#10 READ ABOUT URBAN FORESTRY LEADERSHIP

#10 Read About Urban Forestry Leadership
Edited by Len Phillips, updated January 2023

Sections You may go directly to the section by clicking on titles listed here.

Municipal Forestry Departments
Employee Management
Contracting vs. In-house Staff
Urban Forestry Standards
Work Requirements and Personnel Needs
Volunteer Programs
Celebrate Trees
The Future of Urban Forestry

Click on the green text in each section for more information

Municipal Forestry Departments

The municipal arborist and/or landscape architect is responsible for the management of the urban forest in his or her community. To accomplish this task, the arborist needs trained and qualified ISA certified tree workers or arborists to manage the trees, operate the equipment, and perform a multitude of other tasks as required. All the employees are hired under the direction of the arborist and/or landscape architect and/or an administrator, and the entire department is organized according to the local policies, budget, size of the department, and size of the municipality.

Department Organization
The smallest cities might have an arborist or landscape architect who writes tree maintenance contracts or a forestry division consisting of two or three workers plus a truck, who report to a city leader or department head. Moderate-size communities and departments might have 2 crews consisting of 2 climbers, 2 truck drivers and a foreman who might serve as the supervisor or the arborist.

As the size of the city and the number of urban trees increases, so does the size and the complexity of the urban forestry department or the tree maintenance contract. The Forestry Department is usually a division or bureau within another department such as the Park, Public Works, Recreation Planning or Street department. The largest cities might have several trimming crews, each assigned to a certain zone or section of the city. These trimming crews spend the bulk of their day following a plan of routine tree trimming. The larger cities might also have a trouble truck operated by the senior tree crew leader, and it is used to trim branches that are blocking signs or branches causing risk that hang over walks and streets. Sometimes this crew is called a request trimming crew or a tree inspection team. This crew takes care of trees needing attention according to phone calls from residents and political leaders. Other trimming crews can be assigned to tree installation during the spring and Autumn planting seasons and to routine tree trimming or removal at other times of the year. Some specially licensed crews may be assigned to pest control and implement insect and disease control programs. The tree watering personnel, who usually follow the tree installation crew and install a long-term watering system, are essential for protecting the community’s investment in its most recently installed trees.

All the crews should have leaders who stay with the workers to supervise the work and answer questions from the public. Field supervisors should direct the foremen, who in turn direct the workers. The field supervisors may direct 2 or 3 crews during any given day. This process is called the “chain of command”. Every smooth operation has a clear line of communication that flows up and down the chain. Chains that operate properly prevent mistakes and misunderstandings both up and down the chain. A good organization also effectively uses the department's resources and controls employee assignments. A good organization chart describes the functions of the personnel, duties, and lines of communication. The organization should be loose enough so employees can be moved to best match their personalities and skills with the assignments, equipment and personnel.

Department Standards
Several years ago the Society of Municipal Arborists developed a series of “standards” to help define the “ideal” professional forestry department. Some of these standards include the following:

There should be a maximum of 10,000 street trees per tree climber employed by the forestry department.
All trees should be pruned within a maximum 10-year cycle.
Each climber should receive a minimum of 20 hours for forestry and pesticide training per year, including training in aerial rescue plus cardiopulmonary resuscitation (CPR) and first-responder training.
At least one employee in ten should have a pesticide license and one climber in five should have an arborist or forester certification.
The forestry budget should have less than 30% of the total spent on tree removals and another 30% or less on administration.
A minimum of 30% of the budget or 50% of the total labor hours should be required for trimming.
No more than 25% of the total labor hours should be spent on emergency work (except major disasters).
No more than 30% of the total labor hours should be spent on demand pruning.
At least 5% of the budget should be available for tree installation.
At least US$23.00 per capita of the city is required to have a total budget that is adequate to support proper tree maintenance.

Laws and Regulations
The laws and regulations which apply to an individual community will vary according to the state and community. It behooves every interested citizen and public supervisor to know what laws and regulations apply and to expand these laws in the interest of the community’s environment.

Every municipality and every municipal forestry or street tree department must operate under a set of rules and regulations. These regulations should cover all aspects of tree care from installation, to maintenance and pruning, to tree removal.

   Employee Management

Managing Employees
Managing employees can be difficult at times. The consequences of alcoholism and substance abuse in the workplace are seen in lowered productivity, increased absenteeism, inefficiency, increased turnover, increased injury rates, and incidents arising from disruptive and demoralizing behavior, and this leads to excessive turnover.

Many municipalities believe that an employee with an alcohol or substance abuse problem requires professional assistance. Early recognition of these conditions by the employer is key to an effective program of evaluation, treatment, and rehabilitation. Concern with alcoholism and substance abuse is a basic management responsibility. Supervisors are expected to be familiar with employees' appearance, behavior, and work patterns and to be alert to any changes. These could result from causes other than substance abuse such as illness, properly prescribed drugs, and fatigue. Supervisors are not expected to make a diagnosis; that is the responsibility of medical professionals. Supervisors are expected to point out to where the troubled employee could turn for help and assistance. With the legalization of marijuana in many states, special attention by supervisors is required to prevent employees from working under the influence. For more information on this subject click here.

Studies show that, at any one time, 10 – 20% of the population is taking prescription medications. Add to this the number of people using substances illegally, and it becomes obvious that a substantial portion of the population is exposed to the affects of performance enhancing drugs. No matter how often you speak about the hazardous affects of alcohol, the person who enjoys drinking will continue to do so.

Identifying employees with drug and alcohol problems are much easier if the municipality takes a positive approach. Since drug and alcohol dependencies cause marked changes in work behavior, personal relations, and emotional moods, supervisors should seek the assistance of the municipal personnel department or a community agency specializing in the treatment of drug or alcohol dependency. A municipality must also establish a written policy that conforms to the law when planning counter measures to drug or alcohol abuse. This policy must be carefully prepared and made known to all employees in the same manner as a safety policy. The key phrases to use are indicated in this article.

Employee assistance programs are being carried out by enlightened management to help employees with alcohol and other behavioral problems that interfere with job performance. Programs of this type enables an agency to retain valued employees.

Improving Productivity
It is human nature to try to motivate another person from one's own point of view. Unfortunately, being motivated must be self-induced, not instilled by someone else. When it comes to managing employees, motivation is not a one-size-fits-all concept. People are motivated for different reasons, both personally and professionally. Understanding an employee's individual motivation factors can enhance coaching opportunities and improve productivity as well. The five common motivation categories are described as follows:

1.   Compensation – This is a part of the mindset of an employee who has a purely financial perspective on professional opportunities. The professional who is motivated by money is less concerned about the title, perks, or even recognition. Instead this employee operates from a “put it in my paycheck” mentality. This philosophy is that if it cannot be spent, it has no value. This employee is usually self-motivated and does not need a lot of coaxing to perform. This employee responds best to cash and bonuses that can be offered as additional incentives.

2.   Advancement – This is the goal of a person who genuinely thrives on the concept of moving up the corporate ladder. Offering constant reinforcement of advancement opportunities and highlighting examples of internal promotions are excellent ways to maintain a high level of motivation in this employee.

3. Recognition – For some people simply receiving accolades for a job well done at any level is a key motivating factor. Recognition builds self-esteem and confidence while setting a positive example for others. A photo on a wall, a designated parking spot, or a shout out at the department meeting can mean more than a bonus to the employee motivated by recognition, and it usually does not impact the budget.

4. Security – For some, the task of doing the same job over and over, with a consistent result is considered job security. For the security-seeking employee, minimal change implies safety and an increase in motivation. When assured that their position is valuable and necessary for the long-term vision of the company or department, this employee experiences comfort and will put forth maximum effort all the time.

5.   Personal satisfaction – Achieving a self-established goal is the greatest encouragement for some employees. They are motivated by personal satisfaction more than money, advancement, recognition or security. It is common for this employee to be willing to commit to activities that are beyond the call of duty in an effort to move closer to achieving personal fulfillment. In coaching this team member, gain a respectful understanding of his or her personal agenda. Offer support to focus on what is necessary to accomplish the individual objectives that will simultaneously attain professional goals.

