The ‘slow season’ gives managers an opportunity to prepare for warmer weather

— By Cathy Walker

Winter traditionally is planning time for grounds care managers. This time of year is slower, so it offers a chance to sit back and review the past season, as well as make plans for improving operations next year. Among the areas at which managers most often take a close look are equipment, chemicals, staff, budget and schedules. And while each component of the landscape management plan deserves to be addressed separately, managers should remember that each component is affected by the success of the others.

Seeing the big picture
Assessing this past year’s operation is perhaps the best first step in getting an overall view of their department’s operations. Managers might want to start the process by getting staff input.

Which areas of the operation run smoothly, and which need improvement? Which areas of the grounds need improvement? Points to consider during the operational review:

• Start in general terms and get more specific.
  
• List new goals or tasks staff will take responsibility for in the coming year. For example, has the organization acquired new property? Will staff be responsible for composting or recycling next year?
  
• Prepare a landscape management plan that lists all operations that will be necessary, as well as the approximate hours each requires. This plan can serve as a guide for making decisions on equipment, chemical, staff and scheduling in the coming year.
  

The review also can reveal particular areas of concern for management. For example, if equipment maintenance is a weak area, managers will have to take the time to devise a strategy for improving it. Keeping equipment in excellent working condition is as important as having the right complement of equipment in the first place. Grounds care operations will benefit if managers can develop specific maintenance guidelines and schedules for all equipment.

Or if record keeping could be better, managers can develop easy-to-use forms for documenting maintenance activities and parts used. One successful strategy is to review the department’s parts inventory and pay attention to the quantities used in previous years.

Plan to have the necessary parts and supplies on hand so time is not wasted when equipment is down for repair or routine maintenance. Discounts also might be available for quantity purchases also.

Equipment
Once activities dwindle for the season, equipment mechanics or operators should complete annual maintenance on and conduct a thorough inspection of each piece of equipment.

A check of past maintenance records also will reveal if equipment is showing signs of aging, has a history of breakdowns or is no longer cost-effective to run. Managers then must decide whether or not to buy a replacement before next season begins. Obviously, a new piece of equipment will affect the budget, as well as staff needs and scheduling.

When buying new equipment, the most cost-effective strategy is to research carefully in an effort to find the most versatile and durable equipment that is easy to operate and maintain. Equipment managers have introduced new technology and designs to help managers address the need for greater worker productivity.

Today’s new mowers and tractors are larger and faster, and they feature zero-turning radius, all-terrain tires, and advanced hydraulics that can greatly improve maintainability and productivity. It is possible that buying a new mower can reduce the number of hours spent mowing and allow staff to spend more time on tree and shrub care — an area that is often neglected due to lack of either time or staff.

For example, a new ride-on spreader might enable one person to complete all fertilization in the same amount of time it used to take two people to finish, possibly eliminating the need to add staff to keep up with new responsibilities.

Additional equipment considerations:

• Test-drive all equipment before purchasing. Let the employees that will be using the equipment try it out.
  
• Let the mechanic look it over to discover any maintenance concerns.
  
• Begin researching equipment purchases early this winter so decisions can be made and the equipment can be ordered and delivered before it is needed. Smaller, hand-held equipment and walk-behind mowers tend to be readily available, but larger mowers and custom trucks and trailers require lead time.
  

Chemicals
Planning ahead for chemical application can result in better-timed applications, greater product availability, and improved site aesthetics and landscape health. A review of the site evaluation discussed earlier often will reveal areas that need improvement.

Can these areas be improved through the use of chemicals such as fertilizers and pest-control products? If they cannot and renovation is necessary, managers might want to begin plans to upgrade as soon as possible.

If an outside contractor must develop plans or complete the work, getting information to them early this winter can ensure the project’s prompt completion. As spring approaches, landscape designers, architects and contractors become busy and can have weeks or even months of work already scheduled. The earlier a project gets on the schedule the better, even if the work does not need to be completed until summer or fall.

If fertilization or strict pest control can result in the necessary improvements, managers can begin developing an application strategy by researching available products and identifying those that will work best for their conditions.

For example, one application of a slow-release fertilizer might provide enough nitrogen for six to eight weeks, reducing the number of applications. Fewer applications save time, cut product costs, enhance turf growth and provide more consistent color.

Managers have many formulations of slow-release fertilizers and custom blends from which to choose. Different formulations and methods of release are better for certain soils and climactic conditions, so it is important to determine the types that will perform best on a given site before buying.

Managers can benefit from making an earlier decision on fertilizer quantity because many dealers give discounts for early orders or quantities. Often, delivery can be timed as the product is needed, which can mean better product availability and fewer storage demands.

But if space for proper storage is not a problem, it might be most cost-effective to have the yearly supply of fertilizer delivered at one time. The same strategy also will work for pesticides.

Additional chemical considerations:

• Some new products have a larger window of activity. Either active ingredients last longer so application timing is not as critical, or fewer applications are necessary for control.
  
• Injection systems to control diseases and insects on trees are becoming very popular.
  
• If crews will use new products or application equipment this season, managers should schedule training for winter months so staff is up to speed when it is time to get to work.
  
• When planning chemical usage, the budget plays an important role. Fertilizers and pest control products are not cheap. When choosing products, however, managers also should keep aesthetic goals in mind and be aware that the more expensive products might save time and be safer for employees and the environment. While the initial cost might be higher, the end results can be much more cost-effective.
  

Staffing
Many parts of the country face a great labor shortage. In some areas, it is difficult to find workers willing to put in long hot hours at the wages grounds care departments can afford. In other areas, managers are hard-pressed to find workers trained in horticulture, turf management or equipment repair with leadership and communication skills.

The first step in addressing a labor challenge is to determine needs by referring to the landscape management plan. What tasks will staff perform throughout the year, and how many hours will it take to complete each task? Do the responsibilities require skilled or unskilled labor?

Staff training is another important winter activity. From the assessment of the operations, managers can determine where continued training is needed. Local professional landscape organizations, cooperative extensive services or junior colleges offer training opportunities.

Managers also can look into setting up an in-house training program by delegating staff members to present a workshop in their area of expertise to the other staff members.

Scheduling
Before the spring growing season hits, operations will run more productively with a written schedule. Of course, weather, among other things can alter a schedule, but having a plan of action in writing will serve as a road map that can help the department stay on course, especially with the detours that are sure to crop up.

Base the schedule on the landscape management plan referring to the decisions made regarding the budget, staff, chemical, and equipment.

These relatively slow, colder months provide grounds care managers with a perfect time to put their management skills into action. During the next few months, setting aside time for preparation, developing a landscape management plan that considers equipment, chemicals, staff, budget and schedules can produce rewards during the upcoming grounds care season.