The New Jersey Landscape Contractor - Fall 2023

The New Jersey Landscape Contractor Fall 2023

The Official Publication of the New Jersey Landscape Contractors Association

Navigating Internal Audits for Form

I-9

PROACTIVE MARKETING STRATEGIES IN THE “NEW” ECONOMY

HUMAN RESOURCES

ROAD MAP

LANDSCAPE LIGHTING: TIPS, TRICKS & PITFALLS

HOW TO DETERMINE SNOW REMOVAL PRICING

Published By

The New Jersey Landscape Contractor magazine is the official publication of the New Jersey Landscape Contractors Association, dedicated to the professional landscape industry of New Jersey. NJLCA was founded in 1966 as the Bergen County Landscape Contractors Association, and is today comprised of over 550 member companies throughout New Jersey.

New Jersey Landscape Contractors Association 465 Mola Blvd, Ste. 2, Elmwood Park, NJ 07407 Phone | 201-703-3600 -- Fax | 201-703-3776 E-mail | info@njlca.org Visit our website at www.NJLCA.org Publisher/Editor: Gail E. Woolcott Social Media/Marketing Coordinator: Angela Christou Administrative Assistant: Maria Albuquerque

Table of Contents NJLCA 2023 Golf Challenge at Wild Turkey Golf Course at Crystal Springs Golf Resort

4

President’s Message

28

NJLCA Social Media Update

4

The Buzz

31

Ultimate Guide to Navigating

5

Letter from the Editor

7

Proactive Marketing Strategies

Internal Audits for Form I-9: Your FAQ’s Answered

for Landscape Companies in the

32

NJLCA Golf Challenge Recap

“New” Economy

34

How to Keep Your Landscaping Business OSHA Compliant

8

Upcoming Events

11

Landscape Lighting: Tips, Tricks

39

Welcome Members

and Pitfalls

41

Tales from the Landscape Side

13

Turf Talk

42

Associate Focus: Progressive

14

NJLCA Awards Information

16

Human Resources Road Map

21

How to Determine Snow Removal

Hydraulics Inc. 43

Contractor Focus: Crystal Lake Landscaping Inc.

Pricing

44

Member Reviews

24

NJCSE Recap

46

Meet the Board

28

Landscape AlterNATIVES: Butterfly Weed (Asclepias tuberosa) www.NJLCA.org

Contributing Writers Aquarius Supply | Snehal Batra | Greg Carpenter | Steven Cesare, PhD. | Rich Goldstein | Greenius |Jackson Jostes | Landscape Management Network | David Nachman | Samantha Oberstein | Gail Woolcott | Steven Yergeau | Ludka Zimovcak NJLCA Combined Board President | Richard Goldstein, CLT Vice President | Richard Andreu Treasurer | Adam Reisboard Chairman of the Board | Bob Pedatella Director | Jeff Baker Director | Tom Barillo Director | Kevin Dulio Director | Justin Flatow Director | George Futterknecht, CLT Director | Shawn Kukol Associate Director | David Gaynor Associate Director | Rawn Leegwater Associate Director | Wade Slover Associate Director | AJ Tudda Advisor | Dr. Steve Fischer, Bergen Comm. College Advisor | Dr. James Murphy, Rutgers University The New Jersey Landscape Contractor magazine is published triennially. 600 print copies are distributed to members and over 4,000 digital issues are sent to professionals in the Green Industry of New Jersey, as well as educational and governmental institutions. Subscription rates: $45.00 per year; $15.00 per copy. New Jersey residents only, please add 7% sales tax.

To advertise in The New Jersey Landscape Contractor, please contact Gail Woolcott at (201) 703-3600 or e-mail gwoolcott@njlca.org.

Article and photo submissions are encouraged and may be sent to NJLCA at the above address. Publisher assumes no responsibility for safekeeping or return of photos or manuscripts, and reserves all rights to edit material submitted for publication. © 2021 New Jersey Landscape Contractors Association.

All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

The opinions expressed in articles do not necessarily represent the opinions of the NJLCA.

PUBLISHED June 2023 Cover Photo: CLC Landscape Design “Mountaintop Luxury” 3

I hope this message finds you well. As we gather once again in the pages of the NJLCA’s magazine, I am both honored and excited to share the latest updates and insights from our thriving association.

Our journey together has been one marked by resilience, growth, and the unwavering commitment of our community. We’ve achieved remarkable milestones, and as your president, I am continually inspired by the dedication and passion that each of you brings to our shared mission.

President’s Message NJLCA is more than a green industry trade organization; it is a vibrant ecosystem of individuals and ideas. It’s a space where innovation, collaboration, and a shared sense of purpose thrive.

In the coming months, we are eager to build on our successes, and we have some exciting projects in the pipeline, such as more micro-educational sessions, roundtable events and asking for member input, which I believe will further elevate our impact and outreach.

I encourage each of you to take an active role in our association, whether by attending our events, participating in our committees, or simply sharing your thoughts and ideas. Together, we can continue to make a difference in the outdoor living industry, influencing positive change and progress.

In closing, I’d like to emphasize the importance of communication and collaboration. Our magazine is a vital means of sharing information, recognizing achievements, and fostering a sense of togetherness. I encourage you to share your stories, insights, and feedback with us, as they contribute to the rich tapestry of our the NJLCA community.

Thank you for your ongoing support, dedication, and enthusiasm. Let’s look forward to what lies ahead with optimism and a shared sense of purpose.

Wishing you a productive and rewarding fall season.

Sincerely,

Richard Goldstein, President

In memoriam...

NJ to Florence and Arthur Schwarz.

Joe’s mother passed away when he was 9 years old. He moved to Hillsdale and was raised by his grandmother Katherine Schwarz Randall. He was predeceased by a sister and brother, both in infancy.

The NJLCA and landscape community sadly lost a great member, past President Joseph Schwarz of Joseph C. Schwarz Landscape Contracting.

Joe was President of NJLCA in 1976.

We were happy to have him join us as a guest at this year’s Trade Show in the Meadowlands and have lunch together.

Joseph C. Schwarz passed away on July 9, 2023, at the age of 84. Joseph was born on March 10, 1939, in River Edge,

Joe graduated from Bergen Technical and Vocational school in the field of horticulture. Joe was a member of the FFA, Director of the Fair Lawn Jaycees, President of the Bergen County Landscape Contractors Association (presently known as New Jersey Landscape Contractors Association).

He promoted his profession by teaching and counseling others in the horticulture field.

starting his own Landscape business.

He operated his own business throughout Bergen County and Passaic County for over 58 years, not retiring until he was 80.

Joseph married his long-time girlfriend Janice Clark of Hillsdale in 1980 shortly before relocating to Ringwood NJ. Joseph and his wife had no children but provided loving homes to their many Labrador Retriever rescues as well as orphaned cats at their home in Ringwood, NJ. Their 2-acre property surrounded by forest, provided plenty of space for their Labs to play.

Joseph enlisted in the US Army Signal Corp in 1959 and served with distinction including a 6-month deployment to Vietnam. He was very proud to serve and share his experiences with others who served in the military.

He enjoyed a good party and there were many neighborhood parties throughout the years. Joe was usually the life of the party and the last one to leave it. Joseph was well liked and respected by all who knew him, customers, neighbors, suppliers, friends, and family.

Upon returning to the USA, Joseph was employed by Lauer’s Garden Center in Westwood for 10 years before

In 2006 Joseph was critically injured while riding in a bucket lift that made contact with high voltage wires. He was Fall 2023

4

Letter from the Editor Welcome to the latest issue of The New Jersey Landscape Contractor magazine! It’s a pleasure to bring you another exciting edition, packed with insightful articles, captivating stories, and stunning visuals.