Instill Work Ethics
It is important to instill values and work ethics for what is expected from your work force. These programs include the following:

1. Remind your employees of the values and character traits that are expected from everyone. These include honesty, respect, reliability and other qualities that your staff deems important.

2.   Review the hiring program to be sure the candidates are meeting the character traits mentioned above. Ask candidates about their personal values and work ethics.

3.   Evaluate your training program to be sure the latest trends in the profession are being addressed as well as highlighting the importance of values, hard work, and strong character. If there is an employee handbook, it should feature these items as well as the warning process for violations of your policies.

4.   Workplace meetings provide an excellent opportunity for training and to tell workplace stories that illustrate employees who went above and beyond what was necessary to illustrate honesty, respect, reliability and other qualities that make your organization superior to others.

5.   Celebrations should include the entire workforce as well as any volunteers who work beside your staff. The celebrations can be anything from Arbor Day, to end of the summer thank you luncheons, to December holiday parties after hours. Exceptional employees can receive praise and/or awards for exceptional jobs. Great work ethics deserve recognition. Editor-in-Chief of HRO Today magazine, Debbie Bolla said that "What Gets Recognized Gets Repeated".

Labor Unions
Another factor that management has to consider is a labor union. Municipal arborists in management should carefully consider the value of a union. Have the union representative participate in long-term discussions regarding the direction and goals of the department. Also use the union to encourage positive performance by the employees. Use the union to manipulate situations and negotiations to the department's advantage. Managers should get on the contract negotiation team to work for contracts that give freedom to mange in exchange for employees raises and benefits. For example, replacing the concept of “seniority” with “most qualified” in exchange for 5% raises or a 3-year contract. Other examples might be earning a personal day off in exchange for no sick days during the previous 3 months; or installing flexible time in exchange for hikes in the longevity bonus.

Also be sure there is flexibility in all actions. For example during disciplinary actions, make a first suspension for 2 days so if there is a need to compromise, management can drop back to 1 day and the point will still have been made and the union has scored with one less day off for the employee – win/win. During disciplinary actions use a progressive policy (first abuse, 2 days; second abuse, 1 week; third abuse, 1 month; and fourth time of the abuse, termination). Be sure to document absolutely everything, because every action is subject to some form of a legal challenge.

How to Solve Sick Leave Abuse
Like many communities faced with problems of sick leave abuse, the Wellesley (MA) Department of Public Works established a two-phase attack on the problem of absenteeism. The first approach began during the union contract negotiation process. At that time an incentive program was proposed whereby employees are granted leave with pay to transact personal business, relative to used sick leave time. For example, at the end of each quarter of the year, an employee who has taken no sick time during that quarter and 2 or less sick days during the previous quarter is entitled to have one day off to conduct personal business. If at the end of the year the employee has taken less than 5 sick days, they are entitled to one bonus day that can also be used for personal business.

This entire personal day program resulted in a very positive attitude among the employees and did improve morale considerably. However, since the bonus system still did not provide sufficient incentive for the five or ten percent who continued to abuse sick leave, the department undertook the development of a uniform policy for administering tardiness and sick leave abuse. This policy states that after 4 days of sick leave in a given year, the employee should be issued an oral notice and after 8 days of sick leave, the employee should be issued a written notice. After 10 days, a second written notice is to be issued and the employee receives no pay for further absence. If after 5 days of absence without pay and sick leave abuse is determined by his/her superior, the employee is subject to additional disciplinary action up to and including discharge. The policy also provides detailed definitions of tardiness, absenteeism, and methods of determining tardiness and sick leave abuse. Some example notices and warnings were also included in the policy.

Results
Both programs combined have had remarkable results. For example, before either program was started, the highway division averaged 10 days of absence per employee during the year. At the end of 5 years under the new program, the absence rate had decreased to 4 days of absence per employee per year. The following year there was a slight increase as the result of two employees having major operations and their absence was added in to the total of all employee sick leave.

A similar situation occurred in the park and tree division where the average went from 8.2 sick days before the programs began to 1.43 days per employee 5 years later. Plus, on the fifth year almost half of the division's 25 employees had perfect attendance, 2 employees had perfect attendance for 2 years in a row, and one employee had perfect attendance for 3 years. The dramatic decrease in sick leave taken by park and tree division employees can also be attributed to the discharge of one employee because of his sick leave abuse.

Although the personal day benefits approach improved the attendance records somewhat, the combined approach of benefits for those who come to work every day and penalties for those who abuse the system has decreased absenteeism to the point where it is no longer a problem. However, the program does require constant vigilance to monitor the annual sick leave records from each division and looking at the trends within the entire department.

Training Programs
Training programs can vary widely for forestry employees. The simplest consists video shows that can be held at the field office on rainy days. Other training consists of sending employees to local universities or trade associations where they can attend everything from lectures and seminars to courses on all subjects related to the profession. On-the-job training and visitation to other municipal forestry departments provide training in a practical sense. Inviting lecturers to visit with films and talks also provide good training. Employees should be encouraged to attend trade shows and belong to professional organizations. Employees should also have subscriptions to trade journals and access to various books that will keep them up-to-date. When pesticide licenses are required, employees usually take several refresher courses. Every forestry employee should participate in some of the training programs wherever they are available and have a goal of becoming a certified arborist, landscape designer or forester.  The idea of this Online Seminars program is being copied by professional societies so members can learn at home, virtually, or on the office computer. One very large Midwestern city is using Online Seminars as the major source of certification credits for all their employees, saving considerable funds in their budget. One tip to keep employees honest is to provide transportation to the training program. The employee considers this a bonus and while it also ensures management that the employee is not using the day as a paid vacation day.

Burned-out Employees
Is your company or department in some kind of trouble? When layoffs, pay and benefit reductions, salary freezes, Covid-19 restrictions and restructuring, all begin to occur, employees seem to understand the magnitude of the crisis and are happy to just have a job. During economic recessions, these feelings of job appreciation begin to change to feelings of burn-out, fatigue, and self-preservation. This leads to declining levels of motivation, pride, and trust at many workplaces.

This results in employees taking a closer look at their work life and are asking themselves if they really want to stay with their current employer. Although the employer may be blameless in a crisis, and although the employer may have made wise moves to maintain the health of the organization, the employees may still want to jump ship. This is because it is human nature for people to want to disassociate themselves from bad memories. Unfortunately, if you found it necessary to deploy traditional belt-tightening labor practices to cope with your work related challenges, your department or company may be that bad memory.

Several recent surveys conducted by reputable firms suggest that anywhere between 40% – 60% of Americans start looking for a new job when the economy is rebounding. The younger employees are reportedly the most likely to leave.

Employee Happiness
How do you know if your employees are among those wanting to bolt? The risk increases if one or more of the following has occurred at your workplace.

Department leaders failed to communicate what was going on strategically.
Employees have had to work extra hours to make up for a reduced workforce.
Salaries were cut or not increased and there is no timetable to have them restored.
Personnel and organizational changes were made and advancements have been limited.
The employees have the perception that they have been miss-treated.
The employees lost trust in the organization as a result of how it handled cost cuts.
Employees are stressed out about money.

Re-engage Employees
So what happens now to re-engage your employees and to minimize the temptation for your best employees to find a new job as conditions improve? The answer lies in first understanding what factors make work gratifying today. A recent job satisfaction survey listed the following factors as very important aspects of job satisfaction, with 1 being the most important aspect.

job security,
benefits,
compensation,
opportunities to use skills and abilities,
relationship with immediate supervisor,
management recognition of employee job performance,
communication between senior management and employees.

This list is actually good news for the managers in small departments and companies because more layoffs occur in the larger companies and departments.

