include the beneficial microorganisms, organic matter, weed seeds, active carbon, soil proteins, microbial respiration rate, and mineralization potential.

NEWS & NOTES

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MNLA.BIZ may 20

Important Reminder

stock as needed for

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Helping Plants Flourish Soil health can be thought of as the capacity for the soil to function successfully, but what does that mean to a landscaper or turfgrass manager? Mostly, we want the plants to thrive and grow! Healthy soil requires fewer inputs, yet provides: Deep Roots: Soil health can affect the depth to which roots can grow. The longer the roots, the stronger the plant.

Deep roots are also able to extend into soil to better find water and nutrients.

Efficient Water Usage: Healthy soil improves water absorption and drainage. It can retain water for plant uptake during dry periods and allow air to move through after wet periods. It also helps infiltrate and store valuable moisture for better weathering of environmental stresses.

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All images courtesy of Organic Lawns by LUNSETH.

Nutrient-cycling: Nutrient-cycling to encourage plant growth, quality and yield is better when the soil is healthy.

Soil with sufficient and available nutrients make those available to the plant, as opposed to wasted nutrients that are leached into our waterways.

• Beneficial Microorganisms • Healthy soil contains helpful microorganisms that: • Decompose organic matter • Bind soil with their secretions • Immobilize nutrients so they aren’t washed away • Make nutrients soluble • Protect roots from disease • Distribute fungi and bacteria • Shape habitat …and More • Carbon sequestering • Suppression of pests, diseases and weeds • Detoxification of chemicals

06

Common Problems When the well-being of our soils is lacking, problems can occur. Common difficulties are: • Compaction • Poor aggregation (aggregation is clustered soil particles or clumps, where all microbes live and where all microbial life happens) • High pathogen levels • Low nutrient retention • Salinity • Sodicity • Heavy metals Soil Testing & Interpreting Results It is important to understand the state of the soil before starting a project, thus the need for soil testing. Soil health management starts with a test of your soil for baseline identification or for establishing needs before starting

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may 20 MNLA.BIZ

23

SOIL HEALTH

“

SOIL IS A VALUABLE RESOURCE. THAT’S WHY CARING, IMPROVING AND MAINTAINING IT IS MORE IMPORTANT THAN EVER.

a project. The results reveal necessary amendments and help formulate a plan for management based on needs. A general home lawn and garden soil test from the University of Minnesota soil testing lab ($17) contains the following information: • Soil texture • Organic matter percentage • pH • Bray 1 phosphorus • Potassium • Lime recommendations • Total nutritional recommendations The texture of the soil can measure the potential of soil fertility or CEC (Cation Exchange Capacity), which is the ability of the soil to hold cations (positively-charged ions). For example, sandy soils have low CEC and might require more potassium during the growing season. Clay soil has minerals, such as aluminum and silicon, that recombine into platelike structures held together by electrical charges.

Anions (negatively charged ions) cannot fix to clay soil. The organic matter in the soil allows anions to fix to them, thus increasing the organic matter present in clay soil can improve the health. Organic matter can be defined as all living organisms or biomass + the formation of aggregates from the residuals of living organisms + non-decomposed humus. Soil with high organic matter can increase CEC, provides food for organisms and plants, and improves the soil structure to better hold water and develop healthy roots.

Generally, Minnesota soils are inherently high in pH, with levels of 7.1-7.3 being normal. This is due to the millions of years of its formation. pH is the potential hydrogen ion, which allows the soil to supply nutrients to the plant. Once the pH reaches 8, grass will not be able to grow effectively. Liming raises pH, while elemental sulfur can attempt to lower it – understanding that big pH changes are difficult to achieve. In turn, it would be irresponsible to apply lime without a soil test because you could effectively increase the pH past the level of being able to grow grass.

Interpretations of soil tests can be tricky.

Phosphorus levels that are listed as “high,” should really be thought of as sufficient, as most inorganic soil phosphorus is bound to soil minerals. Plants require a lot of phosphorus, but much of it is often not available to the plant because it is immobile.

Soil tests can gauge the ability of the soil to supply the phosphorus to the plant and, thus being sufficient. If so, no additional phosphorus is needed and 24

MNLA.BIZ may 20

”

adding nutrients that are unnecessary can result in leaching. Soil test results can help a manager identify deficiencies, opportunities to add valuable and necessary nutrients, and/or the importance of amendments.

Improving Soil Quality in a Non-Chemical Way There are many ways you can improve soil quality. Considering the health of our environment, non-chemical management tools and practices should be considered. Non-chemical management tools include: • Biochar (a highly porous carbon that improves nutrient absorption and provides a permanent home for beneficial soil biology, concept derived from the terra preta of the Amazon rainforest) • Manure-based nutrition • Plant-based nutrition • Compost (beneficial soil biology) • Cultural methods to improve drainage, like aeration and de-thatching • Microbial stimulators (carbon source to increase microbial activity) Non-chemical management practices include: • Recycling grass clippings to provide free nutrition • Mowing high with sharp blades • Overseeding in the fall with appropriate grass species for the lawn ecology • Aerating to provide oxygen and space for grass roots • Not overwatering A Valuable Resource Soil is a valuable resource. That’s why caring, improving and maintaining it is more important than ever. One-third of all our world’s soil has been lost, but we can do something with what we have left.

When we think full circle with an environmental focus we can best serve our customers, our plants and our earth.

➽ SHAY LUNSETH is owner of Organic Lawns by LUNSETH, and ISABEL SEIBERT is an Account Manager with the same company. You can reach Shay at organiclawnsbylunseth@gmail.com, and Isabel at isabel@organiclawnsbylunseth.com.

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LEGAL AFFAIRS

Employee Rights After Termination Patrick McGuiness Zlimen & McGuiness

If you decide to fire or terminate an employee, there are three demands the terminated employee can make post-termination.

These requests are often made via email and may seem like

innocent enough requests, however that is not always the case. As a statutory right, former employees are entitled to demand three things: • a copy of their personnel file; • a statement of the reasons for their termination; and • all wages be paid within 24 hours.

The average employee is typically not aware of these statutory rights, which is why in many cases it should be considered a warning sign to employers. If an employee is requesting this information it could be a sign that the employee could be consulting with an attorney. Let’s walk through these three potential requests from terminated employees.

1. Personnel File Minnesota employees have the right, upon written request, to review their personnel file every six months and terminated employees have the right to review their personnel file once per year following termination, for as long as the personnel file is kept. Minn. Stat. 181.961.

The employer has seven working days to produce the file for review or 14 days if the file is maintained outside of Minnesota. Most often the terminated employee will ask for an actual copy, in which case the employer must provide a copy. An employer does not need to provide a current employee with a copy of his or her personnel file; review of the file is acceptable.

Ensure that you produce all the “personnel record” documents as defined by Minnesota law (Minn. Stat.

181.960). Examples of things that need to be turned over would be: payroll records, medical records, time cards, performance evaluations, unemployment documentation, grievances, and time off requests.

2. Statement of Reasons for Termination Terminated employees may request the “truthful reason” for his or her termination within 15 working days of termination. Minn. Stat. 181.933. Once the employer receives the written notice, they then have 10 working days to produce a written reason as to why the employee was terminated.

An employer’s statement of reasons for termination is often “Exhibit A” in a Minnesota Department of Labor and Industry demand, or lawsuit. Therefore, it should be carefully drafted. It should be a specific and detailed letter that cites the reasonings behind the termination.

3. Payment of All Wages Due and Owing Within 24 Hours With few exceptions, an employee is entitled to pay within 24 hours of a written demand after termination. Minn.

Stat. 181.13-.14. This one is pretty cut and dry. If the employee has hours that they worked, but were not paid for, they must be paid. Wages must be paid in the usual manner that they have been paid, unless the employee requests the money be sent through the mail.

➽ THIS ARTICLE PROVIDES GENERAL INFORMATION on business and employment law matters and should not be relied upon as legal advice. A qualified attorney must analyze all relevant facts and apply the applicable law to any matter before legal advice can be given. If you would like more information regarding business law, collections, or other legal matters, please contact Zlimen & McGuiness, PLLC at 651-331-6500 or info@zmattorneys.com.