In this issue, we dive deep into the business and the practical side of our industry, exploring its many facets, from landscape lighting to marketing to human resources. Our talented writers have worked tirelessly to bring you fresh perspectives and thought-provoking content that we hope will both entertain and enlighten.

Christou, who serves as our Social Media and Public Relations guru. Angela comes to us from William Paterson University with a degree in digital marketing. She is originally from Athens, Greece, moving here just 7 years ago.

You will find her at all of our events, taking photos, videos, creating content, asking your opinion and urging you to help us continue “Growing Every Day”.

Thank you for your continued support, and please do share your thoughts, suggestions, and feedback with us.

Your voices are what drive us to keep creating the best content for you.

Wishing you an enjoyable and inspiring read!

Sincerely,

Our commitment to you, our readers, is unwavering. We are continuously striving to improve and innovate, so please take a moment to shoot us an email (gwoolcott@njlca.org). Your feedback is invaluable in shaping the future of the NJLCA and the magazine, and we greatly appreciate your input.

Gail Woolcott, Executive Director Editor of The New Jersey Landscape Contractor

We are also thrilled to introduce our latest addition to the team, Angela

electrocuted by 7100 volts 3 times. He was air lifted to St. Barnabas Hospital Burn Center. Joe received 3rd degree burns to his face, hands, and chest. He spent 23 days on life support and had several skin grafts surgeries.

Joseph and wife, Janice travelled extensively throughout the Caribbean and the USA. His favorite locations being LBI in NJ, Key West Florida and the islands of Aruba and Hawaii which were all visited many times.

Joseph is survived by his wife and many friends and cousins.

Did you know?

• Packing fallen leaves around new plantings = extra insulation.

• Fertilizer application when the grass is actively growing, means a stronger lawn next year.

• Matted leaves left on lawn can suffocate grass and compromise air flow, making lawns prone to fungal infections. www.NJLCA.org 5

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PROACTIVE MARKETING STRATEGIES FOR LANDSCAPE COMPANIES IN THE “NEW” ECONOMY

by Jackson “Ramblin Jack” Jostes

Are you getting fewer leads at your snow and landscape company than you have in the past several months?

Have economic fluctuations got you questioning your marketing budget, wondering how you’re going to find more ideal customers? If yes, you’re not alone.

In this article I’ll share some ways that you can create direct response marketing campaigns that will help you navigate the ups and downs of today’s “normal” economy and position your company in the best spot possible, even during slow seasons.

Re-Evaluate Your Hell Yes Customer & Their Budget A key part in helping you figure out what projects to focus on is getting clear on who your Hell Yes Customers are and what they’re willing to spend for landscape projects right now.

I have a resource that you can use to figure out who your Hell Yes Customer is. You can grab it for free at landscapersguide.com/hellyes. It’s a very simple exercise that helps you get clear on this, and it can help you get clear on what people can say yes to now to help you outline service packages that will sell.

While you’re considering who your Hell Yes Customer is, don’t forget to focus on the lifetime value of each customer. If you’re a full-service landscape company and there’s a $50,000 lifetime value for each customer, knowing this key information will help you determine how much marketing and advertising you’re willing to do in order to close new customers.

Review & Adjust Your Price Ranges If you’re a design/build landscape company or handle major installation projects, and you’re experiencing a dip in new projects and revenue, figuring out a price range for new projects will help you maintain healthy revenue & expenses while still remaining profitable.

Consider Your Offers and Their Marketing Production Timeline How long is your sales cycle for your current offers? How do the seasons affect your sales cycle? How long will the marketing production take before you get traffic?

Do your price ranges need to change for the current market and packages you’re selling? It’s important to clearly communicate these details on your website so you can meet potential customers where they’re at in today’s economy.

For example, if you’re doing a postcard campaign, consider all of the marketing planning you need to execute that marketing strategy and what the timeline looks like for that campaign.

Work backwards from how long it will take to implement and determine if there are components you need to adjust.

When considering your price range for your packages, it’s okay to be confident and strong in the prices you’re choosing, but it’s also important for you to keep your long-term vision in mind and take into consideration what your Hell Yes Customer is willing and able to invest in landscaping projects during the current market cycle.

When you’re creating an offer, decide what levels of scarcity and urgency are necessary and how they affect the timing of your campaign and how it will affect your bottom line. A key concept from Dan Kennedy that I use all the time when looking for ways to boost new client acquisition is: “Whoever spends the most to acquire a customer wins.”

Remember that you may need to revisit your price ranges in six months or a year from now to make sure you’re always positioned in a price range that positively impacts your revenue while considering the economic impact of your customers.

Here’s a great example that allows you to create an offer with the perfect amount of scarcity & urgency: offer a free gift with an appointment.

Let’s say you’re going to offer a free landscape maintenance evaluation when

“When considering your price range for your packages, it’s okay to be confident and strong in the prices you’re choosing...”

www.NJLCA.org 7

prospects schedule before X date. When they book before the deadline, bring them a free potted plant when you meet them for their consultation.

To drive appointments, send a direct mail postcard campaign featuring a photo of yourself holding a potted plant, highlighting their free gift when they book their landscape evaluation by X date. Indicate that there are only 20 spots available and create an incentive for them to book before the deadline.

Spruce Up Your SEO & Google Reviews People are going to Google your company. Even if they click on your ads, get a postcard in the mail, or are referred to you by a friend, Google is one of the first places they’re going to learn more about your reputation and services you offer – especially during an economic slow period.

What happens when prospective customers Google you? Do you have Google reviews showcasing your topquality work and highlighting excellent customer experiences?

If you’re a 3-Star Landscape Company with an advertising budget of $6,000 and a website that takes 20 seconds to load, consider doing a Google & SEO audit and

identify leaks in your website marketing strategy.

Now is a great time to get your branding, your website and your SEO totally dialed in. Using SEO as a marketing strategy is a long-term investment in making sure your website will continue to produce high-quality leads for you, regardless of what’s happening in the economy, and it’s one of the reasons we prioritize this strategy for our clients – because it works.

At Ramblin Jackson, we do this with advanced strategies like pricing pages, online scheduling, and we customize these strategies based on our client’s local market, their ideal customer, their hell yes customer, and many other things.

Review your Hell Yes Customers, prepare flexible pricing packages that are aligned with your customers’ budget, and use creative ways to promote offers that will help you stand out from the competition.

When you take these steps during a time when most companies are retracting, you’ll be ahead of the game when the market rebounds. People are going to remember you, and they’re going to come to you when they’re ready to start their next landscape project.

If you’d like to work with a team who’s helped hundreds of clients, that’ll bring you proactive ideas to solve your biggest sales and marketing challenges, I invite you to schedule a 15-minute marketing brainstorm call with our marketing team. Book your call today at landscapersguide.com/brainstorm. We’re ready to help you!

Jack Jostes is the CEO of Ramblin Jackson, The Snow and Landscape Marketing Agency that helps landscaping companies throughout the country attract more qualified customers with professional branding, digital marketing, sales consulting, website design, and search engine optimization. The author of the The Tree of Good Fortune, Jack hosts the weekly YouTube show + podcast, The Landscaper’s Guide to Modern Sales & Marketing. Jack has been featured in Lawn and Landscape, Colorado Green, Turf, Inc., and other green industry and business publications. He regularly speaks at regional, national, and international business conferences, including green industry events like the ProGreen EXPO, Farwest Show, National Association of Landscape Professionals (NALP) events, and the TNLA’s Nursery Landscape EXPO. He lives in the foothills of Colorado with his wife and two boys, where he enjoys homeschooling, playing bluegrass mandolin, fly fishing, bowhunting, and spending time in the great outdoors.