The second factor to make work gratifying is actually three of the job satisfaction factors. To your employees, the ability of your leadership team to encourage the development of your people through trusting relationships will affect retention. As the economy rebounds the most important ingredient in retention will be the strength of your leadership team. Employees want and need leaders who can connect with them emotionally; leaders who are highly visible; who care about the well-being of others; who encourage the development of talent in the organization; and most importantly who are trustworthy.

Here is a list of the qualities of a trustworthy person.

Likely to respond in a healthy way when things go wrong,
Admits to and learns from mistakes,
Aware of how his or her behavior affects others,
Admits when they do not know something,
Tells the employee when they have done something wrong,
Helps the employee to be a better person,
Sticks by others in tough times,
Speaks the same of everyone whether in their presence or not,
Keeps commitments including the small ones.

As the economy rebounds, regardless of your industry or the size of your department or company, the best formula for successfully retaining talented employees combines trustworthy leaders with a motivating work environment and culture that recognizes and engages employees.

Overtime Pay Requirements
The United States federal overtime provisions are contained in the Fair Labor Standards Act (FLSA). Unless exempt, employees covered by the Act must receive overtime pay for hours worked over 40 in a workweek at a rate not less than time and one-half their regular rates of pay.

Goal Setting
Make no little plans, for they have no magic to stir people's blood. Goal setting is among the most basic responsibilities of any executive. Yet in a world awash in case studies and management literature, it is also among the least understood. Some managers set “stretch goals” for their teams, while others try to under-promise and over-deliver. Never-the-less, some of the most striking public policy achievements of our time started by setting targets so ambitious that they deserve their own label called “extreme goals”. An excellent example is New York City's "Million Trees NYC".

Extreme goals are attention grabbing. They use the language of morality rather than cost-effectiveness. They also seem impossible and that can be a problem. Anytime a leader sets goals where people cannot see how they would achieve them, it risks conflict and confusion. However, extreme goals can also deliver big payoffs. The guys who create extreme goals, bring in a lot of levers for change. The broader they go, the more people they can rally around the goal. Align yourself with those who see possibilities that others miss and set goals that at first glance seems implausible.

Contracting vs. In-house Staff

Is it less expensive to use a contractor, paid by the job, plus profit, or have an in-house forestry staff, paid year-round, plus benefits? This question is often asked by most city managers as they search for ways to provide required municipal services for the lowest cost. Unfortunately, cost of services is not a good reason to pick contracting vs. staff because the costs of labor can vary considerably not only in salaries but in benefits as well.

Forestry services can be accomplished by using contractors, in-house staff, or combinations of both. Typical contracted services include tree installation, tree growing, tree pruning, tree removal, stump grinding, wood disposal, electric line trimming, and management consultants who can do inventories, create master plans, write and oversee contracts, and prepare all types of documents and regulations.

In-House Crews
The advantages of in-house crews include having people available to do anything and everything that needs to be done. The community also has an identity or personality that is reflected in the maintenance of its street trees. Quality control is better with in-house crews who have to live with their mistakes and be proud of their accomplishments. In-house crews can be kept busy with all phases of municipal forestry, which includes some variety to the daily routine. In-house crews can also become specialized and just as productive as contracted labor. In most situations, the decision to use contractors versus in-house staff versus a combination of both is usually made because of cost, quality of service desired, and past practice.

Most cities have combinations of both. For example, one city has an in-house crew that handles routine trimming while a contractor is brought in for work on main streets, in the company of a flagger or police cruiser to handle traffic and help the in-house crews to stay on the routine pruning schedule. The contractor is also required to be available for emergencies such as winter and windstorms.

Surveys show the most commonly contracted services are tree removal and stump grinding. This is because specialized equipment is required and the equipment is not used often enough for the community to justify the expense of purchasing and maintaining the equipment. The other commonly contracted service is tree planting. This is chosen because the bulk of the work is done in the spring and sometimes the autumn, when other service demands are at a peak and the in-house labor force does not have time to install trees.

Advantages of Contracted Labor

Labor is available for peak work periods.
When there is cancellation because work is not available, the weather is poor, equipment fails, or a crew member does not report for work, there is no cost to the city.
The contractor provides employee supervision and training. TCIA Accredited tree companies are so highly trained, that municipal supervision to ensure proper work is being done, is not necessary.
The contractors specialize in trimming, planting, stump removal, etc. which makes them more efficient.
Work that does not meet quality standards, as specified is not paid for and the contractor is not rehired.
The city can easily switch to in-house staff if it wants a change.
It is ideal for scheduled trimming programs.
The city can easily request a change of crew members, for cause.

Advantages of In-house Labor

Staff is available for any and all facets of forestry operations as well as operating snow plows in winter.
No administrative time is necessary to write and oversee contracts.
Quality can be perfected through on-the-job training to meet community standards.
In-house staff is more knowledgeable about the community and takes personal pride in their work.
In-house staff can respond quickly to emergencies.
The work force is generally more stable and can be trained and employed for many years.
Workers are motivated by pride and residency.
Use of in-house staff is ideal for demand pruning because they know the city streets and the best way to get there.
Use of in-house staff is ideal for structural pruning because they know where the trees in need are located.
Cities find it more difficult to reduce budgets through layoffs, so tree care remains a priority.

                                                Urban Forestry Standards

This section is about production standards and was compiled by members of the Society of Municipal Arborists (SMA). The information has been gathered from a variety of sources. It is presented here as a guide for anyone that has been assigned the task of zero based budgeting.

Task                         Labor Hours per Tree

Installing trees:
Plant tree 5' – 6' high               0.45
Plant B&B tree 2" dia.             1.0
Planting 2" tree bare root         0.5
Planting tree by tree spade      4.0
Watering a newly planted tree  0.3

Trimming trees - routine pruning:
6" diameter – by hand 0.5
6" diameter – by lift truck 0.4
9" diameter – by hand 0.8
9" diameter – by lift truck 0.6
12" diameter – by hand 1.1
12" diameter – by lift truck 0.8
18" diameter – by hand 1.6
18" diameter – by lift truck 1.1
24" diameter – by hand 2.2
24" diameter – by lift truck    1.6
30" diameter – by hand 2.7
30" diameter – by lift truck 2.1
36" diameter – by hand 3.2
36" diameter – by lift truck 2.4
48" diameter – by hand 4.0
48" diameter – by lift truck 3.4

Tree removal:
Up to 6” 1.0
6 – 12” 2.0
12 – 18” 4.0
18 – 24” 6.0
24”+ 10.0

Stump removal:
Up to 6” 1.0
7 – 12” 2.0
13 – 18” 4.0
19 – 24” 6.0
25”+ 10.0

Tree fertilization:
Punch in soil (10 yr. old tree)    0.5

Pest control in trees:
Power spray    0.3
Systemic in soil 0.15

Planting shrubs:
Plant shrubs individually 0.6
Plant shrubs in a group 0.3

Shrub Maintenance:
Prune a mature deciduous shrub    0.5
Prune a mature evergreen shrub    1.0
Properly pruning a mature yew shrub 4.0
Weed, till, and edge a shrub bed    1.0 per 1,000 sq. ft.
Rake a shrub bed    0.85 per 1,000 sq. ft.
Mulch a shrub bed 0.5 per 1,000 sq. ft.

Item Standard
Total forestry budget $5 per capita or $10 per tree

Forestry budget breakdown:
Tree installation more than 5% of the budget
Removals    no more than 30% of the budget
Scheduled pruning    more than 50% of the budget
Emergency pruning no more than 25% of the budget
Demand pruning    no more than 25% of the budget
Supervision    no more than 30% of the budget

Policies:
Tree removals equal to tree installation number   Yes
Pruning cycle less than 8 years
Tree planting plan & regulations    Yes
Management plan    Yes
Street tree inventory    Yes
Pruning guidelines Yes
Removal regulations    Yes
Advisory board Yes
Conducting or contributing to research    Yes
Training & education program for staff 30 hours/year
Training & education program for workers 20 hours/year
Certified arborists 1 employee/crew
CPR training 1 employee in 10
Trained in aerial rescue 1 employee/crew
Certified pesticide operator 1 employee/crew

These numbers will all vary depending on various factors such as: size and species of trees, weather, travel time to and from job sites, entitled rest periods, etc. Considering these factors, on average 6.5 hours/day or 80% of the work day is the standard for time spent in performing assigned tree maintenance work. The rest of the day is used for travel and contracted breaks.