26

MNLA.BIZ may 20

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302 302 302

www.jeffbelzerchevy.com Version # 4 Version # 4 Version # 4

Document Name GMC1-12-FCO-03178-302_v4.indd Document Name GMC1-12-FCO-03178-302_v4.inddLinked Graphics Art Director Control Document Name GMC1-12-FCO-03178-302_v4.indd 12KTFLCHEV032.tif Linked GraphicsRGB

Retail Planning Flyer Control Art Jarret Petsch •Mechjpetsch@jeffbelzer.com Scale 100 8.75”952-469-7063 x 11.25” Bleed Chevy CopyDirector Writer TBD

RGB

12KTFLCHEV032.tif RGB HD CC with Dump_psd.psd Linked GraphicsRGB Control Art Director 11CHSL00054.jpg RGB Mech TBD Copy Print Scale Scale 100 12KTFLCHEV032.tif RGB None BusinessCentral_KO.ai ProjWriter Mgr csenn HD CC with Dump_psd.psd RGB 11CHSL00054.jpg RGB Scale Please 100 GM_business_choice.ai TBD Copy Writer Jeff Belzer Lakeville,Mech MN. call the Commercial Department at 952-469-4444.

Print Scale None BusinessCentral_KO.ai csenn Proj Stock None HD CC with Dump_psd.psd RGB Acct Mgr Svc kdenmark cube_0758.jpg RGB GM_business_choice.ai Print Scale Trim None 8.5” x 11” BusinessCentral_KO.ai csenn Proj Mgr Family_shot cube_exprss_slvrdo_a6.tif RGB All Rebates & incentives to dealer, must qualify for same, prices subject to change.

Stock None Live None 8.25” x 10.75” kdenmark Acct Mgr Svc afinnan cube_0758.jpg RGB Folded Size Prod GM_business_choice.ai RoundStep_3in_Chevy_Silverado.jpg RGB Family_shot cube_exprss_slvrdo_a6.tif RGB Stock Live None 8.25” x 10.75” kdenmark Acct Svc cube_0758.jpg RGB Tonneau_Chevy.jpg RGB Folded Size None afinnan Mgr TBD 1 RoundStep_3in_Chevy_Silverado.jpg RGB Finishing Buyer To qualify, vehicles must be None used in day-to-day operations of your business and notArtProd solely for transportation purposes.

Must provide Family_shot cube_exprss_slvrdo_a6.tif RGB Family_Option_a3.tif RGB Tonneau_Chevy.jpg RGB None Folded Size None afinnan ProdBuyer Mgr TBD RoundStep_3in_Chevy_Silverado.jpg RGB 4320G_cs.tif CMYK Finishing Art Family_Option_a3.tif RGB Colors Spec’d 4C TBD Copy Edit Visit gmbusinesschoice.com or your Chevrolet or GMC dealer for details.

Tonneau_Chevy.jpg RGB 4320Gss.tif CMYK 4320G_cs.tif CMYK Finishing None TBD Art Buyer Colors Spec’d Family_Option_a3.tif RGB 4C TBD 1PROCS.tif CMYK Copy Edit nminieri/pm Mac with Business Central Special Instr.

4320Gss.tif CMYK 4320G_cs.tif CMYK 1PROSS.tif CMYK Colors Spec’d 1PROCS.tif CMYK 4C Business Central TBD CopyMac Edit nminieri/pm Special Instr. with 4320Gss.tif CMYK BasePkg_ss.tif CMYK Publications None 1PROSS.tif CMYK 1PROCS.tif CMYK 12KTFLCHEV021.tif RGB Mac nminieri/pm with Business Central Special Instr. None BasePkg_ss.tif CMYK Publications

CONTENT CONTENT CONTENT

Job Description 8.75” Chevy Retail Planning Flyer 11.25” Bleed Trim 8.5” x x11” 8.75” x 11.25” Chevrolet, 50Bleed & Cedar, Box 965, Trim Live 8.5” 8.25”x x11” 10.75”

Publications None

Colors In-Use Cyan Colors In-Use

Last Modified 4-17-2012 3:37 PM 4-17-2012 3:37 PMDate Last Modified Printer Output 4-17-2012 3:37 PMDate Last Modified TITAN 4-20-2012 1:48 PM Printer Output

User ma-klane User

John Zadurski 952-469-6818 • User jzadurski@jeffbelzer.com 4-20-2012 1:48Date PM Colors In-Use Printer Output

11CHSL00054.jpg

840 ppi 270 ppi 840 ppi 1089ppippi 270 840 ppi 1089 ppi 270 ppi 1089ppi, ppi461 ppi 464 1112 ppi461 ppi 464 ppi, 421 1112ppippi 464 ppi, 419 ppi ppi 461 ppi 421 1112ppi, ppi 844 419 ppi 1708 ppi 421 ppi 1006 ppi,1708 1004ppippi 844 ppi, 419 ppi 1418 ppi, 1004 1482 ppi ppi 1006 ppi, 844ppi, ppi,858 1708ppippi 860 1418 ppi, 1482 ppi 1006ppi, ppi,605 1004 ppi 606 860 ppi, 858 ppi ppi 1418ppi, ppi,820 1482 ppi 821 ppi 606 ppi, 605 ppi 860 ppi, 858 ppi 3169 ppi820 821 ppi, ppi 606 ppi, 2431 ppi 605 ppi 3169 ppi 821 ppi, 820 ppi 2431 ppi 3169 ppi 2431 ppi

1PROSS.tif 12KTFLCHEV033.tif 12KTFLCHEV021.tif BasePkg_ss.tif 12KTFLCHEV033.tif 12KTFLCHEV021.tif 12KTFLCHEV033.tif

CMYK RGB RGB CMYK RGB RGB RGB

Magenta Cyan Yellow Magenta Cyan Black Yellow Magenta Black Yellow Black

proof of business.

ma-klane Mechd By: nminieri ma-klane Mechd By: nminieri

TITANRTVd By: None TITANRTVd By: None

Mechd By: nminieri

RTVd By: None CD/ACD

COPYWRITER

CD/ACD

COPYWRITER

CD/ACD

COPYWRITER

ACCT SERVICE

PROD

4-20-2012 1:48 PM

AD AD

©2019AD General Motors COPY EDIT

BY SIGNING YOUR INITIALS ABOVE, YOU ARE STATING THAT YOU HAVE READ AND APPRO ACCT SERVICE PROD COPY EDIT VED THIS WORK.

BY SIGNING YOUR INITIALS ABOVE, YOU ARE STATING THAT YOU HAVE READ AND APPRO ACCT SERVICE PROD COPY EDIT VED THIS WORK.

BY SIGNING YOUR INITIALS ABOVE, YOU ARE STATING THAT YOU HAVE READ AND APPRO VED THIS WORK.

4-20-2012 1:48 PM4-20-2012 1:48 PM 4-20-2012 1:48 PM

Job # GMC1-12-03178 Job # GMC1-12-03178 Job Description Chevy Retail Planning Flyer JobJob #Description GMC1-12-03178

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LEADERSHIP

30

MNLA.BIZ may 20

DURING Fearless Leadership

DISRUPTION

Steve Wilcox The Resultants

iStock.com/Vladimir Obradovic

OUR BUSINESS WORLD FACES DISRUPTIONS, the likes of which we haven’t experienced before now. It’s time for leaders to step up. What does it take to be a leader as we face the unknowns and chaos?

Resiliency and Optimism.

That’s YOU, right now, TODAY. Are you up for that challenge?

When the coronavirus first hit, few business leaders imagined we’d be where we are at today. Now more than ever The Resultants core value of “Fearless Leadership” needs to help guide our decision making, plans and actions. As leaders we deal with a VUCA world on a daily basis. VUCA is an acronym used by the US military to describe extreme conditions. Since its inception, it has transitioned to the business environment. Our work world is Volatile, Uncertain, Complex, and Ambiguous. Get used to it…this is the new norm.

So, what does fearless leadership look like in the face of a VUCA environment?

Volatility. First, change your mindset. Social distancing does NOT mean curling up in the fetal position so you can avoid dealing with issues. Instead, look at this as an opportunity to collaborate with your teams to find new solutions to these challenges. Step up and schedule a time to work on contingency plans for the future marketplace. Leaders exemplify proactive behavior which calms the reactionary responses you are seeing. Be prepared to share your “modified” vision that includes “how we’re going to get through this together.”