Fall 2023 8

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Landscape Lighting: Tips, Tricks, and Pitfalls

by Aquarius Supply/Heritage Landscape Supply Group 4. Layer Your Lighting

Landscape lighting has the power to turn ordinary outdoor spaces into something magical. When done right, it accentuates architectural details, highlights garden features, and increases home security.

If you’re planning to incorporate or recommend landscape lighting to your clients, this comprehensive guide will ensure your illumination efforts are spot on.

Create depth by using a mix of ambient (general), task (specific-purpose, e.g., pathway lighting), and accent lighting (focused on a particular object or area).

5. Location Matters

•

TIPS 1. When and Where to Use Different Colored Lights Different colored lights evoke different moods and can be used for specific purposes: •

Warm White/Yellow: Comparable to candlelight, it gives a cozy, intimate ambiance, perfect for patios and relaxation areas.

•

Cool White: Resembling bright daylight, it’s ideal for security lights or areas requiring clear visibility.

Colored Lights: These can give festive flair during holidays or special events. Always ensure they complement the overall design.

2. Choosing the Right Uplight for Trees The height, width, and texture of the tree dictate the kind of uplight you choose. Broad trees like oaks may require wider beam angles, while tall pines may benefit from narrow beams.

Always place lights in the mulch or on walls. Avoid grassy areas to save homeowners the hassle of mowing around them.

TRICKS 1. Upselling Landscape Lighting For existing landscaping projects, highlight the beauty, safety, and security benefits of adding landscape lighting.

Showcase how it can make features pop and extend the usability of outdoor spaces into the evening.

2. Combat Light Pollution Shielded fixtures or those with adjustable angles can help focus light where it’s needed, minimizing spill and glare. This respects both the environment and neighboring properties.

3. Avoiding Shadows and Dark Spots Strategically position lights to steer clear of harsh shadows. For pathways, lights should be spaced approximately 6-8 feet apart for uniform illumination.

Photo courtesy of Kichler Lighting

3.

Photos above and next column top courtesy of Alliance Outdoor Lighting

Aim for Balance

Over-illuminating a small space can make it look cluttered and intense.

Strive for a harmonious and purposeful arrangement by positioning lights strategically.

www.NJLCA.org

Photo courtesy of Kichler Lighting

Photo courtesy of Kichler Lighting

4. Mimic Moonlight

3. Inconsistent Design

By mounting fixtures high in trees, you can recreate the natural, whimsical look of moonlight filtering through the branches, creating a serene landscape mood.

Consistency is key. Avoid mixing too many design styles, as it can lead to a chaotic appearance. Once you choose a theme, stay with it throughout the entire project.

PI T

4. Safety First

FA

LL

Improper wiring isn’t just a performance issue; it’s a safety hazard. Always ensure that electrical connections are weatherproof and adhere to local codes.

5. Avoid Overcrowding

S

1. Under-quoting It’s essential to provide an accurate quotation covering the cost of fixtures, installation, and potential additional expenses. An under-quote can strain client relationships and impact profitability.

As emphasized earlier, cramming too many lights into a compact space detracts from the desired ambiance.

Balance is pivotal.

Article reprinted with permission of Aquarius Supply/Heritage Landscape Supply Group. For more information and to view products discussed, visit www.aquariussupply.com.

2. Overlooking Maintenance Packages Offering a biannual maintenance package is a win-win.

It ensures lighting systems remain in prime condition and provides a consistent revenue stream. This service can include straightening fixtures, cleaning, and general yard upkeep.

Fall 2023 12

Mission Statement The New Jersey Landscape Contractors Association (NJLCA) is a proven resource to the landscape contractor, green industry service provider and supplier, as well as the consumer. We are a community of green industry professionals who are dedicated to advancing the integrity, proficiency and continued growth of the landscape and green industry. We do this through education, training and legislative advocacy.

New Jersey Landscape Contractors Association represents the entire Green Industry in New Jersey including landscape contractors, landscape architects, sod growers, nurseries, growers, garden centers, horticulturists, floriculture and the industries that supply them.

Through educational seminars, trade shows, social events, networking opportunities, membership meetings, magazines and professionalism in all that we do, the Association is able to fulfill its mission.

Turf talk Fall? What Fall?

It is October 4th and it is 83 degrees. So many topics this time of year. There is never a dull moment. September is for weeds.

I start spraying late August if weather permits. This year there was quite a bit of crabgrass. Why, you may ask? Dry in the spring, the pre emergent sat on the surface with no irrigation. Remember, when you spray crab grass killer (quinclorac) you have to wait several weeks to seed, unless you top dress.

Every year I swear I’m going to

Visit by appointment Howell, New Jersey 07731 phone 732-938-6300 email littleacrefarm@yahoo.com website littleacrefarm.com fax 732-938-6340

by Greg Carpenter, CLT, American Beauty Landscape aerate more, slit seed more and I end up spreading 50 yards of top soil.

head-to-head against everybody else and Abma’s soil grows faster and better.

I’m not sure why, but I get my best results with top soil from Abma Farms here in Bergen County. Of course I have a theory why - Abma doesn’t compost green grass only thatch and leaves. And they actually grow vegetables and fruit. So, maybe they are just better at it. I have put their soil

Now for those of you who don’t believe I can get seed to pop in 8-10 days, the first thing I’d ask you is...wait for it, DID YOU LIME IT? Lime is essential for seed. Top soil by nature is acidic when the cotyledon pops if the soil is too acidic it hurts the root establishment; it doesn’t help. We continue our seed right through Halloween. Depending on the trees. If they have Locust, no I’m not seeding past late September.

But, if it’s Oak trees will seed into early November. Are you rolling the dice? Sure, but if you don’t drive the Hurricane over it, you will probably be fine.

Switching gears to snow; when you put your snow stakes in generally keep them at least one foot back from the curb. I can’t tell you how many sprinkler lines I repair in the spring from somebody driving the snow stake through the sprinkler line.

Good Luck and Keep Growing

www.NJLCA.org 13

HUMAN RESOURCES ROAD MAP

by Steven Cesare, PhD, The Harvest Group A frustrated business owner called me the other day to vent about some of the exasperation she is currently experiencing with her company leadership team. The source of this conflict is the ongoing disagreement she and the leadership team have regarding the strategic role of Human Resources as a vehicle to improve company performance, planning, and vision.

The business owner believes the company has historically underutilized its Human Resources’ potential by refusing to leverage its importance beyond simply the bare necessities like: field recruitment, I-9 Form compliance, and the employee handbook. Conversely, the leadership team views the business owner as becoming overly process-driven, increasingly academic, and routinely fixated on soft issues instead of hard results.

She called me for some guidance.

You already know which side of the fence I am on.

HR Insights

Make no mistake: Human Resources is certainly a resolute labyrinth of confusion, regulation, and inefficiency. In a word: “Cluster.” That orientation underscores the position of many traditional business leaders, to view Human Resources exclusively as a troublesome administrative necessity that must be addressed with minimal effort, energy, or expectation. Instead of conceptualizing Human Resources as an integrated system aimed at optimizing employee accountability, company culture, and organizational metrics; these business leaders steadfastly interpret Human Resources with a risk aversion mentality that focuses solely on trying not to get in trouble (e.g., a lawsuit, an I-9 audit, legal penalty).

While I certainly acknowledge their ostrich-like characterization, intent, and trepidation, Human Resources when done correctly, can and should be much more than that.

Do some self-reflection for me: •

Have you ever heard the expression, “Our employees are our greatest asset”?

•

•

What is the biggest expense that most companies have?

•

•

Here’s a hint: It’s probably in your employee handbook.

Labor. I mean people. In other words, that’s actually your company’s Human Resources.