                                         Work Requirements and Personnel Needs

A year-long effort came to a successful conclusion for the staff of the Wellesley (MA) Park and Tree Division as they worked to demonstrate the need for additional personnel. This effort was accomplished by evaluating the work requirements and personnel needs of the Division. The objective was to determine the time required to do the job efficiently and meet a high standard of quality.

Tasks
The first task was a listing by administrators of all the tasks accomplished by all the Division employees for an entire year. The list of tasks was then given to all the employees for their thoughts. At the same time, the administrators completed an inventory of all lands where Division employees were required to work and the tasks completed on each of the properties was compiled. This was also given to the employees for their comment and adjustment.

With this effort completed, all the work being performed on the Division land was then summarized into units such as: per acre, per square foot, per tree, or other units that could be measured. These unit performance functions were then compared to the Park Maintenance Standards compiled by the American Park and Recreation Society, the National Society for Park Resources of the National Recreation and Park Association, and the Urban Forestry Standards from the SMA as indicated in the previous section of this Topic.

In discussing the results with the employees, the administrators realized that many items completed by the Division employees were single time events. There were also many for which there were no standards such as litter pick-up or emptying barrels and taking trash to the recycling facility. Therefore, all the one-time events and all the items for which there were no standards, were given an assigned standard by the Division staff, based on their opinions of what a standard should be.

Duties
Against this complete list of job requirements, duties and times required to do the job, a matrix was developed to calculate: the quantity, the standard, the hours required, and the frequency. This matrix then generated the number of hours per year required to accomplish each task. Since the employees stated that there was no item in the study to consider travel time, negotiated rest breaks, gathering of materials, etc. a performance factor was needed. This performance factor was developed by an employee performance study of all employees during a typical week. At the end of the week the performance factor was calculated. It showed that the employees were actually working on the assigned task 80% of the day from 7 AM to 4PM with one hour off for lunch. This performance factor was then calculated into the number of hours a year required to accomplish the given task. The hourly needs were translated into a full-time employee equivalent (FTE).

To illustrate the matrix here are some typical lines showing labor needs by park maintenance zone and by a tree crew. These do not add up to 100% because this is just a sample of tasks.

Zone 1
Task                        Quantity           Standard       Hours req      Frequency      Annual hrs     FTE
hand mowing         6.26 acres        2.2 hrs/acre       13.77         26 times/yr          358.07        0.2
litter                         10 barrels      0.45 hrs/brl           4.5    249 times/yr 1120.5         0.63
shrub pruning         513 shrubs       1 hr/shrub    513.0 once a year 513.0 0.29
Zone total of all        14 tasks    981.47 4249.87       2.38

Tree Management
tree removal             200 trees    13.0 hrs/tree 2600.0    one time           2600.0    1.4
tree maintenance     735 trees        2.7 hrs/tree 1984.5 2 crews            3969.0    2.21
storm cleanup            20 trees    13.0 hrs/tree 260.0 one time 260.0    0.15
stump removal         200 trees        3.5 hrs/tree 700.0 one time 700.0    0.39
Total for Tree Management tasks    5547.5    7529.0    4.2

(In an attempt to measure how well the Division employees performed against these industry standards, it was found that they were right on line.)

FTE's
The next step in this process required adding up all the FTE's and this number was compared to the number of employees. Subtracted from the total number of employees FTE's were benefits such as vacations, the sick day average, holidays, personal days, and the average number of hours taken without pay. Added to this number was the hours of work by part-time employees and seasonal laborers.

The result was the number of employees needed (36.5 FTE's) was much higher than the number of employees and staff (23 FTE's). The process was further refined to evaluate the number of employees needed per month to determine if the spring peak workload could be spread out over the year. This effort reduced the employee needs slightly but it was still obvious that the work requirement far exceeded the abilities and number of employees needed to do the job right.

All this information was turned over to the budget people and city administration. Since it was a goal of the city to maintain their properties in the best possible condition, they recognized that some additional staff would be necessary. The result of this effort was the addition of 2 FTE's added to the Park and Tree Division budget. The following season, four half time employees were added to the summer staff and much more work was accomplished with better quality than occurred in many previous years.

Volunteer Programs

Although most communities have full-time tree care staff or contractors capable of maintaining street trees, other activities which require lots of time, effort, and people, require demands often beyond the capabilities of the staff. Getting these projects carried out can be accomplished by using volunteer efforts while paid staff can focus on more pressing tree care demands.

Tree Advisory Board
The most important volunteers are those who serve on the tree advisory board, advocacy group, commission, non-profit organization, or community tree support group for your community. The board is a group of citizen volunteers who establish the policies and recommendations that a forestry department can follow. It is most effective with some agency support from an elected council or mayor, a park and recreation commissioner, a planning commissioner or someone other than staff to serve as the supporter of the urban forest. People invest their time in service to their community because of a pet peeve, an issue, or a desire to serve. The tree advisory board is supposed to create an idea, run with it, and make it happen, as an individual or with help from the tree care workers.

The tree advisory board should have a diversity of volunteers from the community and not be heavily weighted with tree professionals. While the technical information is readily available from the staff, it is more important to have the opinions of the community represented. The board should have a manageable number, maximum of 5 members, appointed by the city's leading official. The board should also have the authority to elect officers, have subcommittees, conduct regularly scheduled meetings, and adopt rules and policies that are necessary for the management of the city's trees.

The arborist and landscape architect have the proper perspective and want the best for the community. However, the information usually doesn't get into a decision maker's hands in the right format for the desired outcome. In these situations, a citizen's tree advisory board may bring the program into proper context and take the program to the next level. A quality, well-facilitated board will have the ears and eyes of the elected officials as well as the city residents. They may interact with these officials privately while playing cards, golfing, having lunch, or conducting business. They know how to present an idea to their colleague that will get their attention. Most of all, they want to speak for the trees.

Once a tree advisory board is established, attention can be given to consider the following ideas:

The board should guide and promote the urban forest management program.
The board should consider defining the forestry needs of the community.
The board will need to know the scope of their responsibilities – make recommendations, decisions, decide appeals, etc.
The rules for participants should be clearly laid out including attendance, values, behavior at meetings, ground rules, etc.
The board needs to be led by a strong facilitator who will keep the committee focused on goals.
The board members should be educated by someone familiar with the city's programs, strengths, and needs as well as other urban forestry programs to learn what options and possibilities are available. (The city arborist or landscape architect can be this person, although a resident/arborist or landscape architect may be just as good.
Board members should receive training in proper tree installation and tree care, including the ANSI A300 standards.
The board should understand the current budget and programs that are in place.
The board should develop a work plan with priorities.
They have to promote how the community operates and recognizes the value of its trees.
The board should be interested in all forms of tree care, tree celebrations, and support for the tree maintenance programs. The board can set up various celebrations such as Arbor Day, prepare articles for the local press, prepare guidelines for maintenance programs, participate in tree installations, conduct special pruning projects, inform the public about the importance and care of trees, conduct the street tree inventory, and prepare or update the city's street tree master plan.

The city's municipal arborist or landscape architect should be an ex-officio member of this board. This staff person should:

plan to spend extra time as needed to continually educate the board about the program goals and progress,
take new board members on a tour of the city's trees and forestry operations,
be prepared to respond or react to board discussions and decisions,
be intimately involved in the formation, education, and goal setting of the board,
provide options, show big picture views, and show potential as well as find success stories to emulate,
support the board because it is a group formed through the request of an elected or influential community leader and they usually have more "clout" and will be taken seriously by the community leaders,
create an idea with the board and have them run with it and make it happen.