Uncertainty. This is all about managing change; in this case, how to work ourselves out of a crisis. The way we performed business in the past is not the way may 20 MNLA.BIZ

31

LEADERSHIP

“

BE A LEADER THAT ACKNOWLEDGES CHANGE AND STEP UP TO THE FACT THAT PEOPLE REACT TO CHANGE DIFFERENTLY.

”

iStock.com/Vladimir Obradovic

that will get us out. Be a leader that acknowledges change and step up to the fact that people react to change differently. To combat uncertainty, leaders have that ability to stop, look, and listen. They step way beyond their functional box on the accountability chart to communicate well across the entire organization.

Complexity. Get excited about learning and developing new ways to approach the chaos. Develop a nimble workforce that adapts on the fly.

Leaders strive to create clarity for their people.

• Leverage technology: the wave of the future includes cloud-based remote conferencing, remote work environments, shared files, and updated security measures. Step up to a new normal.

• Cross train to cover someone else’s position. Prevent the loss of productivity when an individual can’t get to work. Step up and establish expectations for work productivity, update process & procedures, then coach others to accept the new norm… varied responsibilities.

• Develop skillsets for when business takes off again in order to retain your valuable workforce.

Ambiguous. Fearless leaders thrive under ambiguity. They take the unknowns and clarify in the best interest of the organization. They predict in order to reset the focus by using measurables; numbers they can rely on to stay the course – or course correct quickly. This is called agility — the ability to move and quickly apply solutions.

Today I received these communications. Which mindset is most like yours?

• Company 1: Message by email: “Our bank lobby is closed – drive up only.”

• Company 2: Message by social media: “Take advantage of the lowering interest rates, use our online checklist, we can navigate your refinancing online.”

• Restaurant 1: Message by email: “We are closed due to the Pandemic.”

• Restaurant 2: Message by social media: “Due to present times we would like to encourage our valued customers to take advantage of our takeout and delivery in addition to our new Curbside Pickup Program! [link to menu]” One of our business owners described our current economic stall this way: “I love times like this. It allows us to be aggressive and secure more market share.” Fearless Leadership is about sustaining AND thriving at a time when others are spinning their wheels. At The Resultants we believe this attribute shows up in the meetings you hold, the issues you solve, and the actions and rocks you pursue. Yes, today we are in a climate of chaos, but it is up to YOU, TODAY, to step up and lead the way to your new normal.

➽ STEVE WILCOX is President and Senior Business Advisor with The Resultants. To learn more about Steve, visit their Team page or connect with him on Linkedin.

32

MNLA.BIZ may 20

RESEARCH FOR THE REAL WORLD

Rice and Mower Counties Quarantined for EAB James Calkins MNLA Regulatory Affairs

State Agency EAB Reports & Recommendations

Manager Although federal and state quarantines have likely helped slow the spread of emerald ash borer (EAB; Agrilus planipennis) nationally and locally, EAB continues to spread in Minnesota where more than a billion green, black, and white ash trees are threatened including about 2.65 million trees that have been planted in municipalities across the state. As a consequence of the continuing spread of EAB in the state, On March 20 and April 2, 2020, the Minnesota Department of Agriculture (MDA) announced the discovery of new EAB infestations in Rice County and Mower County, respectfully, and has subsequently declared county-wide emergency quarantines for these two southeastern Minnesota counties. These are the first new EAB infestations to be confirmed in Minnesota this year, and the most recent finds since Brown County and Steele County were quarantined in September of last year (2019), and increases the number of quarantined counties in the state to twenty-three.

The new EAB infestation in Rice County was detected by a public works employee who noticed an ash tree with EAB symptoms on private property in the city of Faribault while the new infestation in Mower County was discovered by an MDA employee who noticed several ash trees that were exhibiting EAB symptoms along Highway 63 north of Racine, Minnesota. In both cases, samples of live larvae were collected for formal identification. As a result of these new finds, the number of counties that are quarantined for EAB in Minnesota as increased from 19 to 21.

Both of these new infestations are located in counties that are adjacent to previously infested and quarantined counties and whether they are the result of human-mediated transport or movement of the insect moving to new areas on its own is unknown.

The MDA encourages residents to check their ash trees for emerald ash borer by watching for woodpecker activity 34

MNLA.BIZ may 20

and damage that might indicate the presence of EAB larvae under the bark and by checking for cracks in the bark that may be caused by the tunneling of EAB larvae and may reveal the distinctive, S-shaped, larval tunnels under the bark. A video recently developed by University of Minnesota Extension entitled How to Look for Emerald Ash Borer Now may also help property owners assess whether their ash trees are infested with emerald ash borer and learn how to protect and manage ash trees in their landscapes that are threatened by this devastating pest.

The video is a good University of Minnesota resource that arborists and garden center personnel can recommend to customers who are concerned about EAB and the health of their ash trees. When an EAB infestation is suspected, homeowners are encouraged to contact a tree care professional or their city forester. Of course, nursery and landscape professionals should also be on the lookout for signs and symptoms of EAB and both homeowners and green industry professionals should report suspected infestations to the MDA using the Arrest the Pest reporting system at 1-888-545-6684 or arrest.the.pest@state.mn.us.

In an attempt to prevent the spread of EAB to new areas and protect Minnesota’s ash trees, state and federal quarantines currently regulate the movement of all life stages of the emerald ash borer insect and the intra- and interstate movement of ash wood and wood products from quarantined areas including all hardwood firewood, ash nursery stock, and green lumber, wood waste, compost, and woodchips derived from ash species (Fraxinus spp.). It is critical that these quarantine restrictions be followed if the continued, human-mediated, spread of EAB to new locations is to be prevented.

It is expected that the Minnesota Department of Agriculture (MDA) will be hosting open houses for residents and tree care professionals to discuss the discoveries of

Jim Calkins

Figure 1. The discovery of emerald ash borer (EAB; Agrilus planipennis) in Rice County and Brown Counties, announced by the Minnesota Department of Agriculture on March 20 and April 2, respectively, highlights the continued spread of EAB in Minnesota and the importance of protecting existing, large, healthy ash trees in residential and commercial landscapes from attack by this devasting insect when deemed appropriate; EAB management options vary depending on location, tree health and value, and the cost of treatment and removal, and may include removal of all dying (infested) ash trees, proactive removal of all ash trees (healthy and infested), proactive removal of all ash trees (healthy and infested) over time to reduce annual cost, and variable levels of protection of healthy, high-value ash trees using insecticides; here we see an example of a large (32-inch diameter), healthy green ash (Fraxinus pennsylvanica) that has been proactively removed in Hopkins, MN, just one of several trees that were recently removed in this neighborhood.

EAB in Rice County and Mower County to provide information about the management of EAB and gather input on the department’s plan to add these counties to the state’s formal quarantine for EAB. In addition, the MDA is currently accepting oral and written comments on the existing emergency quarantines and the proposed implementation of state formal quarantines in these counties. In both cases, comments may be submitted by contacting Kimberly Thielen Cremers at the Minnesota Department of Agriculture; 625 Robert Street North, St. Paul, MN 55155; Kimberly.TCremers@state.mn.us, 651-2016329 (phone), 651-201-6108 (Fax). Comments will be excepted for Rice County until April 30, 2020, and for Mower County until May 22, 2020.

With the goals of reducing the spread of emerald ash borer in Minnesota, managing the impacts of EAB on the state, and working toward healthier and more resilient forest communities across the state, the Minnesota Environmental Quality Board (EQB; composed of nine state agency heads and eight citizen representatives) and the Emerald Ash Borer Interagency Team have prepared a state agency report that defines the EAB threat and provides recommendations for

achieving these important goals. The 2019 Emerald Ash Borer Report is described as a “call to action” and includes a variety of recommended actions for managing community forests and forested lands organized under four primary recommendations as follows: • Slow the spread – Slowing the spread of EAB to prolong the benefits that ash trees provide and spread the management costs over time • Support communities – Providing counties, cities, townships, and tribal communities with technical and financial assistance for tree inventories, management plans, and implementation strategies to reduce costs, slow the spread, and help maintain the ability to manage other community needs.