What do business owners think about more than anything else (even more than sales)?

•

People issues: staffing, pay raises, lawsuits, injuries, accountability, customer service, etc.

Am I wrong?

You know it. And I know it.

Business owners should expect more from their employees, their Human Resources, and most of all, themselves.

As I explained to the sanguine business owner during our telephone call, one of the biggest problems that most leadership teams have is that they cannot “see” how the innumerable aspects of Human Resources actually fit together into a meaningful framework that is easy to understand, aligned with business priorities, and predictably planned.

With that premise in mind, I presented the enclosed Human Resources Road Map to the business owner in the hope that it would clarify some of the confusion, overcome some of the mystery, and reduce some of apprehension her leadership team has about the efficacious role Human Resources should have at their company.

Here is an abridged overview of the description of the Human Resources Road Map I offered to the hopeful business owner.

First and foremost, Human Resources is a system, containing interdependent functionality, promoting synergy, aspiring toward optimal efficiency. The individual functions are not isolated, independent, or implied. They are a collective; they fit together. Each one relies on a predecessor, simultaneously impacting a successor. To interpret any single function in and of itself, represents an error in executive judgment, a fateful harbinger indicative of adolescent naivete.

Fall 2023

16

HUMAN RESOURCES ROAD MAP

SUCCESSION PLANNING • 18-Month Org Chart • 4 Box Model • Exemplars • Staff Contingencies • Profile Matching • Evaluation Metrics

DEVELOPMENT • Development Checklist • Coaching • Mentoring • Stretch Assignments • Executive Development • One-on-One Meetings

CHANGE MANAGEMENT • Balanced Scorecard • SWOT • Goals • Key Initiatives • Organizational Culture • KPIs • Budget

STAFFING • Staffing Goals • Staffing Model • Job Descriptions • Selection Profiles • Interview Protocols • Interviewer Training

Human Resources Road Map

EVALUATION • Performance Expectations • Performance Appraisal • Rater Training • Accountability • Documentation • PIP

Change Management: Everyone knows it: Everything begins with change. The external environment, variant customer demands, interminable cost pressures, and ongoing internal company issues manifest the need for a fundamental change management focus in every aspect of daily business operations. Human Resources play an instrumental role in change management by assessing current organizational strengths and weaknesses, circumscribed by their derivative offspring at the departmental and employee levels. Maximizing its utility to achieve business goals by leading or supporting key company initiatives, improving the company culture, and personifying fiscal discipline by adhering to budget constraints, all contribute to the role that Human Resources has in promoting the company’s proactive change management orientation it seeks to enact preemptively to myriad dynamic forces acting on the company each day.

Staffing: A first step in managing constant change is to ensure a company’s employees can meet variant performance expectations. In meeting said expecta-

COMPENSATION • Compliance • Compensation Plan • Salary Scales • Bonus Programs • Benefit Plans • Salary Surveys

tions, employee sourcing, recruitment, and screening preordain the composite foundation of a company’s workforce, culture, and productivity. Based on the company’s annual strategic plan, Human Resources embodies arcane and applied professional expertise in achieving employee staffing goals, both quantitatively and qualitatively. The employee selection process is dispositive in attracting and hiring top-caliber talent capable of ascending the company’s intellectual capital to the next level, rather than merely settling for “what is out there.” To heighten staffing value, Human Resources must have accurate job descriptions, an aggressive model addressing top-tier talent acquisition, and discerning selection tools (e.g., interview protocols, corresponding inter-

ON-BOARDING • New Employee Orientation • Operating Routines • Career Ladder • Employee Engagement • 30-Day Review

TRAINING • Compliance Training • Safety Training • Position Training • Training Guides • Management Skills • Training Certifications

viewer training, employment application, selection profiles) that evince simplicity and success, while eschewing administrative apathy.

On-boarding: Now that the employees have been hired, it is incumbent upon the company to create the memorable first impression which is authentically pivotal to their fledgling calculations of employee engagement, retention, and productivity.

The degree to which Human Resources can forge a symbiotic partnership with Field Operations to develop a mutually-beneficial new employee entry process into the organization cannot be overstated. A thorough, personal, and uplifting New Employee Orientation Program replete with managerial presence, an organizational chart, and stated employee goals, sets an unmistak-

Business owners should expect more from their employees, their Human Resources, and most of all, themselves.

www.NJLCA.org 17

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18

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Spring/Summer 2021

able standard of what the new employee is expected to achieve. These expectations are saliently articulated in the employee’s daily operating routine, evaluated through the use of a 30-day developmental review, and forecasted in the company’s career ladder that promotes effort, advancement, and reward in the new employee as s/he advances in the company.

Training: With the employees now in position, it is vital for the company to develop a rigorous, integrated, and results-oriented training system to remain competitive in the changing external business environment. To that end, Human Resources must take a leadership role in designing training programs that promote legal compliance, employee well-being and safety, as well as the strategic fulcrum upon which employees are forthrightly stimulated to reach their performance potential. Aligned with the company’s business goals, bound by the company’s career ladder, Human Resources serves as the energy source for promoting a culture of employee skill assessment, acquisition, and application necessary to attain employee fulfillment, team cohesion, and organizational pre-eminence.

Compensation: To reinforce sustained skill acquisition, procedural efficiency, and organizational stature, the company’s compensation system must be motivating, lucrative, and capitalistic.

Despite the fact that many companies rely extensively on their Office Manager, Accountant, or Controller to oversee the company’s compensation plan, primarily through the lens of budget parameters, it should be Human Resources that drives salary benchmarking, wage scale development, bonus and incentive plans, benefits programs, and of course, legal compliance. Human Resources should be uniquely involved with new employee starting wage rates, the degree of pay compression within a job classification, the relationship between employee performance evaluations and corresponding pay raises, as well as diverse incentive programs (e.g., commission, bonuses, certifications, 401k, executive compensation) intent on rewarding employees’ continued attainment of business goals (e.g., sales, gross margin, retention, tenure, culture).

Evaluation: With the company strategic plan, budget, and goals well-estab-

lished, overlaid by conjoined peoplebased programs (e.g., staffing, training, compensation), Human Resources must work toward a standardized orientation consumed by employee accountability.

Driven by more than the trite cliché of “document, document, document,” Human Resources must organize a process that communicates the invaluable feedback each employee receives, tracking his/her actual performance level relative to his/her defined performance expectations. The evaluation process epitomizes formal accountability, summarizing each employee’s current strengths and weaknesses, and future action plans directed at forecasted performance goals. Human Resources must develop a fair, simple, and tandem performance approval form, supported by adequate rater training aimed at improving supervisors’ ability to deliver feedback constructively, and as needed, a Performance Improvement Plan framework to assist underperforming employees in their salvific attempt to redefine themselves in an effort make meaningful contributions to organizational business goals.

Development: Building upon each employee’s current job performance, Human Resources must work with direct supervisors and interested managers to create tailored development plans designed to lift the employee to a new level of mastery. Relying on the performance evaluation, employee development should target the next applicable position on the career ladder. Using that position as the aspirational destination, Human Resources and the pertinent supervisor must collaboratively identify new job skills, improved work habits, and stretch assignments to foster each employee’s developmental progression. Adjacently, Human Resources must concomitantly develop supervisors and managers to become better communicators, coaches, and mentors, by which ongoing feedback

is conveyed (e.g., one-on-one meetings, start-stop-keep, role modeling) to those employees whom they are trying to help reach their full potential.