There are some potential pitfalls with tree advisory boards but if problems can be avoided and the work of the group is done right, the outcome is usually very positive and a benefit to the community and the staff working together for the benefit of the city's trees.

Other Volunteer Programs
When properly used, volunteers can be a valuable resource. A successful volunteer program requires the development of a plan that use volunteers to their best advantage and a central program coordinator who will encourage more volunteers to participate. The coordinator should organize the program, and then provide training, recognition, supervision, and evaluation of the volunteers. Volunteer programs will not reduce the budget unless they displace paid staff. Volunteers offer the ability to allow more productive use of limited funds and personnel to increase the level and quality of services delivered. Parks, zoos, and arboreta often have volunteer programs. If possible, volunteers wishing to work with trees, should be coordinated with existing programs. This effort will save considerable time and effort as well as avoiding potential hassle from labor unions.

Seeking volunteers is not the first step. The first priority is the establishment of a set of goals and objectives, such as developing a street tree inventory or a street tree master plan. Then a determination should be made as to the time and task requirements. Goals which are three years away might be unrealistic and discouraging to the volunteer, but goals six months apart provide a desirable incentive. Be advised that while there are many advantages to using volunteers, the major disadvantage will be the very slow rate of progress.

The volunteer program should be organized to respond to the motivations of volunteers and linked to the structure of the agency. Management of a volunteer program is a job in itself, which requires time, planning, education, and training.

Pros and Cons of Volunteers
The major disadvantage of using volunteers is the inability and unwillingness of some cities to insure volunteers against injury. Most states have already settled this issue by showing that anyone who does work for another is covered by that employer's worker's compensation plan. However, since many cities are self-insured, they have chosen not to include volunteers as employees. Experience has proven, however, that volunteers actually have better safety records than paid employees. The reasons are three-fold:

1. Volunteers work without time limitations and pressure to get the job finished, so while the work may take longer, there is less carelessness and fewer shortcuts which cause accidents.

2. Volunteers are seldom given the opportunity to use heavy or dangerous equipment.

3. Volunteers are volunteering because they want to do a municipal project without costing taxpayers, like themselves additional tax burdens. Using this same philosophy, volunteers who get injured will usually go to their own physician rather than filing a claim against the city which in turn, might burden the taxpayer. Volunteer supervision will prevent any claim of gross negligence.

However, labor unions have traditionally opposed volunteers because they see them taking work and overtime away from dues paying members. Successful volunteer programs have been able to avoid union problems by either or both of two methods:

1. Use volunteers to cover projects formerly or not being done with union labor. Most employees will recognize that the volunteers are supplementing their efforts and without their help special projects would not be done. This approach runs the risk of union opposition at any time, with or without cause and with a considerable amount of unfavorable publicity.

2. Before establishing a volunteer program, meet with union officials and get their conditions, concerns, and endorsements for the program. Once the union has approved, with or without conditions and limitations, the program can grow rapidly and without opposition.

Components
Record Keeping – A system must be set up to organize the records of the entire volunteer program. The records should keep track of the volunteers, the jobs, the retention efforts, as well as the service and training records of the volunteers. The records are also necessary to document legal responsibilities, accountability, and evaluations. Furthermore, the records should be considered confidential.

Job Description – The volunteer needs a description of the tasks expected. When working in parks for example, the duties might consist of weeding, mowing, flower care, pruning, trash clean-up, etc. of a particular park. Volunteers working on forestry functions might include helping with the tree inventory and master plan. Other tasks could include tree installation and watering, as well as trimming young trees with hand pruners (after a training program). The job description, where duties are evident, can also include items such as a job title, working hours or time requirements, goals, training, responsibilities, qualifications, benefits, and supervision. Job descriptions are also useful for publicizing volunteer activities while at the same time creating a clear distinction between the volunteer and paid staff job descriptions. The job description defines the value of the volunteer labor. This monetary value can justify the entire volunteer program.

Recruitment -- A recruitment program should attract potential volunteers from the entire community. Efforts to seek volunteers include radio and newspaper articles and advertisements, municipal websites, brochures, public announcements, and by word of mouth. Once a potential volunteer has come forward, an application will be useful in defining the training, skills, and background of the volunteer. This information will be used to match the applicant to the job. Often the volunteer might have their own ideas about a specific area or function to adopt. In these cases, the formal job description and placement efforts need to be modified.

Recruitment efforts should also be directed to obtain volunteers with appropriate backgrounds for the jobs available. With the increasing demand for volunteers and a limited supply, the recruitment process becomes very challenging.

Beside obtaining individuals as volunteers, volunteer programs should also consider volunteer groups. These groups can come from civic organizations, garden clubs, scouts of all ages, businesses and contractors, neighbors and friends who want to work together, landscape maintenance and tree care companies, and local nurseries and garden centers. Do not forget to accept donations in lieu of volunteers, when contacting these various groups.

Interview – Once an applicant has applied, they should be interviewed. The interview will clarify the expectations of the volunteers while the municipality can carefully screen and select volunteers. The interview will determine how desires, skills, and capabilities of the volunteers relate to the needs of the municipality and the jobs that are available.

Placement – Volunteers need to be very carefully matched to the tasks available. This will meet the needs of the volunteer as well as the municipality. Follow up and supervision are also required to insure compatibility between the task and the volunteer. Careful planning is essential so the volunteer has a reasonable project, all the necessary tools, a time table, a city issued safety vest, and the necessary training required for success.
Project assignments should be made so the volunteer remains interested, enthusiastic, and proud of their assignments. One very popular program is to assign a volunteer to work with the city employee who is giving young trees their important first structural pruning. Once the volunteer has become proficient, they can work by themselves and the employee can resume other duties or train another volunteer.

Orientation – The volunteer needs an orientation on the first day to find out the duties and responsibilities that will be expected. Since they often lack experience working in government, orientation will familiarize them with operations, procedures, and with employees. Volunteers may not want to follow the "rules" because social interaction is part of the fun of volunteering. Managers have to respect this feature.

Training – This leads to a knowledgeable and skilled volunteer. The training program consists of orientation followed by an overview of the municipal operations and then a study of details in the project area. In-service training will show the volunteers how to put theory into practice. Training teaches them the skills they will need to meet the requirements of the job description. For example, the structural pruning program mentioned above, requires several hours of training in a classroom setting as well as in-the-field and hands-on training for at least two days.

Supervision and Dealing with Staff – Clear lines of communication and supervision are essential in volunteer programs. Volunteers need to know who to communicate with so the paid staff are not offended and the volunteer is not misdirected. This effort clarifies the line of authority and eases accountability. Supervision of the volunteer is best handled by a Volunteer Services Director who communicates directly with paid staff through their chain of command.

Motivation and Recognition – Volunteer recognition ceremonies and other incentives provide a modest form of appreciation. Some communities that have successful volunteer programs find the most success with a volunteer's picnic. At this event, the volunteers meet one another and the paid staff as well. They all applaud the awarding of certificates and the event is very low cost. Some major cities offer incentives such as attendance at a special event to honor the volunteer or free gate admissions, free admissions for guests, special classes, early admission to special events, and other incentives as varied as the communities which have volunteers.

Recognition incentives can also include: a suggestion box, reimbursement for expenses, attention to personal needs and problems, providing awards of simple things such as certificates, flowers, bulbs, or plants, photographs of the volunteer at work and other small tokens of appreciation, recognition by the local press, taking time to talk, sending holiday cards, saying thank you, and a smile. The photographs of the volunteer at work, with copies sent to the local press, rewards the volunteer as well as encourages others to participate. Also consider events for the volunteers such as seminars, walks or tours with nature, and environmental themes. Above all, volunteers need a positive image to identify with.

Evaluation and Retention – An evaluation of the volunteer program is as important as evaluation of the individual volunteers. The evaluations should relate to attainment of the stated goals as well as the needs, growth, and satisfaction of the volunteer.