• Manage ash wood material – Development of a plan to promote the highest and best use of ash wood material and keep it from entering the waste stream.

• Lead, engage and collaborate – Promotion of a statewide, collaborative effort to address all aspects of EAB management as EAB spreads.

Remember that the emerald ash borer flight season in Minnesota begins on May 1 and continues until September 30. During

this time, EAB larvae will complete their development by going through the pupal stage and metamorphosizing into adult beetles which then emerge from infested trees and fly around in search of food, mates, and new host trees. In general, the development of emerald ash borers, and other insects and biological processes, from eggs to adults is governed by temperature and only occurs when temperatures are warm enough for development to continue and can be estimated using degree days (a measurement of heat units above a base temperature accumulated over time) and can be valuable information for the management of insect pests. For EAB, the base temperature is 50° F (10° C) and it has been determined that the degree day threshold for the emergence of adults is 450 degree days with peak adult activity expected between 900 and 1100 degree days. Current base 50° F degree day accumulations for Minnesota are available using the US Degree-Day Mapping Calculator. As of April 3, 2020, degree day accumulations for Minnesota were between zero and about 20 degree days depending on location within the state with the highest number of degree days having been accumulated in the Wilmar area in west central Minnesota. may 20 MNLA.BIZ

35

RESEARCH FOR THE REAL WORLD

Finally, it has been well-documented that the movement of infested ash firewood is a primary pathway for the spread of EAB to new areas and firewood may not be moved from quarantined areas to non-quarantined areas unless it is certified by the Minnesota Department of Agriculture (MDA). Better yet, firewood should not be moved around the state or even within an infested county. In Minnesota, firewood may only be moved outside areas quarantined for EAB if it has been heat-treated to state standards and certified by the MDA under a compliance agreement.

With the entire state of Wisconsin under quarantine, firewood can legally be moved freely between counties within the state, but the movement of firewood is still discouraged unless it has been properly treated. It is important to remember that, in addition to EAB, firewood can harbor a variety of damaging insect pests and diseases and movement of firewood can introduce these pests to areas that are not yet infested. Given the importance of firewood as a potential pathway for spreading EAB to new areas, moving uncertified hardwood firewood out of EAB-quarantined areas is illegal and punishable by a fine up to a $7,500 per violation per day.

Only firewood that has been certified by the Minnesota Department of Agriculture (MDA) or United States Department of Agriculture (USDA) may be moved outside quarantined areas and must bear the MDA certificate or USDA certificate on the label. Although elimination of the federal EAB quarantine is being considered, the interstate movement of EAB-regulated articles continues to be regulated at the federal level by the USDA Animal and Plant Health Inspection Service (APHIS) in partnership with the individual states included in the federal quarantine.

History of EAB in North America and in Minnesota and Neighboring States Native to east-central Asia, emerald ash borer (EAB; Agrilus planipennis), classified in the taxonomic order Coleoptera (beetles) and the family Buprestidae (metallic woodboring beetles; also called jewel beetles and flat-headed borers), was first documented in North America in 2002 in southeastern Michigan (Detroit area) and across the border (the Detroit River) in Windsor, Ontario, in Canada and has since spread to 35 states in the Eastern, Midwestern (including Minnesota), and Mountain regions of the United States and the far southern portions of five Canadian provinces

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MNLA.BIZ may 20

(Ontario, Manitoba, New Brunswick, Nova Scotia, and Quebec). In the United States it is estimated that seven billion trees are threatened and as much as 35% of the tree canopy in some municipalities. Capable of attacking healthy trees, hundreds of millions of ash trees (Fraxinus spp.) have already been killed in infested areas and all three species of ash that are native to the Upper Midwest, including Minnesota, are susceptible to attack including white ash (Fraxinus americana), black ash (Fraxinus nigra; most common in northern Minnesota and the most numerous species in the state), and green ash (Fraxinus pennsylvanica; also called red ash; the most widely distributed species in the state and the most commonly planted species in designed landscapes). Based on the historical progression of the EAB epidemic, 99% of ash trees in infested areas will ultimately be killed by this devastating insect. As a result, it is estimated that as many as one billion ash trees could be at risk in the state of Minnesota alone.

In Minnesota, EAB was first documented in Ramsey County almost 11 years ago in May 2009; EAB was also confirmed in Hennepin and Houston Counties the same year and all three counties were subsequently quarantined by the Minnesota Department of Agriculture (MDA). Winona County was added to the list of quarantined counties in 2011. Since then, the destructive, non-native emerald ash borer beetle has continued to spread to new areas and, as of this writing, 23 of Minnesota’s 87 counties (24%) are currently subject to complete or partial quarantines in an attempt to prevent the spread of emerald ash borer in the state. Twenty-two (22) counties are covered by complete quarantines including Anoka (2015), Brown (2019), Chisago (2015), Dakota (2014), Dodge (2016), Fillmore (2015), Goodhue (2017), Hennepin (2009), Houston (2009), Martin (2017), Mower (2020), Nobles (2919), Olmsted (2014), Ramsey (2009), Rice (2020), Scott (2015), Wabasha (2016), Washington (2015), Winona (2011), Wright (2018), Stearns (2019) and Steele (2019) Counties. A partial quarantine (established in September 2016 and formalized in March 2017) is also in effect for the southeastern corner of St. Louis County including the city of Duluth.

Originally the quarantine in St. Louis County was limited to Park Point in the city of Duluth, but was subsequently expanded to include the southeastern portion of St. Louis County including the entire city of Duluth

in response to additional EAB finds. The remainder and majority of St. Louis County is not currently under quarantine. EAB is also present across the border in Superior, WI (Douglas County), where a quarantine went into effect in 2013. Although the infestations in Duluth, MN, and Superior, WI, are in areas where winter temperatures tend to be moderated by Lake Superior, these infestations are close to the larger populations of ash trees in the colder, more forested areas of both states. As a result, depending on the actual winter temperatures experienced, we may soon learn whether these infestations will be able to expand and have a significant effect on ash trees in the adjacent, colder areas where laboratory studies have suggested EAB populations may not be able to reach tree-killing levels as a result of the winter temperatures that are typically experienced in these regions. With the exception of the finds in the city of Duluth (St. Louis County), Martin County, Stearns County, and one of the most recent finds in Brown County, the current EAB infestations in Minnesota are limited to the core of the Twin Cities metropolitan area and the southeastern corner of the state.

Fortunately, the spread of EAB in Minnesota has generally been slower than what has been experienced in other states, but this trend may be changing. And although the spread of EAB and the number of trees that have been lost in Minnesota have been atypical compared to the infestations in other states, it is possible that EAB is beginning to spread more quickly in Minnesota. Beginning with the first EAB finds in Minnesota in 2009, six (6) counties were quarantined during the first six years (2009-2014) of the Minnesota invasion, while quarantines have been implemented in another seventeen (17) counties since then (2015-present). Whether additional new infestations will be found this year and whether the increase in finds in recent years will become a longer-term trend remains to be seen. In the shorter term, the widespread subzero temperatures experienced across the state during the winter of 2018/19 may have helped as it has been variously estimated that 70-80% of the overwintering EAB larvae may have been killed as a result of temperatures in the -20 to -30ÂşF range, or colder, in many areas of the state.

Emerald ash borer is also present in Wisconsin (although EAB has not been documented in every county, the entire state is now under quarantine), Iowa (mainly in east-

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ern and southern counties), a few counties in east-central Nebraska, and in southeastern South Dakota (Sioux Falls; May, 2018), but has not yet been found in North Dakota. The South Dakota infestation and the Nebraska infestations, plus infestations in a small number of counties just across the state borders in eastern Kansas, Oklahoma, and Texas, and an isolated infestation in Boulder County, CO, are currently the western-most infestations in North America. In Canada, the EAB infestation is currently limited to extreme south-central Quebec, southeastern Ontario and isolated infestations in Thunder Bay, Ontario (located about 45 miles north of the Minnesota border), the cities of Edmunston and Oromocto in New Brunswick, the city of Halifax in south central Nova Scotia, and in Winnipeg, Manitoba. The introduction of EAB in North America, which likely occurred in the early 1990s, was a human-mediated event and, more recently, the long-distance and initially-isolated infestations of EAB in the Minneapolis/St. Paul metropolitan area, the Duluth/Superior area, Rhinelander (WI), Thunder Bay (Ontario, Canada), Winnipeg (Manitoba, Canada), the Kansas City (MO/ KS) metropolitan area, the southwestern Arkansas/northern Louisiana/northeast Texas region, Boulder County (CO), and Sioux Falls (SD) were also almost certainly human-mediated introductions. Along with other control efforts, all concerned must be constantly diligent and take great care to avoid moving EAB-infested materials, including firewood, to non-infested areas to slow the spread of this devastating insect pest.