Succession Planning: In order to meet forecasted change management projections, the company leadership team (e.g., owner, Field Directors, Controller, Human Resources) should schedule quarterly succession planning meetings with a horizon target of 18 months into the future. Replete with the previous quarterly projected 18-month organizational chart, current 18-month forecasted P&L, and most recent employee profiles on hand, Human Resources should facilitate clairvoyant discussion of future company staffing considerations, present employee standing (e.g., competencies, tenure risks, commitment), and an earnest attempt to minimize distinctive potential gaps, suggest feasible contingencies, and monitor relevant metrics accordingly.

In closing, the business owner was extremely pleased with the diagrammatic nature of the Human Resources Road Map, such that presenting it to the leadership team would improve the likelihood of initiating uniform conversation on the Human Resources functions as they are systemically represented, rather than as ether-bound concepts incapable of being grasped, discussed, or understood.

As I reiterated to her, everything must be viewed within the context of change management; going too fast can be just as harmful as going too slowly. By way of parallel, I admonished her that the same mindset which dictates the foundation, process, and outcome of her company’s annual strategic planning process, also applies to her next attempt to elucidate the strategic value of Human Resources to her leadership team.

Steve Cesare has more than 30 years of human resources experience. Currently, Steve is a Principal Consultant with the Harvest Group, a nation-wide firm.

Steve earned his Ph.D. in Industrial/Organizational Psychology from Old Dominion University.

He has authored 68 professional journal articles and made over 60 presentations at professional conferences. Additionally, he has 17 years of collegiate teaching experience at Old Dominion University and the University of San Diego.

If you have any questions or comments about this topic or anything else related to human resources, simply call Steve at (760) 685-3800.

www.NJLCA.org 19

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How to Determine Snow Removal Pricing

by LMN Landscape Management Software

An effective pricing strategy is key to long-term success in the snow removal business. Overprice your services and you risk scaring away potential customers. Underprice your services and you take a gamble on losing potential profits.

Knowing how to determine snow removal pricing will enable you to maximize your profits while still providing a service that meets the needs of your clients.

To strike the right balance, consider these key factors when setting prices for snow removal services: •

Cost of doing business

•

Competitor rates

•

Client needs

•

Seasonal demand

ment and materials costs. Necessary equipment such as snow blowers, shovels, and salt spreaders are essential to providing quality services. Your equipment will need to be serviced annually and occasionally repaired or replaced, so these costs should be factored in. Materials such as sand, salt, and ice melt will typically be charged per pound or bag.

Once you have determined your costs, you can add a markup percentage to cover overhead and to cover costs such as insurance and taxes. Calculating a profitable snow removal pricing structure based on costs and overhead will help ensure you’re making a profit on every job.

Learn more about our snow removal pricing in this easy step-by-step guide to attract more customers and boost seasonal profits this year.

The first step to determining how much to charge for snow removal is knowing the cost of doing business.

Identify and calculate the direct and indirect costs associated with snow removal: Cost of labor

•

Materials

•

Equipment

•

Subcontractors

•

Overhead

The cost of labor for snow removal can be calculated in a couple of ways.

One way is to use an hourly rate for each worker and then factor in the estimated time it will take them to complete a job.

Another option is to calculate the cost of snow removal rates per square foot.

Don’t neglect to take stock of equip-

Researching competitors and snow removal pricing in the local market is a great way to gauge the appropriate pricing for your services. You can look at what other providers are charging in terms of their base prices and any additional fees they may have. This will help you determine if there is room to increase or reduce your prices to remain competitive.

It’s important to consider how competitive rates might affect customer demand. If market competition is driving prices down too far, your services might not be seen as valuable. On the other hand, if rates are too high, customers may be discouraged from using your services due to cost. Balancing dynamic pricing with maintaining profitability will help ensure that you remain competitive while still increasing your bottom line.

Consider what makes your service stand out compared to your competitors. Finding your edge can help you determine what makes your services unique and thus warrants higher prices. Make sure to emphasize these features when advertising your snow removal services.

Calculate Costs

•

Evaluate Market Competition

Analyze Client Needs

Simply calculate your costs, apply the markup percentage and you have your base price. A markup percentage is the difference between the cost of a product and its selling price. This percentage is typically determined by industry standards, but it can be adjusted to meet your own goals. One of the best ways to determine your markup percentage is to do some market research.

Evaluating clients’ needs and expectations is a crucial step in determining how much to charge for snow removal. Knowing the size of the area that needs to be cleared, as well as any additional services such as de-icing or salting, can help you determine what rates to charge.

Properties can vary greatly in size and complexity which is why a one-size-fitsall pricing model for all jobs, although simple, is rarely the right way to go. When possible, consider customizing rates

www.NJLCA.org 21

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based on the individual client’s needs.

For example, if a client requires more intensive work such as de-icing or salting of walkways and steps, you should charge accordingly. These extra services require more time and materials which should be reflected in your snow removal pricing for that particular job. Shoveling roofs in particular can require extra labor and time, which is why the industry average rates are higher for this service.

Clients appreciate being charged accurately for services, so it also helps to ask clients about their budget up front. This way you can adjust your pricing accordingly if needed. Tailoring pricing based on unique client needs and expectations shows professionalism and helps establish trust between you and your clients.

Pricing Models and Strategies To determine the best strategy for your business, begin by exploring different pricing models: •

Per hour: This model is best for smaller jobs and one-time services. Clients typically expect to pay a fixed rate per hour of labor.

•

Per square foot: This model is ideal for larger properties such as commercial parking lots or residential driveways. Rates are determined per square foot of the area that needs to be cleared.

•

Per event: This model works for clients who require snow removal services on a regular basis. A flat fee can be charged per event regardless of the size or complexity of the job.

Consider Seasonal Factors Finally, taking into account seasonal factors and the frequency of snow removal services is also important in setting rates. A one-time job will likely have different snow removal pricing than ongoing contracts which require regular maintenance work throughout the winter season.

Accounting for the duration and intensity of winter seasons in your area can help you determine how often clients will require snow removal services which ultimately affects pricing. For example, some regions experience mild winters and may not require as many visits for clearing compared to other areas that get heavy snowfall. Adjusting rates based on anticipated snowfall and demand is key to staying competitive and profitable.

Try offering flexible snow removal pricing options for different contract durations and levels of services. This way clients can choose the best option that suits their needs and budget.

Per Hour

Per Sq Ft

•

Per seasonal contract: This model is great for clients who need ongoing maintenance throughout the winter season, as it eliminates uncertainty around snow removal pricing and allows you to plan ahead.

Consider bundling service offerings and offering discounts for long-term contracts. This will help attract more clients and make it easier for them to budget for your services. Tiered pricing options are another way to keep customers engaged and often result in higher sales.

The key to success is finding the right balance between pricing for value without sacrificing profitability. LMN keeps track of everything from snow removal costs to profits and helps you quickly adjust rates based on demand. With LMN, you can keep your business competitive and profitable in the ever-changing landscape of snow removal services.

Per Event Per Season

Conclusion By doing your research, evaluating market competition, analyzing client needs, and considering seasonal factors, you can create a snow removal pricing structure that’s both competitive and

profitable for your snow removal services.

Make sure to be transparent about the cost of services with clients so that there are no surprises when it comes time to pay.

Implementing these effective pricing strategies takes time and effort, but LMN can do the heavy lifting. LMN’s features and tools make it easy to calculate costs, track profits, and adjust rates based on demand. Investing in a well-developed pricing strategy will pay off, pun intended.

Balancing profitability and client satisfaction has to be a top priority. With the right pricing strategy, snow removal businesses can remain competitive in an ever-changing landscape.

Whether you’re just starting a snow removal business or looking to increase your profits, LMN is the perfect tool for the job. Try it for free and find out why other businesses love LMN!

Frequently Asked Questions Q: What duration of the snow season is covered under the contract?