The evaluation of the volunteer program should begin with a survey completed by the volunteer to evaluate the training program, the usefulness of the program, the pros and cons of the program, and the assignments. The program should also be analyzed to determine its cost effectiveness. This means a comparison of the dollar value of donated labor compared to the administrative and expense costs.

Evaluation of employees is a difficult task for municipal employers because of their reluctance to question the intention of well meaning efforts. However, evaluations do guide the volunteer toward improvement in achieving worthwhile and visible results.

Allowing inappropriate behavior, mistakes or faulty assignments to continue without comment is an insult to the volunteer. A positive evaluation might encourage volunteer renewal as well as an expansion of volunteer efforts.

Other Tasks – Volunteers are especially useful for running Arbor Day celebrations or a public relations campaign with speaker lists and video or power-point shows. They can give tours, do research, and other miscellaneous tasks as necessary. They can also be used for special projects to handle events when many people are necessary.

Examples include: preparing seedlings for Arbor Day distribution, potting plants for a spring sale, special events in the parks or recreation programs, etc. Most park departments have enormous labor requirements that are suitable for volunteer adoption.

Examples
The following examples are cities that have successfully used volunteers in forestry programs:

Bismarck, North Dakota uses volunteers for tree installation projects and the development of an arboretum trail, installing plaques on the trees, watering, and mulching.
Burlington, Vermont has used volunteers to install trees for many years. They are also used to prepare grant requests.
Hastings, E. Sussex, England use volunteers for installing trees and young tree maintenance. Volunteers are also used to clear woodlots after major storms, followed by replanting and maintenance. Hastings volunteers give talks, walks, and multimedia shows about the value and management of trees.
Upper Arlington, Ohio has used volunteers to organize neighborhood tree installation projects. The volunteers distribute literature door-to-door and organize major projects which are carried out with city crews.
Wellesley, Massachusetts had to intentionally neglect parks and traffic islands due to budget cuts. Usually residents in the neighborhood take over. Sometimes it was as simple as weeding a flower bed at the base of a tree and sometimes a traffic island in a residential area was mowed by the neighborhood residents who took turns with their own mowers. In a couple of neighborhoods, the residents undertook a major re-landscaping of a traffic island or median strip in front of their homes. In these cases, the city provided the landscape plans and trees, while the neighbors provided tree installation and maintenance labor. One neighborhood did not like the paved median running in front of their homes, so by working with the city, the pavement and gravel were removed and replaced with compost, loam, and trees. The neighbors all donated daffodils for spring color and planted daylilies between the new trees to hide the yellowing bulb foliage in the summer.
Ithaca, NY operates one volunteer group "Citizen Planters" to install bare root trees throughout the city and a second volunteer group "Citizen Pruners" has been trained to provide structural pruning to these young trees. However, the volunteers are not allowed to climb the trees nor use power equipment.

Modified Program
Smaller cities can develop volunteer programs to help with very specific programs such as Adopt-a-Park or a traffic island, tree installation projects, or ground level tree pruning. These programs, by their nature, can get by with a less sophisticated volunteer program than mentioned above. Record keeping, placement, orientation, training, supervision, motivation, recognition and retention are important tasks even in these small programs as informal as those having only one or two volunteers.

Citizen Activists
Many citizens are valuable allies that should be used to promote urban forestry among other residents. They are especially useful for promoting and participating in tree installations, but they can also be used to push support for the urban forestry budget at city hall and for conducting the special programs that use volunteers.

Keep in mind, that one enthusiastic volunteer can collect an entire committee, just through word of mouth. A volunteer's pride will increase the desire to complete the initial assignment and then encourage others to volunteer as well.

There are several examples where “critics” of the City have been offered to take on an organized effort to address their concerns, “officially”.

Several cities are currently using volunteers and critics to install and care for bare root trees in the interest of cooling down the city.

Celebrate Trees

Public relations programs are necessary to keep municipal forestry programs intact. The purpose of public relations efforts is also to inform residents about trees, the roles of trees in the environment and what is necessary to care for them.   What follows are some examples of ideas that have been proven to promote better relations between a city's forestry department and its local residents.

Open House – This event can show off the equipment, current projects, and beautification programs. Tree seedlings or flowers can be passed out. Staff should be available to answer questions and discuss tree maintenance concerns and current pest problems. Have pamphlets that have been purchased or made locally, concerning tree care, local parks, tree pest issues, etc. available for free distribution. Mount large photographs on display boards to capture the public's attention, and then have text available for those interested in learning more about what the photographs illustrate. Open houses can be done by a single department or with other city departments such as with public works, or with city hall departments.  One city operates a recycling facility and when the City is having its annual clean-up day in the spring, the tree department sets up its displays of tree work photographs right next to the brush dumping pile so residents can learn more about the department.

Public Displays – Besides power-point programs, public displays can be sent to the library, city hall, or whenever special projects or events warrant the attention or are needed to draw a crowd. One very clever event is go to a park on a heavily travelled street and install two large outdoor thermometers. One in the bright sun and the other in the shade of a nearby tree. Then let the local press come on a very hot day to see the difference between the temperatures. It becomes front page news.

Arbor Day Program – This provides an opportunity for tree installation programs to illustrate proper tree management and distribute tree care booklets. Use politicians to have speaking parts about the history of Arbor Day or personal stories about trees. Use a local scout troop to present the flags and lead the pledge of allegiance to the flag. Staff members should lead the event and direct the correct planting of a tree. This event also offers an opportunity to present the city with a new Tree City USA award. Staff can also pass out seedlings and have children participate in the planting effort. One city goes to a vacant city lot every year and askes residents to plant small trees and seedlings in an attempt to grow a small neightborhood forest.

Seedling Give-Aways – Many states have seedling programs that are used for local tree departments to distribute to school children around the time of Arbor Day. At each each program, the children learn about trees in their classroom and then go outside to plant a tree on the school grounds. At the end of the day the children can take home a seedling to plant in their yard, where space permits. Children never seem to forget when this happen in their classroom.

Tree City USA – This is a high-interest program that can be continued year after year. Use the Tree City USA sign at entrances to the city, fly the Tree City flag in the center of the city as well as other public buildings, and use the logo on forestry department stationery.

Local Press – The press should be used for news releases that show who, what, where, when, and why. Create a weekly column in the local newspaper. Columns can use a number of different formats to distribute information, advice, and discussions. Call the local reporters before an event so they can send a reporter to attend if they wish. The arborist and landscape architect should practice speaking with the press and becoming a spokesperson for the tree department. Then if something bad happens, contact the local paper with prepared comments.

Newsletters – Some cities mail a newsletter covering local government news to every resident. The forestry department should prepare an article for every issue. This medium is especially effective for timely subjects such as a spray program, seasonal diseases, Arbor Day, tree installation efforts, etc. An option to mailing to every residence, is to include a single page summary with the local utility bills.

Cable TV and City Website – These mediums should be used as much as the local newspaper. Take advantage of the small viewing audience to gain confidence in front of the camera. If a major event occurs that brings in the network news, the forestry department spokesperson is then prepared and relaxed with the press.

Social Media -- Use social media to disseminate information regarding urban forestry activities. The arborist, landscape architect, or trusted employee, should use Facebook, Twitter, etc. frequently to keep the public informed about current activities with print and photos.

Summary of the Street Tree Master Plan – A summary is a useful tool to give to the local library, to the public and to political leaders as an explanation to the value of the plan. The information contained in the plan can also be analyzed by the public with feedback regarding the opinions and levels of support for the tree management program. The summary explains how the community obtained the highest quality urban forestry program for the funds available. If possible, attach the entire Street Tree Master Plan to the city's website or use segments of The Plan in press releases or Tweets.

Website -- Create and implement an interactive urban forest website, allowing citizens the ability to view the inventory data, place service requests, select and purchase items such as cost-share and memorial trees. Provide on-line resource links within the urban forest web page. The City of Chattanooga, TN allows resident to send emails to the street tree in front of their homes. Replies come from the city's urban forester.