Although the presence of EAB in 51 of Wisconsin’s 72 counties (71%) is a depressing statistic, it is important to note that, with the exception of areas in the far southeastern corner of the state and a few counties bordering Minnesota in the southwestern part of the state, most of Wisconsin (approximately 80%) remains EAB-free. The situation in Minnesota is even better where only 23 of the state’s 87 counties (about 26%), almost exclusively located in the Twin Cities metropolitan area and several counties in southeastern Minnesota and along the Iowa border (Martin and Nobles), are currently under full or partial quarantine in an attempt to slow the spread of EAB in the state. The reality is that most of Minnesota, Wisconsin, Iowa, and South Dakota remain EAB-free and preventing the spread of EAB to new areas should remain a top priority. This is a very important reality

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and message that should not be overlooked.

As nursery and landscape professionals are well aware, EAB poses a serious threat to untreated ash trees growing in designed landscapes and ash trees growing in native ecosystems across the state. Keeping this in mind, Minnesota Nursery and Landscape Association (MNLA) members, and especially those firms that do business in quarantined areas and across state lines, should stay informed about additions to the federal and state EAB quarantined areas and changes in quarantine requirements. Nursery and landscape firms should also continue to educate their customers about the threat of EAB and how to manage and prevent the spread of this devastating insect pest including the treatment of valuable ash trees in residential and commercial landscapes. Treating healthy ash trees has been shown to be a highly effective means of protecting valuable ash trees from attack by EAB in landscape settings and maintaining the many, important, socioeconomic and environmental benefits provided by these trees; benefits that would not be regained for generations if such trees are allowed to become infested or are simply removed and replaced. Minnesota nurseries and garden centers are also important sources of information for the landscaping public on site-specific plant selection and providers of the landscape trees and other landscape plants that can provide the increased diversity needed to reduce the impacts of the growing list of invasive insects and diseases that threaten designed landscapes in Minnesota and beyond.

Nationally, emerald ash borer has now been documented in 35 states. As a consequence, the USDA Animal and Plant Health Inspection Service (APHIS) has proposed the elimination of the federal EAB quarantine which would eliminate the federal regulations on the movement of materials that could harbor EAB between states; a formal decision was expected in 2019, but there has been no announcement yet (as of April, 3, 2020).

Federal resources would still be used for Managing EAB including biocontrol using three species of parasitic, stingless wasps (Oobius agrili, Spathius galinae, and Tetrastichus planipennisi; Hymenoptera: Encyrtidae, Braconidae, and Eulophidae, respectfully) that are natural enemies of EAB that have been approved for release in the United States. All three species are host-specific parasitoids that attack EAB eggs (O. agilli) or

larvae (S. galinae and T. planipennis). If EAB is deregulated at the federal level, it is likely that states where EAB has not yet been documented, primarily states west of the Mississippi River, would enact exterior quarantines that would restrict the movement of ash trees and ash wood products into these states from infested areas. In anticipation of a possible decision to abandon the federal quarantine, the MDA has developed a modified version of the Minnesota quarantine with the goal of filling the gaps that would result should the federal quarantine be eliminated.

The MNLA has commented on the proposed changes to the state quarantine and has expressed support for continuing the state quarantine and the MDA’s other EAB management efforts. We will keep the MNLA membership informed about any changes to the federal or state EAB quarantines.

Note: The following links are clickable in the digital version of The Scoop. If you don't receive it, email Lora@mnla.biz to become a subscriber. Bonus: The Scoop Online is published a week before the printed version!

Selected Links to Additional Information About EAB: General information about the Minnesota Department of Agriculture (MDA) emerald ash borer

(EAB) program and links to more specific information about EAB in Minnesota.

The text of the Minnesota EAB formal quarantine (Version 14; May 30, 2019). The quarantine ad-

dresses the use and movement of regulated mate-

rials which include the insect itself (all life stages); all plants and plant parts of the genus Fraxinus,

including nursery stock, scion and bud wood, logs, branches, stumps, roots, woodchips and mulch

(composted or not), hardwood firewood (firewood

from any non-coniferous species), and other materials deemed to be a risk for the spread of EAB by the Minnesota Commissioner of Agriculture.

A publication developed by the Minnesota Department of Agriculture entitled Guidelines to Slow

the Growth and Spread of Emerald Ash Borer is a good source of information and guidance on

preparing for, detecting, and managing healthy and

infested ash trees, EAB populations, and tree waste in Minnesota.

An interactive, searchable, map of specific EAB finds and generally infested, quarantined, and biocontrol areas in Minnesota.

A summary of the status of EAB in Minnesota,

Additional information about EAB and its man-

along with information about some of the activities

agement is also available on the My Minnesota

and track EAB in the state.

- Forestry).

being pursued by the MDA to better understand

Woods website (University of Minnesota Extension

The recently-updated publication entitled Managing

And finally, additional information regarding the

Woodland Owners (2019; University of Minnesota

the Emerald Ash Borer Information Network

Ash Woodlands: Recommendations for Minnesota Digital Conservancy).

Information about research on emerald ash borer being conducted at the University of Minnesota

status of EAB in North America is available on

website and from the United States Department of Agriculture (USDA) Animal and Plant Health Inspection Service (APHIS).

through the Minnesota Invasive Terrestrial Plants

Additional information on moving firewood in

As mentioned previously, a new video entitled How

Moving firewood in Minnesota (MDA)

and Pests Center (MITPPC).

to Look for Emerald Ash Borer Now (April 1, 2019) is available from University of Minnesota Extension.

Additional information about insect pests in Minnesota, including EAB

Information from Extension specific to EAB Additional information about EAB in Wisconsin Additional information about EAB in Iowa Additional information about EAB in South Dakota

Minnesota & Wisconsin:

general information about the status of EAB in Min-

nesota and North America and EAB quarantines, are available through the following links:

MDA Newsroom Article – Emerald Ash Borer Discovered in Rice County

MDA Newsroom Article – Emerald Ash Borer Discovered in Mower County

MDA EAB Webpage (including links to information about the status of EAB in Minnesota and North

America, the Rice County and Mower County emergency quarantines, the state formal quarantine, and the notices for the quarantine comment periods)

The Minnesota Department of Natural Resources

also has firewood restrictions related to the use of firewood on DNR lands.

Moving firewood in Wisconsin (WDATCP) Information from Wisconsin Department of Natural Resources

Additional information about the discoveries of

EAB in Rice County and Mower County, as well as

➽If you have questions or comments regarding this MNLA Regulatory Update or the status of EAB in Minnesota and neighboring states, or other places in North America, contact Jim Calkins, MNLA Regulatory Affairs Manager, at jim@mnla.biz.

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39

INSECTS

WITHOUT The Bugs We Can’t Live

Faith Appelquist

Tree Quality LLC

Pollination involves not just bees, but 20,000 different species of flies, ants, beetles, and other insects.

Although they resemble insects, millipedes are arthropods. Insects have six legs, four wings and two antennae.

North America’s overall bird population has dropped 29% since 1970, with about 3 billion fewer birds now than nearly 50 years ago.

Faith Appelquist

Ninety percent of all plant production is left lying on the ground. The patient chomping of insects on rotten remains not only clears the ground of dead plants and animals, it returns nutrients to the soil.

Without it, new life could not grow.

iStock.com/arvitalya

Most of us see insects as a buzzing, stinging nuisance to be slapped,

sprayed or eradicated. But if you value life as we know it, you should fear for their survival. Despite insect’s 479-million-year track record, they are starting to struggle.