A: The duration of the snow season covered in a contract depends on the regional climate and the client’s needs. Most contracts cover multiple visits throughout the winter months, with rates determined by service frequency and intensity.

Q: What is the cost for additional plowing services if needed?

A: Additional plowing services are typically charged at an hourly rate. The cost for these services can vary depending on the amount of work required and any additional materials needed. Be sure to discuss pricing with clients before beginning any extra work.

Q: How much should you charge to make this winter season profitable?

A: The cost of snow removal services will depend on a variety of factors including labor, materials, market rates, and duration. Consider your costs carefully when determining snow removal pricing to ensure you’re setting competitive and profitable rates that meet the needs of both you and your clients.

For more information, visit https://share. golmn.com/NJLCA-PRO.

www.NJLCA.org 23

2024 Health Plan Enrollment It is time to review the health plan coverage choices for you and your employees.

When member businesses of the NJLCA join AMT, they get superior value and service from a self-funded, not-for-profit trust that serves the needs of thousands of participating employer members.

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Contact AMT today to "Request A Quote" by visiting Fall 2023 www.amt-nj.com, or call us at (973) 379-1090.

Landscape AlterNATIVEs: A Guide to Native Landscape Plants

BUTTERFLY WEED (ASCLEPIAS TUBEROSA)

by Steven Yergeau, Agriculture & Natural Resources Agent (Ocean & Atlantic Counties) Native plants are a good way to incorporate sustainable vegetation into yards for clients who are environmentally minded. Native plants are adapted to local climate and soil conditions, requiring less water, fertilizers, and pesticides than non-native vegetation. For landscapers who have property owners looking for native alternatives to nonnative vegetation, below is an option to meet your clients’ needs.

Butterfly weed (Asclepias tuberosa) is a native flower of the family Apocynaceae, commonly known as the dogbane family as some of its plants are toxic to dogs. Also called butterfly milkweed, this slow growing plant reaches up to 3 feet high at maturity and each plant can spread 1 to 2 feet from a central taproot. This deep taproot makes mature butterfly weed difficult to transplant.

With showy clusters of orange, star-shaped flowers that bloom in the summer, butterfly weed is favored by many pollinators including native bees, hummingbirds, and, as its name suggests, a variety of butterflies (Photo 1). Butterfly weed produces copious amounts of nectar, making this plant a good choice for pollinator gardens.

Butterfly weed prefers dry, well-drained soils and will not tolerate moist or poorly-drained soils in cultivation. It grows well in acidic to slightly acidic soils. Butterfly weed needs full sun to bloom, so open, sunny areas such as meadows, open forests, and along roads or walkways are best. It can be planted alongside other mid-sized perennial flowers and can stand out when combined with plants that flower in blues, purples, or yellows.

Its affinity for insects extends to many pests that may infest butterfly weed. Aphids commonly overrun butterfly Photo 1: Clustered orange flowers of a butterfly weed in summer (Photo Credit: Steve Yergeau). weed plants, which can be managed by knocking the insects off with a stream of water. Rabbits may also eat the visiting the Jersey-Friendly Yards website at plants with deer less likely to browse on butterfly weed. http://www.jerseyyards.org/jersey-friendlyButterfly weed is a great choice to use instead of many non- plants/where-to-buy-native-plants/. native flowers for attracting butterflies, like lilacs (Syringa speSteven Yergeau, Ph.D. is the Dept. Head and Agcies) and especially the similarly named butterfly bush (Buddle- ricultural Agent for Rutgers Co-operative Extension of Ocean County. He is also Assistant Professor for ia davidii).

You can find nurseries in New Jersey that sell native plants by

Ocean & Atlantic Counties. For more info visit http:// ocean.njaes.rutgers.edu.

www.NJLCA.org 27

ULTIMATE GUIDE TO NAVIGATING INTERNAL AUDITS FOR FORM I-9: YOUR FAQS ANSWERED

by David H. Nachman, Esq., Ludka Zimovcak, Esq., Snehal Batra, Esq. and Samantha Oberstein, Esq., Nachman, Phulwani, Zimovcak (NPZ) Law Group, P.C. Learn everything you need to know about internal audits for Form I-9. From what to do if you’ve used the wrong form, to dealing with E-Verify, this ultimate guide answers all your questions.

Managing E-Verify Non-Compliance Failure to use E-Verify when required demands immediate action. Consult the U.S. Citizenship and Immigration Services for advice.

What to Do if the Wrong Version of Form I-9 is Completed If you realize that an outdated form was used, don’t fret. Staple the old form to a blank new one and explain the reason. The key is good faith and timely correction.

Mistaken Employee Termination Due to Tentative Nonconfirmation in E-Verify You should consider corrective actions like offering re-employment. Failure to do so may violate the INA.

How to Audit Section 2 of Form I-9 Verify the documents presented under the rules effective at the time of hire.

An old but once valid document can still meet compliance standards.

Is a Third-Party Auditor a Good Idea?

Yes, but remember, you’re still liable for their actions.

Should You Trust Tips About an Employee’s Work Authorization?

Be cautious and do not act solely based on anonymous or unreliable tips.

Can You Use the Social Security Number Verification Service (SSNVS) During an Internal Audit?

No, it’s not intended for this purpose.

Handling Incomplete or Missing Forms Don’t backdate; instead, fill out the current form and append it with a dated explanation.

Revising Inadequate Forms for Current Employees Yes, you can update them. Just staple the updated form to the original, with an explanation.

Should You Replace All Existing Employees’ Forms I-9?

Be cautious, as this could raise discrimination concerns. If you must, don’t backdate the new forms.

What if Form I-9 Documents Look Suspicious?

Handle this delicately. The employee should have the opportunity to present alternative documentation. Discrimination or retaliation is not an option.

Employee Admits Being Previously Unauthorized The law does not require termination if the employee is now authorized.

Can Employers Ask for Specific Documents in an Audit?

No, let the employee choose from the list of acceptable documents for the I-9.

What if an Employee Fails to Present Documents in Time?

Examine the reason and document your decision. Discrimination is not allowed.

Timeframe for Employees to Present Alternative Documents There’s no hard and fast rule. However, reasonable time should be allowed based on various factors.

Conclusion Conducting an internal audit of Form I-9s can be a complex process but knowing how to navigate it can save you from legal trouble. Keep this guide handy as you work through your internal audit.

If you or your family members have any questions about how immigration and nationality laws in the United States may affect you, or if you want to access additional information about immigration and nationality laws in the United States or Canada, please don’t hesitate to contact the immigration and nationality lawyers at NPZ Law Group. You can reach us by emailing info@ visaserve.com or by calling us at 201-670-0006 extension 104. We also invite you to visit our website at www.visaserve.com for more information. Article reprinted with the permission of the Commerce and Industry Association of New Jersey and the authors.

www.NJLCA.org 31

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HOW TO KEEP YOUR LANDSCAPING BUSINESS OSHA COMPLIANT

by Greenius Landscape Training Staying on top of regulatory requirements can be incredibly time consuming and even stressful. It’s tough to keep track of changes as they happen and all too easy to overlook a requirement, leaving your people at risk for injury and your business susceptible to pricey penalties for violations.

It’s important to protect your business and your people and we want to help, so we’ve compiled some tips to help you stay OSHA compliant and at the ready for your next OSHA visit.

A Refresher: The Occupational Safety and Health Administration (OSHA) Overview for Landscapers First things first, let’s look at the ins and outs of OSHA standards for landscapers. Knowing the basics of compliance and understanding the significance makes the whole process a little easier to wrangle.