Billboards – These are used by some communities to promote urban forestry programs. Knoxville, Tennessee successfully used a billboard in its campaign against tree topping. However many environmentalists feel this program is counterproductive since billboards tend to “litter“ the landscape aesthetically.  Despite the complaints, the Knoxville city forester has noted a remarkable decline in tree topping, to the point it is no longer a problem.

Adopt-a-Tree – many communities use this program to increase public awareness of a favorite tree in the city. This designation of a “city tree” is made through suggestions, public opinions, surveys, or selection by the local tree advisory board. The favorite tree of the city can then be used in various public relations events around the city. Some cities use this tree to develop celebrations that begin when the “city tree” is in bloom. The arborist or landscape architect should use caution with this program since it might be in conflict with the diversification plan.  Instead, the program should support a celebration of trees that bloom in June, for example.

Mascots – Several communities use urban forestry mascots to help promote their programs and to teach people, especially children, about conservation principles. Examples of mascots include: Smokey the Bear, who represents wildfire prevention; Elmer the Elm, who talks about trees; Minneapolis/St. Paul has Woodsy Owl, who supports litter cleanup efforts and the slogan “Give a Hoot, Don't Pollute”; and Punky Squirrel, who slogan is “Plan, Plant, Preserve, and Protect”.

Brochures and Displays – These should look as professional as possible and be complete but to the point. Subjects should be timely and should address environmental and forestry concerns of the residents. They should always be ready and available for use when an opportunity presents itself anywhere in the city.

Door Hangers or Door Knob Cards – These are popular in some regions of the country for announcing upcoming tree trimming in a neighborhood. This will help prevent complaints before the trimming occurs. Other door hanging brochures that highlight tree installations or special diseases or pests in the neighborhood, are very popular for getting messages to all the city residents in a specific neighborhood or for a special concern.

Local Parades – Parade officials usually call the Department of Public Works to help in setting up staging, closing streets, etc. for local parades. When you hear about it, why not spend a couple of hours washing the newest or most impressive looking tree department truck and arranging for people to ride in it. Or spend one day of labor to decorate an excellent looking flat-bed truck with a banner, trees, shrubs, flowers, sod, and mulch to join in the parade with a float? The plant material is donated to a park or traffic island after the parade.

Plant Flowers – At major intersections or in heavily used parks, plant flowers. They are also excellent eye catchers at the base of newly installed or specimen trees along roadsides. Make sure the flowers receive the best care available whether from volunteers, contractors, or city labor. Flowers draw attention to maintenance efforts. Even if the maintenance has been going on for years, it is never noticed until maintenance stops or when flowers are planted.

Traffic Islands – These are often paved over. Instead, develop a program to convert the pavement to low-maintenance trees, shrubs, or flowers. Grass requires weekly mowing, while heavily mulched trees, shrubs, and groundcovers can be visited once a month for water, if necessary, and a quick weeding or mulching. The effort saves maintenance time while greatly improving the island aesthetics and public appreciation of your efforts and the beauty of their city.

Equipment – On rainy days, all public equipment should be washed, waxed, and (if funds are available) repainted when necessary. Beautiful equipment displays pride, and pride is transferred to the operations and the public's perception of the department. Uniforms for the employees also reinforce this attitude.

Routine Tree Care – A 3 to 5 year cycle for routine tree care provides excellent public relations. The more often the work is done, the smaller are the branches that have to be removed, and the less complaints that will be received. The work goes faster as well and storm damage is minimized because the trees are in better condition.

New projects – Encourage new projects. The willingness to take on additional responsibilities (with appropriate funding) creates a positive attitude from the public who have a perception that the answer from government is always NO! It also emphasizes your importance, value, labor skills, and diversity. And employees like the change of pace.

Creative Funding – This should be everyone's goal.

Have the electric company reimburse the properly trained and equipped municipal tree crews to do the line trimming in the city.
Use parking meter receipts to pay for public parking lot landscaping and tree care.
Garden clubs and civic organization will often support special beautification projects such as traffic islands, park and/or city entrances, special displays at public buildings, etc.
Encourage local neighborhoods and individuals to adopt a park, or to support and to raise funds for neighborhood projects and local tree installation efforts.
Collect from insurance companies for any vehicular damage to trees or public property and use the funds to replace or repair the damage.
Sell trees, planted and watered at the retail price to homeowners. (When trees are purchased wholesale, the difference between the wholesale and retail pays for the installing labor.) Local landscapers may object, so ask them to do it for the same price.
Always seek emergency funds from the finance committee for any unforeseen or emergency cost. This can be used to reimburse your budget, so more routine work can be accomplished.

Public Opinion Surveys – These should be conducted objectively to determine the public's perception of the department's shortcomings. A 200-call or 0.1% survey of the city population is more than sufficient to determine the attitudes of the public and the major problems or strengths in the department. Professional assistance may be necessary for this option to be successful.

Competitions – Some societies, associations, and local groups will have competitions that your department or your workers might compete in. If you are lucky enough to win, you may refer to your “award-winning” department. The press coverage is always very positive.

Logos – Most companies are known by their logo, such as FORD for Ford Motor or GE for General Electric. Cities and municipal departments can capitalize on this as well such as "Vegas" or "I love New York". This presents an image the public will recognize as a city or an organization that is on the top.

Champion Tree Program – The public can be asked to assist in searching for the largest tree of a particular species in your community. The sizes of the trees are calculated according to the American Forests standards. The champions can be declared for the city, state, and nation depending on the size and competition. Frequent requests for public input generates positive public interest. Plus it provides an opportunity for people to just look at and touch trees.

Publishing – Any ideas, articles, awards, etc. should be published in any professional journal, local newspaper, and/or the city website. This enhances the reputation of the "Award winning" city or department nationwide. Universities tell their professors to “publish or perish”. The same should apply to municipal leaders.

Speakers – A series of prepared speeches should be available on popular arboricultural subjects. The speaker should be a municipal employee, well versed in the subject and having good public speaking skills. The speaker should be available to address any local club, civic organization, group, meeting, or get-together where residents desire the information. The speaker should also be available to give talks at regional or national trade conferences where the municipality’s reputation could be greatly enhanced.

Do not forget about the “elevator talks”. This is a series of very short, timely monologs to have with political leaders you might just happen to join going up in the elevator or anywhere else you happen to meet. You have less than a minute to make your pitch.

Citizen-Activists – These people are valuable allies and if asked, will promote urban forestry to other residents. They are often considered to be a 'Pain in the A.” to local officials but they have the connections to be especially useful for promoting and participating in tree installations. They can also be asked to push support for the urban forestry budget at city hall and to conduct special programs that need volunteers. Keep a list of these people for whenever you might need someone for a special effort.

Resident Inquiries – Inquiries should be answered by phone, by letter, by email, or in person. Respond promptly, factually, and courteously. Keep note of your appearance, tone of voice, and choice of words; listen carefully to the questions and answer concisely. Also keep a record of the complaint as well as the answer, so a follow-up can be done if necessary.

Office Secretaries – Last but by no means least, the secretaries should have excellent telephone manners because they provide the public with the first impression of the forestry department. The secretary should also be informed every day of work crew and staff locations and activities so they can intelligently answer phone calls about what a crew is doing outside the resident's home.

Other Ideas - If you have a celebration or promotion of trees and their care that you are proud of, contact Len Phillips and he will add your celebration to this list in the next Seminars update.

The Future of Urban Forestry

To determine what this profession will look like in the future, we must first look at the present and where we have come from.