Data suggests that while we humans have doubled our population in the past 40 years, the number of insects has been reduced by almost half, according to a 2014 report in the journal Science. In Germany, the accumulated biomass of all insects trapped in more than sixty locations nationwide has plummeted by 75 percent in just thirty years.

The National Academy of Sciences reports 10 to 60 times fewer insect numbers between 1976 and 2012. It’s easy to read that number as 60 percent less, but it’s sixtyfold less. These losses are already rippling through the ecosystem, with serious declines in the number of lizards, birds and frogs.

Insect populations are falling for a number of interconnected reasons. Most important is our ever-more-intensive use of land for agriculture and development, which leaves fewer intact habitats, from rain forests to flower meadows. On top of that, climate change, pollution and pesticides, as well as the movement of species to non-native environments around the world, have had a destructive cascading effect on local ecosystems and their insects. Even increased use of artificial light has an impact on some species.

At what cost? Bugs are vital to the decomposition that keeps nutrients cycling, soil healthy, plants growing and ecosystems running. This role is mostly invisible, until suddenly it’s not. Like janitors in offices or

apartment buildings, they do a lot to clean out the trash. It might not be a glamorous job, but the processes of decomposition and decay are critical to life on earth.

The most compelling reason to care about insects is self-interest.

Insects sit at the base of the food chain, fodder for innumerable other critters. They also pollinate three-quarters of our food crops. One survey estimated that insects contribute nearly $577 billion to the world economy through agricultural activity.

To stabilize insect populations, we need to find ways to take care of their habitats, whether in rain forests or cities and suburbs. Many species cannot survive in a transformed modern landscape. We can achieve a great deal with belts of trees and bushes alongside streams in residential areas; green shoulders and hedges along roads; and borders of wildflower meadows along the edges of fields. In forests, we need to keep old, dead trees to house their requisite share of insect ecosystems.

We humans have long taken the free services of insects for granted.

Taking care of them is a form of life insurance for our children and grandchildren. If human beings want a place here, we’d best make nice with our six-legged friends.

➽FAITH APPELQUIST is an ISA Board Certified Master Arborist, an ISA Municipal Specialist MN, and an ASCA Registered Consulting Arborist®. Faith can be reached at faith@treequality.com. may 20 MNLA.BIZ

41

VEHICLE Understanding Your Commercial

FOOTPRINT

Optimizing Your Energy Use George Survant, and Christopher Lyon

iStock.com/urfinguss

NTEA – The Association for the Work Truck Industry

may 20 MNLA.BIZ

43

Source: NTEA 2020 Fleet Purchasing Outlook

FLEET IMPACT

Figure 1: Fleet approaches to fuel savings

As fleet professionals, we tend to think of our

vehicles as transportation devices, mobile tools and—in our connected world—data sources. We do, however, need to evolve our view of vehicles, visualizing them as energy users. The Energy Information Administration (EIA) states: Only about 12–30% of the energy from the fuel you put in a conventional vehicle is used to move it down the road, depending on the drive cycle. The rest of the energy is lost to engine and driveline inefficiencies or used to power accessories. Therefore, the potential to improve fuel efficiency with advanced technologies is enormous.” (See fueleconomy.gov/feg/ atv.shtml for details.)

If your fleet is like most, a large part of your operating budget may be focused on fuel (and energy consumption). Large vocational trucks, by nature, can consume tremendous amounts of energy — both in transit and on the worksite. As with any commodity, energy comes with a price tag, and to lower this expense there are two available options: use less energy and/or reduce the cost of energy consumed.

Consuming less energy Decreasing energy consumption can be both direct and indirect. In the commercial vehicle world, direct energy savings come from the

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MNLA.BIZ may 20

main powerplant, and indirect savings stem from working more efficiently (in some cases, independent from the main vehicle powerplant). Types of direct energy reduction include shifting workloads from the main powerplant (i.e., PTO-driven operations from the engine) to stored energy or more efficient sources.

Shifting from the main powerplant can be done with devices like auxiliary power units.

These are commonly seen on refrigerated loads to ensure cargo stays preserved even when the truck engine is not running. Also, stored energy systems are devices that allow the truck to work on-site without the engine running. Examples of these systems include aerial lift trucks where the aerial platform and tools are operating on stored electricity without an engine running.

In other applications, launch assist devices can help reduce the need for bigger engines for the peak power demand created from overcoming a truck’s standing inertia. These are often stored energy devices from batteries and, occasionally, hydraulic reservoirs.

Idle management systems are also an important solution to lowering energy demand. These systems create savings by shortening engine run time. This has become an increasingly common solution in passenger cars and light trucks as the engine stops when the vehicle is not underway. With

engine start response times in the milliseconds, an idle management system is a viable way to stop burning unneeded fuel commonly encountered in congested traffic situations.

In NTEA’s 2020 Fleet Purchasing Outlook, fleets shared how they view opportunities to decrease fuel intake; latest survey results show idle management technology taking top priority (see Figure 1).

Driving lighter vehicles is another way to consume less energy. While payload may not be directly actionable due to mission and consumer location restrictions, vehicle weight can be directly actionable (1%–3% fuel economy improvement per 5% weight reduction; fuel cost savings are estimated assuming an average vehicle lifetime of 166,000 miles).

All too often, the immediate reaction is to think lighter weight vehicles are more costly and less durable. Today’s products are significantly improved in several regards: fiberglass products (a composite material) are backed by advanced support materials (rather than the plywood common in previous years). They’re designed to ensure the body remains light and, at the same time, durable and affordable to repair. The same is true for aluminum. Products used in new generation bodies are significantly stronger, while not giving up aluminum’s weight advantage over steel bodies. Repair techniques for aluminum

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are more sophisticated, and the number of competent repair centers has grown exponentially.

Virtually all OEMs today are using combinations of composite (fiberglass, for example) and aluminum to reduce final vehicle weight with the result of improved vehicle fuel efficiency. To the greatest extent possible, buyers in the fleet community using state-of-the-art upfitters and vehicle modifiers should incorporate these leading techniques to diminish the energy used in fulfilling their respective missions, while providing superior value.

Basic, well-executed fleet operation fundamentals represent another element that must be considered. Examples include: • Properly inflated tires • Reduce rolling resistance on components such as tires (4%–7% improvement in miles per gallon; see fueleconomy.gov/ feg/atv.shtml for details) • Thorough and timely vehicle maintenance In addition, mapping powertrain curves to transmission shift points (reflecting use of an optimized match of engine power to mission requirements) is an excellent way to reduce energy used. Getting the correct match can net impressive energy reductions with reasonable additional cost. This technique is so effective that some suppliers in the space guarantee savings from this option (examples of 8%–9% fuel economy improvement is not unusual).

You can’t afford to overlook driver behavior (which can change through coaching) for reduced energy use (10%–40% improvement in miles per gallon; see fueleconomy.gov/feg/ atv.shtml for details). Aggressive acceleration and harsh braking not only harm fuel economy and increase unnecessary wear but also elevate risk for a crash event. Providing drivers with real-time performance feedback and positive reinforcement can significantly influence driver behavior.

Paying less for energy Petroleum fuel costs are notoriously volatile and, sometimes, moved by reported news events — not weighted carefully against the potential effect on world supply. Beyond representing a significant portion of the fleet operations budget, the volatility alone can create problems in corporations that would see internal cash and profitability effects from unanticipated fuel price increases.

One advantage of shifting to nontraditional fuel sources is the significant boost in cost stability.

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FLEET IMPACT

According to EIA, in addition to cost stability, the cost per GGE of propane, CNG and electricity is significantly lower than gasoline or diesel. Issues with these cheaper alternatives are twofold. First, the vehicles are more expensive to acquire and can bring less in the resale market (depending on regional refueling infrastructure and mandatory compliance issues). A more challenging issue is refueling infrastructure. Currently, selecting one of these alternatives is highly dependent on your mission and availability of refueling options.

When there’s a selection of alternative fuels, fixed predictable-route fleets dispatched from a central location are an excellent choice. As with any vehicle decision, a thorough life cycle cost analysis (considering all costs with an accurate forecasted resale value) can validate alternative fuel sources as an excellent investment for your fleet.

Where does the energy go?