As a regulatory agency of the United States Department of Labor, OSHA’s aim

is to protect people by ensuring they have a safe workplace environment and receive the proper training so they can safely do their jobs. It’s your responsibility, as a landscaping business owner, to follow their requirements and guidelines so you can protect your people and your profits.

Some OSHA requirements for landscaping businesses are part of general industry OSHA standards, such as the availability and proper use of Personal Protective Equipment (PPE), handling of materials, including toxic and hazardous substances and first aid; and others related to the construction industry, including mechanized equipment, scaffolding and excavation.

On top of those requirements, there are OSHA requirements that specifically address risks inherent to landscaping and horticulture, including exposure to chemicals, machinery, lifting, noise, and weather. The landscaping alliance, National Association of Landscape Professionals (NALP) works with OSHA to provide landscaping businesses with information and guidance to help avoid risks, including material handling, motor vehicle crashes and slips and trips.

The Most Common OSHA Violations Failing to comply with OSHA regulations could result in hefty fines and even jail time. It could also damage and diminish your crew’s trust

(who wants to work for a business owner who doesn’t value their safety?) and cost your business its reputation.

There are six types of OSHA violations, including: •

De Minimis - a technical violation of OSHA rules that have no direct impact on health or safety

•

Other-than-Serious - a violation of OSHA rules that would not usually cause death or serious injury

•

Serious - a violation that recognizes when an employer knows of or should know of a situation that has a definite chance of causing serious injury or death, but does not remedy it

•

Willful - intentional violations of OSHA rules or situations that show disregard for employee health and safety

•

Repeated - if an employer is cited for a particular violation, and a subsequent inspection reveals another identical or very similar violation

•

Failure to Abate - if the employer does not remedy a situation he was fined for on or before the specified date

Earlier this year, OSHA announced an increase in penalties for violations. The penalties are anything but insignificant, for instance, maximum penalties for serious and other-than-serious violations are now $15,625 per violation and the max for Fall 2023

34

•

Eye and Face Protection

•

Machine Guarding

10 Most Common OSHA Violations in Landscaping and Horticultural Services

willful or repeated violations is more than $156,000 per violation.

While no landscaping company owner wants to take a financial hit from a violation and most do everything they can to protect their people, violations happen.

Being aware of them can help you identify and address safety gaps that might exist in your landscaping business.

OSHA’s list of the 10 Most Frequently Cited Safety Violations (General Industry and Construction) •

Fall Protection

•

Hazard Communication (for example, safety cones or warning signs)

•

Respiratory Protection

•

Ladders

•

Scaffolding

•

Lockout/Tagout

•

Powered Industrial Trucks

•

Fall Protection: Training Requirements

•

Vehicle-Mounted Elevating and Rotating Work Platforms (Aerial lifts)

•

PPE

•

Eye and Face Protection

•

Hazard Communication

•

Head Protection

•

General Duty

•

Electrical Work Practices

•

Machine Guarding

•

Respiratory Protection

•

Crawler locomotive and truck cranes

Those scary facts shed light on the importance of ensuring that employees— including newbies all the way through to those with decades of experience under their belt— are aware of safety mandates, have access to, know how to use and actually use the required PPE, and are properly trained to safely do their jobs.

Here are some tips for running a compliant, safety-minded business: •

Stay abreast of OSHA standards - Compliance requirements and the handling of them can change often, and not on any particular schedule. In fact, the pandemic added several new mandates and just this year OSHA made changes to hold employers to greater accountability for safety in the workplace. Since landscaping falls within more than one OSHA industry segment (general industry, construction and some specific to landscaping and horticulture), be extra mindful of knowing what’s required and what’s applicable to your business. Some businesses assign a safety manager to keep tabs on regulations and lead ongoing compliance efforts.

•

Commit to operating a safe workplace and job sites - Safety should be your #1 priority. Build a comprehensive safety program that readily evolves with your business. Evaluate your facilities and jobs sites regularly, conduct exposure testing and address workplace hazards as they are identified, not once they’ve become a problem. Make it a regular practice to inform employees of potential hazards via training and information sheets, and enforce safety mandates, including the latest COVID-19 mandates. And, it almost goes without saying, keep a well stocked first aid kit on hand in and in vehicles.

•

Keep detailed records of all workplace injuries and illnesses - In addition to requiring you to display the OSHA poster and have a written safety plan for employees, OSHA requires employers with more than 10 employees to keep

Tips for Staying Safe and OSHA Compliant Compliance isn’t a one-and-done job for landscaping company owners. Workplaces, equipment and processes change, as do OSHA requirements.

Another continually evolving factor in compliance is your workforce. As new hires come onboard, risk is elevated. In fact, research shows that 40 percent of workers who are injured have been on the job less than a year, one of every eight workplace injuries occurs to employees on their first day, and new hires are five times as likely to be injured on the job as experienced workers.

www.NJLCA.org 35

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a record of serious work-related injuries and illnesses. This helps identify safety risks so they can be corrected and can lead to a safer workplace with fewer incidents.

For more details on record keeping and reporting requirements, see here.

tree trimming equipment.

•

Leverage an online training platform - Ongoing training can be time consuming to manage, especially in industries like landscaping where there’s high turnover.

Relying on an online platform will save you time and hassle, providing a convenient, easy-to-use way to manage your crew’s learning and keep accurate records of completed training and test scores. You can assign courses, set due dates and receive notifications when a crew member hasn’t completed a course by the due date. You can also require that job applicants complete certain courses prior to being hired.

“Training in the safe way for workers to do their jobs well is an investment that will pay back over and over again in fewer injuries and illnesses, better morale, lower insurance premiums and more,” Pull-Out: “Training in the safe way OSHA says online. for workers to do their jobs well is an •

•

Maintain your equipment - We don’t have to tell you that broken or neglected equipment is a costly problem for landscape businesses. Our research shows that up to 6% of a landscaping company’s revenue is spent repairing and replacing broken equipment. That equipment is also a safety hazard.

It can be addressed by scheduling regular maintenance for your tools and equipment, building replacement costs into your budget, and making sure crews know how to properly use the tools they depend on to do their job.

Conduct regular employee training - OSHA has specific requirements for training and offers resources to help you identify and provide your employees with safety training. Training should target everyone within your company, including the owner, crew leaders and supervisors, and workers.

It should provide the knowledge and skills needed to do their work safely, awareness and understanding of workplace hazards and how to identify, report, and control them, and specialized training for working with unique hazards, such as pesticides and

investment that will pay back over and over again in fewer injuries and illnesses, better morale, lower insurance premiums and more,” OSHA says online. “It is a good idea to keep a record of all safety and health training. Documentation can also supply an answer to one of the first questions an incident investigator will ask, ‘Did the employee receive adequate training to do the job?’”

OSHA Site Visit Tips for Landscapers You don’t know when OSHA investigators will come knocking at your door or popping by a job site for an on-site OSHA safety inspection, but you can count on them coming. The best way to ensure a successful visit is to ensure your crew is always at the ready.

when an inspector shows up. Remind them to be polite, professional and show a willingness to help.

•

Assign a crew leader to serve as a point person for the inspection.

•

Provide the inspector with PPE to ensure his or her safety during the process.

•

After the inspection, hold a company-wide meeting to discuss the findings and plans for future inspections. It’s smart to schedule mock OSHA inspections so employees are reminded of what inspectors are evaluating and how they can accommodate the inspection process.

•

Needless to say, immediately address any violations and make prompt corrections to ensure that your people and your business are safe.

Did you know that you can also get help complying with OSHA regulations by contacting your regional OSHA office or by visiting the OSHA Web site?

Ready to Amp up for your Safety and Compliance Work?