Looking at actual energy put into vehicles as compared to what’s coming out can be an important factor. Conventional gasoline combustion energy only utilizes 12–30% of the energy from the fuel to power wheels on the road. Where does the energy go? Much of this energy is transformed into heat, mechanical loss, and sound—essentially not used to propel the vehicle. Hybrid vehicles (as compared to internal gasoline vehicles) capture 21%–40% of the energy from fuel consumed. Finally, electric cars can run at about a 72%–94% efficiency level. Currently, only electric, electric hybrids and certain hydraulic systems reclaim kinetic energy during braking, returning a portion of the energy used in the process.

Finding the right technology Start with a deliberate discussion of work mission with the fleet user. Beginning with the main powerplant, evaluate all options to determine any savings opportunities with an alternative fuel choice. You may want to perform a formal drive and duty cycle analysis to map potential cost reduction opportunities.

Drive cycle defines how vehicles operate based on: • Average speed • Amount of incidental idling time • Power export time (PTO operation, etc.)

• Number of starts and stops per cycle • Longest average continuous running time per cycle Duty cycle defines how much a vehicle is used and looks at:

Figure 2: EIA reported fuel cost Source: U.S. Energy Information Administration (EIA)

Figure 3: Energy requirements for combined city/highway driving Source: U.S. Department of Energy (fueleconomy.gov)

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• Length of average operating cycle • Number of operating cycles per period • Total miles driven per measurement period • Percentage of loaded versus empty operation • Percentage of on-road versus off-road operation Next, evaluate if there’s a technique you can use to lessen dependence on your main powerplant that can be effectively deployed in your fleet. These initial steps refer to both additions to your fleet and replacement of existing equipment. There are some applications where a retrofit may be a practical choice, but it can be challenging to justify such costs given remaining life of the vehicle in question.

Properly managing idling Evaluating high-idle vehicles is an important consideration. Begin by defining why and where the vehicle is idling. In vocational settings, idling can be defined in two categories: during the work event and not directly supporting the work event. Examples of supporting work cycle events include PTO activities (where mechanical energy is drawn from the main powerplant). Unnecessary idling occurs when no work is being performed, which can be considered wasted energy. Driver behavior or advanced idle shutdown technology can be utilized to limit unnecessary idling. Mitigating unnecessary idling and managing essential idling can be an avenue for cost savings. Usage data can make the case for no engine-on activity (work from stored energy) or partial engine support (using a combination of stored and mechanical energy).

One new challenge for fleet operators is created by the need to clean the exhaust system, eliminating unwanted and harmful emissions. Reducing emissions via diesel particulate filter (DPF) and selective catalytic reduction systems requires a maintenance cycle commonly referred to as the regen cycle that flushes the exhaust stream of accumulated ash and soot. Fleets in the high-idle category need to consider this. As the regen cycle is automatically initiated by the engine control system at a specific temperature and runtime, an engine at idle often does not produce high enough exhaust gas temperature to trigger the automated regen cycle. Vehicles driven on the highway often achieve proper conditions to trigger an automatic passive regeneration of the DPF. In circumstances where urban and high-idle vehicle activities 50

MNLA.BIZ may 20

do not achieve suitable trigger conditions, these engines require manual regeneration.

Failure to properly maintain the DPF can result in reduced performance and automatic engine power derating. Manual regeneration can be time consuming, resulting in lost productivity. Lessening fuel burned will decrease the frequency of required regenerations. Understanding idling implications is an important factor in the process of making an alternative fuel decision.

Beyond the battery Many arguments can be made for and against vehicle electrification. One of the most visible is vehicle battery end of life. In June 2018, Bloomberg News reported that the first cycle of electric batteries was reaching retirement.

Some think that, much like an end-of-life vehicle, they are scrapped, with parts being recycled and going to a landfill. However, there can be a secondary market for lithium ion vehicle batteries. While no longer optimal for the vehicle segment, they continue to have a viable use in the marketplace. The secondary life can extend another 7–10 years, providing grid management or even electric vehicle charging.

Telematics improvement opportunities There are three significant impacts of telematics in fleet management. It can help optimize route management and dispatching; track and provide fleet operators with information used to improve maintenance programs; and offer valuable insight into safe driving behavior. When integrated with a fleet management system, captured data can improve decision-making regarding vehicle life cycles, reliability and serviceability. Optimizing these last elements will improve operator productivity and, ultimately, the entire fleet’s value proposition.

Telematics data is valuable but can be somewhat overwhelming — despite having the support and resources of suppliers.

Integrating data with your intelligence gathered from experience and user input can be challenging for those without an analytics background. The data logger drive and duty cycle analysis program available through Green Truck Association (GTA) collects operating metrics and provides fleet and industry information on how vehicles operate in varying environments. The analysis program allows for benchmarking against other options and technologies available in today’s market. It can help you integrate data

into your reference experience and operating conditions and develop optimal operating solutions to fit your needs. This opportunity is available at no cost to all GTA fleet members (except for return shipping of the data loggers). Learn more at greentruckassociation. com/datalogger.

Putting it all together Effective fleet operation in this generation of sophisticated operating elements (i.e., engaged drivers; technologically advanced fleet products; and ability to make near real-time, data-driven decisions) has become significantly more complex. Reducing your impact and adjusting your energy choices require multiple levels of investment (based on which fuel source is right for your fleet); the ability to perform an in-depth examination of what’s available in the market and how relevant those choices are to your fleet; careful analysis and weighting of relevant data sources to reveal critical decision junctures; and strong fundamental fleet operations.

The good news is that many of these options can be applied concurrently: improving driver behavior will enhance any design choices you’ve made in constructing your fleet vehicles, for example. Some choices are evolutionary — great candidates for an existing fleet (optimizing engine power to shift points and idle revolutions per minute), while some are only available in the replacement/ growth cycle. Built-in safety features like lane departure and anti-collision devices are becoming readily available to vocational fleets.

Driver comfort and ease of operation are now the standard. It’s exciting to see where we’ve come in recent decades, and there’s no doubt the fleet community will continue to make strides toward being good stewards of available resources.

➽ GEORGE SURVANT is NTEA’s Senior Director of Fleet Relations and Christopher Lyon is NTEA’s Director of Fleet Relations. NTEA offers access to publications and reference materials on current regulations, safety standards, and other technical issues at ntea.com. To learn more about the tools, resources and solutions available to members, visit ntea.com/memberbenefits.

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RETAIL RESET

How Will You Embrace the Great

CORONAVIRUS RETAIL

RESET? Bob Phibbs

iStock.com/ptasha

The Retail Doctor

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WHAT WE DO AS RETAILERS NOW WILL DETERMINE WHAT RETAIL LOOKS LIKE IN THE FUTURE. We as consumers are hitting the pause button because of the coronavirus, but as retailers, we can’t. We as humans seem to be programmed to go negative when faced with crisis.

We connect dots until all is lost. We can’t allow that to happen.

Your employees are counting on you. Your customers are counting on you. You are counting on you. You have to be the hero in this story.

For a fix-it guy like me, it is hard to adjust to this economic crisis and hard to acknowledge it isn’t something that can easily be fixed. We’ll have to just wait out the shelter-in-place at this point. Testing is the fastest path to restore confidence in Americans and that will take time. Public health decisions will be determined by governors, not pundits. I may not be able to change the outcome of things, but I can control my response to the process as it plays out. And to that end, I am writing this for you…

After 9/11 We’ve bounced back from 9/11 and the 2008 recession. We’ve had all sorts of personal and professional catastrophes. But we have a short memory. The more we remember this is a WE moment and not a ME moment, the better we’ll all get through.

The closest parallel I think we have is how the airlines got back into business after 9/11.

The planes had been parked at various points around the world. The air traffic controllers had to adjust to planes they didn’t normally deal with. The airlines had to get them back to their usual routes and coordinate to create a new schedule people could rely on. And then they had to get people back into the idea of flying. It was an act of courage to get on a plane in the weeks and months after 9/11.

From those early adopters, the rest followed.

Most companies aren’t willing to change until they are in financial peril and scared.

For most of us, that time is now. But we need to move past that and take advantage of this time to find the opportunity. And I’m certain, opportunities will come out of this. The fear is we lose the joy of shopping like we temporar-

ily lost the joy of flying. As small businesses start to reopen, those first few people who come out will be crucial to drawing others out.