Greenius, the number one safety training solution created for landscapers by landscapers, can help you protect your people and your business. See a live demo, and you’ll be well on your way to operating a safer, more compliant landscaping business. Visit https://share. golmn.com/NJLCA

Following the compliance tips above will help increase your safety awareness and aptitude and ensure that you’re operating safely and with your employees’ health and wellbeing top of mind.

Here are some additional tips to make the most of the inspection process and learn from its findings: •

Make sure your crew knows what to do

www.NJLCA.org 37

MANTS 2024 ®

JANUARY 10-12 BALTIMORE CONVENTION CENTER THE MASTERPIECE OF TRADE SHOWS™

Social icon

Circle Only use blue and/or white.

For more details check out our Brand Guidelines.

On-line Registration is available 24/7 beginning late September

THE MASTERPIECE OF TRADE SHOWS

2023 Everything you need and more than you expected. MANTS Means Business.Fall ™ 38

WELCOME MEMBERS...

A warm welcome to our new and returning members C & H Landscapes Corporation Erik Cooper Mount Laurel, NJ

Pantano Outdoor Supply Dan Harrison Manalapan, NJ

Conklin Jeremy Wolfe Danville, PA

Pellenc Jeremy Berros Santa Rosa, CA

Gaia Gardens, LLC Daria Paxton Montclair, NJ

Pflueger Landscaping, LLC Michael & Ryan Pflueger Allendale, NJ

Gene’s Landscaping, Inc. Gene Fox Monsey, NY

RER Supply Justice Lettich Riverdale, NJ

Holder Farms, LLC Jerry Holder Cameron, NC

Spooky Brook Landscaping, Inc. Amy Wilmot Somerset, NJ

Congratulations!

Jessica Panicucci of Braen Supply and family on the birth of her twins in August!

Gregg Straffin and Danielle Bucci of York Trailers on the birth of their first child this September!

39

Meadowlands Expo Center Secaucus, NJ

FEBRUARY 28, 2024 8:00 am – 3:30 pm

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TALES FROM THE LANDSCAPE SIDE

NJLCA MEMBERS AND THEIR ADVENTURES

In the mid-summer of 2020, I reached out to our members to ask about their most memorable customers. I expected horror stories of the worst, most demanding, craziest and funniest customers. What I ended up receiving was truly amazing. Most of the stories you sent in to us were heartwarming and spoke of your favorite customers, those that took time to reach out and tell you what an impact you had on their lives, those that became like family and those that became lifelong friends. I also received some funny and wacky customer stories, but even those didn’t talk of the angry and discontented customers I had expected. I decided that instead of creating one story, I will include a few in each issue of The New Jersey Landscape Contractor. So, keep those stories coming to me, the good, the bad and the ugly. You can send your story to gwoolcott@njlca. org (along with pictures if applicable) and I will include them in this column in future issues. Thank you all for brightening our days with some of your tales from the landscape side! ~ Gail Woolcott, Executive Director

Holiday Appreciation for Your Crew The following is a conversation that I saw on FaceBook in a group. I thought it would be interesting to see what others do to help you in your holiday giving to your crews.

Some are funny and sarcastic but most are great ideas. I have left out all names to protect the innocent (and not so innocent).

Q: What do you all gift your crew members for Christmas besides money?

A: I do a Christmas party for more workers plus their spouse and kids. I front gift

cards for different contests. We also did a cornhole tournament and the winner took home $100. We also agreed to buy everyone a gift. No more than $25. Everyone was happy and talked about it for months. Christmas is coming up again and they want to do it again.

tion of a restaurant and have open bar all night long plus a bonus.

A: From December 23rd to January 2nd they are off. Hoping the weather allows it.

Last year we did a white elephant game, in it was on the low end tooth brushes and bottles of liquor. Then we had a large speaker and money. The main money prize was $2000. Then each guy got a bonus, depending on certain factors.

A: Strippers and coke.

A: We always gift our guys a nice bonus, then get them a gift too. Gifts in the past have included: new boots (employee’s choice), jackets, coveralls for colder seasons, a chainsaw, etc.

A: The week of Christmas off with pay, a bonus depending on status, dinner wherever they decided with a few drinks, a few small gifts. Once you remember that without the staff, you are nothing, the staff are your company, the better off you’ll be.

A: Pizza Party A: All employees want is more money and more paid time off away from work.

A: I gave one of my senior guys a drone last year, he was really happy.

A: Air pods/beats.

A: Something personal. I gave one of our crew leaders a Makita cordless set. We also try to do a decent bonus for those that stick out the whole year. Usually $500-1000.

A: Give them cash, a nice dinner, hockey game, a personalized gift and paid time off.

Everyone gets a $25 Dunkin gift card on their birthday and at Christmas a party where we raffle off thousands of dollars worth of stuff.

A: We give them gifts that they can use during the year. Yet logo’d coffee mugs, lunch containers and heavy duty jackets with names embroidered.

A: We do a bonus, nice dinner and a night in AC. Plus this year we are getting each a pair of Costa Del Mar glasses.

A: Hams and company jackets.

A: Cash and quality tequila.

A: We pretty much shut down a bar sec-

www.NJLCA.org 41

Progressive Hydraulics Inc. in 1969

Progressive Hydraulics Inc. (Saddle Brook location) in 2023

ASSOCIATE FOCUS:

PROGRESSIVE HYDRAULICS INC. Progressive Hydraulics Inc. was formed in 1969 to meet the growing need for hydraulic, pneumatic, and fluid handling components and assemblies among both OEM’s and end users.

Since those humble beginnings, they have become the largest distributor of quality Parker Hannifin components in the Tri-State Area (NJ, NY & CT) and provide custom Engineered Systems services. They maintain a huge inventory, local stores to provide parts and equipment on short notice, and a knowledgeable factory trained staff of sales, customer service, and engineering personnel.

For more info, visit www.phionline.com

NJLCA Member, PHI, has NJ locations in Saddle Brook and South Plainfield.

Fall 2023 42

CONTRACTOR FOCUS:

CRYSTAL LAKE LANDSCAPING INC. Crystal Lake Landscaping is a family-run business that was started in 1986 by Thomas Wolf. They still have many happy customers who have been with them for 10 to 20 years. Crystal Lakes core business is full-service grounds maintenance, serving Franklin Lakes, Oakland, Mahwah, and Wyckoff.

Owner Thomas Wolf holds a degree in Ornamental Horticultural and is a licensed/certified pesticide applicator, fertilizer applicator and Home Improvement Contractor.

For more info visit www.crystallakelandscaping.com.

“Through ongoing training and certification, our employees are able to stay current with the latest discoveries in lawn care and landscaping to ensure that customers receive nothing but the best.” www.NJLCA.org 43

Here are a few words from our loyal

members about their experience with NJLCA.

Member Reviews

Member since 2005

The NJLCA is without a doubt the best organization in the state of NJ for the

landscape industry. The organization continues to grow and more

importantly continue to support the needs of the industry throughout the state. Being a member has its advantages and gives you the opportunity to meet other successful business owners that will allow you to gain

tremendous knowledge. If your not member yet I encourage you to join

today. You voice matters!

A

well

run

association.

Lot's

of

opportunity to learn new processes as

well as keeping informed of what's happening in the industry.

Member since 2017 Fall 2023 44

TThis is a wonderful organization to

belong to. The benefits offered well exceed the cost of membership. I

Member since 2015

would highly recommend anyone in

the landscaping field to make an

investment and join NJLCA. Best

money I have spent in a long time.

The NJLCA has been vital in the growth of

our company. As members we get information

before

anyone

else

on

everything going on in our industry.

Member meetings are a great place to

network and create new opportunities. I highly

recommend

association!

joining

the

Member since 2011 www.NJLCA.org 45

Spring Fall 2023 2022 46

Spring/Summer 2021

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