In-store Management Will our employees look at shoppers as germ carriers? Will we all want to get in and get out?

Will we all be asking permission to come over and help someone? Will we use hand sanitizer after every interaction, and if so, will this push people away? Will shoppers crave interaction and be intrigued to discover that which makes us feel more human and less isolated? I think so, but all of it will be in degrees.

Know this: the retail covid-19 sales slump won’t discriminate. It is hitting big and small, online and offline, new and established. The key point is what are you going to do to get out of it as customers return? We have to look at the opportunities. We have to reinvent ourselves. The clock is ticking. We’ll get back to work, but the key will be how we can get back to growth. So, what has to happen?

The Great American Reset You have to look at this time like you are planning a new business wherever you are in the world. Your capital will be challenged, and you’ll have to have people working when there is low demand. You’ll have to market yourself as more than just open but do more to become your customers’ favorite place.

Just like a new business, you’ll have to have a soft opening and a Grand Opening. And you’ll have to sell your way out of this more than any previous time in your business life.

With unemployment expected to be upwards in the double-digits for the foreseeable future, you won’t have the luxury of holding on to anyone on your team who honestly can’t make a shopper’s day. The good thing is you should be able to upgrade your crew like never before. You have to remember when you first opened.

Or even when the big boys started...

Bernie Marcus and Arthur Blank dreamed up The Home Depot at a coffee shop in Los Angeles in 1978. They envisioned employees who would not only be able to sell, but they would also be able to walk customers at every skill level through most any home repair or improvement. It wasn’t enough to sell or even tell; associates also had to be able to show.

Or when your parents or grandparents opened their stores...

They would have done anything to get any money from anyone. They personally reached

out to thank each and every shopper. If they didn’t know the answer, they knew they had to find it — fast — before that shopper went to someone else. It can’t be okay to just let shoppers wander through your store unaided.

How will you care for them besides having hand sanitizers stationed like gift card displays throughout your shop?

Customers won’t know what they are necessarily looking for. Will you still expect them to tell you? Will your associates be able to create a bond between your products and those early adopters?

One more predication: Trade associations will be seen as more important as shell-shocked retailers crawl out gingerly to discover the new shopper and what they can do now that they had been avoiding doing before the virus struck. To those associations, your time to step up with leadership, inspiration, and hope over the next quarter will be crucial for your own and your members’ survival.

4 Realities for Retailers When They Reopen 1. You may need the granddaddy of all clearance sales. You’ll have to deal with mark-

downs of spring items. Go big to clear them or hold onto them and compound the issue. This will be tough for all retailers. The longer your store remained closed, the worse this old inventory will be. And there simply aren’t enough third-party vendors to take it all.

2. You’ll need to care for the early adopters.

You potentially could be open for weeks with only a few shoppers coming in. I doubt there will be an all-clear signal from anyone. That means your first shoppers who venture out will be courageous.

They must be welcomed, greeted, and cared for with kindness and not suspicion. Your store must be fully integrated from online, app, and brick and mortar.

Even smaller independents can no longer boast, “We don’t have a website. We don’t need one.” Same for social media.

Every business will be expected to use Facebook and Instagram to connect for the foreseeable future. (See sidebar for tips on using social media in the time of Covid-19.) Each day you’ll have to look at how you can serve your customers better. You’ll have to see what went good but also what could be better.

3. Be careful of your messaging. You would think from the hotel and airline emails I’ve received this week that they will

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never re-open again. Their downbeat messages scream hope is lost and that we’re in the time of deathly hallows.

Where is the hope? The “we’re in this together.” The message, “We look forward to a day we’re back to normal and welcoming you into our properties or onboard our planes.” That’s the message your customers want from you. Stability.

We’ll get through it. See you soon.

4. Realize that marketing has its limits.

You can’t market your way out of this with a coupon. You’ll have to discover where you fit into the retail world.

Wellness is going to be a huge theme for the rest of the year. How are you going to care for fragile customers whose world was turned upside down? You need to think about that. Think about all the birthdays that were missed, anniversaries, and special occasions. You’ll be able to market the hope they can still do those things...even if a bit delayed. Plan now.

When will the economy start growing again?

What we will need to see in the economy to know growth is coming along? Economists use a term called green shoots to indicate signs of economic recovery. We’ll know we’re seeing those green shoots when we find: • Fewer cases of the virus being reported for at least two days in a row.

• The ability for large groups to meet.

• The restart of major league baseball.

• Car traffic or subway rides increasing.

• Auto sales increasing.

• Housing sales increasing.

Li-Gang Liu from Citibank noted when speaking of the SARS recovery of 2003, “When the virus was contained, manufacturing rebounded sharply, in a so-called V-shaped recovery. But service industries, including hotels and restaurants took several quarters to fully bounce back.” I would expect the same this time.

Yes, governments are injecting huge amounts of capital into businesses. But we must get back to normal life. Business can’t fully come back until people can solidify events in the future and plan for them to bring back jobs, business activity, and consumption.

No amount of stimulus can turn that tide.

In Sum Of course, we are all worried about what will next happen. Panic in private if you must, but project strength and level-headedness with everyone at all times. Look for even a 54

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grain of hope in the news. To go further with your own mindset, stop digging deeper into the what might happen or how a virus works to overcome the body stories prevalent on social media.

I wouldn’t say you only have one shot to get this right, but shoppers have to feel good when they return. No, they have to feel awesomely, even fabulously, thrilled at going to your store.

They’ll be open to more humanity. They’ll have had enough fear. Will you be ready?

The great shame would be to go back to little interaction and taking shoppers’ wallets for granted. If that happens, this time to pause, reflect, gird your loins, reset, and fight for your business will have been for naught.

You need to realize instead of looking at how much your business is down, the fact you have a business at all will have to be celebrated.

When I was CMO of It’s A Grind, a coffee franchise based in California, new owners would complain about how few customers they had. “After all,” they’d say, “look at how many people are at Starbucks.” I’d have to tell them to stop looking at what they didn’t have and comparing. Take care of the customers who found you, brand their butt with your brand and the product, service and most of all, the feeling they had interacting with you.

In a few weeks you can look at the trends and notice it is all trailing upwards. But for now, be of service and be grateful.

• Hone the craft of retail.

• Train every associate to create an exceptional experience.

• The clock is ticking.

• The great American reset has begun.

• Get busy.

• In hope, I am fearless.

# Social Media in the Time of Covid-19 1. Use social media like crazy. People are craving online content more than ever.

2. Go live in-store or even from your home!

Facebook algorithms prefer Live videos and rewards them with more views than recorded ones. a. Let people know you are still open!

Go live in-store to show people you’re there. b. Showcase new arrivals, merchandise you’re preparing to deliver, and activity in your store. c. Talk about cleanliness, social distancing, the works. Let them know what you are doing to make sure everything is sanitary and safe; they need to trust you. d. It’s ok to say it is lonely there, but keep your main goal to say, “we’re in this together.” You have to be positive. e. Feature a product someone can use to alleviate boredom or a project they can do together in their own back yard. Make sure everything you show is relevant to right now. f. Consider virtual events like a photo contest or virtual potting party. g. Think of your content as a form of entertainment for your customers. Get your name out there in a positive way; make people laugh or smile or relieve their boredom and sense of isolation. h. Be creative but sensitive to the fact that those who don’t have security in their paycheck won’t bite no matter how much you promote. Don’t beg people to buy from you to keep you in business; that is not the message you want to put out there.

3. Build your audience now. This is a perfect time to focus on strengthening your online audience as a way to convert customers in the future. People who can’t buy from you now need to see you and your products, so they know to buy from you later.

4. Don’t have a panic sale. We’re going to

BOB PHIBBS, The Retail Doctor, is a nationally recognized business strategist, customer service expert, sales coach, marketing mentor, and retail author. To learn exactly how to provide retail sales training in a system that is easy to duplicate and train, contact Bob at www.RetailDoc.com.

have to sell our way out of this hole we are all in, but don’t have panic sales as a way to drive traffic to your website. By having a “Coronavirus” sale, you are just associating your business with a virus.

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