The Past
Fifty years ago, contractors with a pickup truck carrying a 20 pound chain saw, ladder, and some rope was common. City forestry departments might have had an aerial lift that was slow and unreliable and chipper that did not have any safety features, but most work was done by climbers wearing climbing spurs, using ropes made from hemp, and flatbed trucks to haul the debris to the dump. More effort was placed on spraying pesticides than trimming. DDT was the treatment to kill everything that moved in the tree. Alex Shigo was still in the discovery phase of his compartmentalization research and tree paint was an essential part of the tree climber's equipment. The office secretary typed reports with a typewriter that required a ribbon replacement all too frequently and needed carbon paper to make duplicate reports. Trees were planted without considering species diversity, micro-climates, soil space, burlap root ball wrap that was soaked in fabric preservative to prevent rotting, or soil conditions which have become problems in mature urban forests today. Streets with the same cultivar lining both sides of the road for an entire block were considered the ideal design. One good thing about tree planting fifty years ago was that many of the trees were being grown and planted by hand so the flare was right at the root ball surface. Despite mistakes made in tree selection, tree roots were able to grow as well as the urban soil would permit. Soil compaction was seldom an issue but urban debris of concrete and bricks could be found in nearly every sidewalk tree planting pit.

The Present
Today we are struggling with mistakes from the past and we have dreams for a brighter future. Governments and tree management companies, at all levels, are struggling to maintain the existing urban forest. Budget cuts and limited resources have threatened urban forestry maintenance. New plantings are now being called an installation and are limited unless grant funding is available. Unfortunately, nursery trees are being sold and installed with excessive soil on top of the flare that compromises root systems and future growth. CU-Structural Soils and soil cells were invented to help urban foresters deal with poor or compacted urban soil, but these options are expensive and are used only in major sidewalk reconstruction projects associated with block-long new renewal or redevelopment projects.

New research has been underway for several years on addressing these deficiencies, but there is still a long road ahead to change the industry. Biotechnology is making rapid advancements in forestry, nursery stock, genetic engineering, tissue culture, etc. The computer is having a significant impact on every aspect of our lives. Weather forecasting has made significant advancements in the past 50 years and will probably continue with advancements into the future.

Much progress has been made in tree pruning efforts. New equipment and techniques are reducing the time required to prune a tree. Battery and electric powered chain saws are becoming normal. Many municipalities and commercial companies are stressing programmed pruning to increase efficiency, instead of pruning on demand. A structural pruning program for newly installed trees is beginning to gain importance and will have a significant impact on future tree maintenance programs.

More trees are being bred for disease and pest resistance. IPM, PHC, and xeriscaping are examples of some tree management programs developed in the past half century to improve urban landscapes with consideration to the environment. Pesticide usage has become highly specialized and pesticide applicators have to be trained and licensed. Tree climbers have the option of becoming certified by their professional associations and many people are taking advantage of this opportunity. Another major trend is the aging of professional tree climbers. There are fewer students entering the profession today, than the previous generations.

Conferences and training sessions are helping urban foresters and municipal arborists do a better job, although attendance is dropping off each year. As a result professionals are no longer treating trees as only amenities and objects of beauty. Trees are being considered a part of the municipal infrastructure. The i-Tree modeling software is helping trees prove their worth by providing tangible benefits such as improving water quality, providing shade to improve home energy demands, and reducing air pollutants, as well as the enhancement of property values that were so important 50 years ago. In recent years many endeavors have been underway to highlight urban forestry and to place it at the table with other municipal disciplines.

The Future
According to the USDA Forest Service, urban forestry research promises to continue to guide improvements in:

urban forest health,
tree/soil interactions,
ecological restoration techniques,
resource inventory and monitoring,
dialogue among forest resource owners, managers, and users,
collaboration among agencies and groups,
influences of forest configurations on forest use and benefits,
dissemination of information about urban forests and their management.

It may seem as if the profession has reached a point where everything to improve the importance, value, and management of the urban forest has been done. One reason for this may be that what research has found is not necessarily available to the public. However, much is still to be learned about the needs of urban trees as well as growth and soils. Professional societies and the Forest Service should focus future research funding toward better trees and better ways to grow trees, improving urban soil, and other elements essential for tree survival, although the economy may reduce the current effort level. More importance must be placed on getting timely information from the researchers to the arborists in the field and, most importantly, to the public at large.

Municipal arborists and urban foresters will need to take this new information from the computer and get out into the public realm by speaking to their local residents about how trees and plants grow. Thanks to the computer and the arborist, the public will become aware of urban soil issues, installation of trees with the flare at the final grade, proper pruning programs, pest control options, etc. Then, because of this education, the public will be expecting new, high quality urban trees to be installed in a thoughtful manner that ensures their long-term health. Those tree care departments and companies that recognize this will be rewarded with bigger planting budgets and contracts. There is also a need for research into making tree maintenance more efficient. This may mean the forestry equipment industry, chemical companies, and nurseries will be increasing their efforts to search for new and better ways to grow and maintain our urban trees.

Here are some thoughts about what we might see 50 years from now, as funds become available.

Municipalities will create sustainable, safe, and more diverse urban forests.
Efforts will be made to optimize urban soils so they meet the tree's needs to survive, thrive, and live longer, while costing less to manage.
Growth prediction models will be available for urban trees according to species, climate, and soil conditions.
Climate change and climate extremes will be taken into account when selecting species and locations, etc.
Mitigation of the effects of climate change will be one goal of urban green space planning.
All trees will begin by tissue culture and then grown with fibrous root systems that will enable them to adapt quickly to urban soils.
All nursery-grown trees will conform to the standard "Specifications for Quality Nursery Trees", as shown on the Specifications page of this website.
Future trees will be maintained following the guidelines of structural pruning that reduces the amount of long-term maintenance required.
Bare root tree installations will become the planting technique of choice for trees up to 2 inches (5 cm) in diameter.
Larger trees growing at nurseries will be dug bare root (using a pneumatic soil-excavating tool), moved and installed in the same day.
Bare root trees will be stored at the nursery in Missouri gravel beds or irrigated wood chip beds until they are sold. Then they will have their roots dipped in products to prevent dehydration and wrapped in a plastic bag for the trip to the planting pit.
New trees may be developed that contain genetic toxins to handle pests like ALB and EAB.
Hybrid trees that need little pruning, have drought and pest tolerance, and long-lasting flowers will become available.
Growth regulators will be frequently used to maintain trees in smaller sizes as needed to help trees stressed by urban soils.
More effort will be placed on trying to install city trees into clusters with common root spaces instead of conventional sidewalk cut outs for planting pits.
Many concerns about poor urban soils will be resolved with refinements to CU-Structural Soils, soil cells, and maybe something brand new.
We will have the equipment that will allow us to provide routine trimming to a mature tree in half the time it takes today. The use of battery pack electric chain saws will be a standard trimming tool.

We will only prune our urban trees according to a scheduled rotation to maximize equipment efficiency.
Our work crews will have better equipment resulting in half the number of employees than at the present time.
The value of trees for improving the socio-economic status and the health of urban residents will become common knowledge.
The ecological values of a tree will be appreciated by decision makers.
Urban foresters and arborists will be more involved in city and infrastructure planning.
The arborist may become obsolete in favor of biologists, landscape architects or some new name such as environmental architect or arbor engineer. These new professionals will have a broad field of influence in tree care as well as dealing with storm water, greening the planet, and environmental activism.

Knowing the value and benefits of the urban forest is important for city leaders so they will support the urban forest budget along with police, fire, and school budgets as essential city functions. Crews working in the trees need to have the most efficient tools available to them. For urban forestry it is essential that engineering and landscape architectural firms, who design the infrastructure, are sure the arborist or landscape architect is directly involved at the beginning of the loop, not at the end as is the current practice. Energy conservation in all aspects of urban forestry must become a requirement. Fossil fuels are projected to be unattainable and/or scarce in 50 years. The use of vegetable oil for chain saw lubrication and hydraulic fluid will become law. Fuel cells, solar energy, and other forms of energy generation without fossil fuels will become increasingly essential. Plan to spend more for electric or fuel cell vehicles.

Unless we solve or redefine our energy needs, we may have little to work with regarding the care of our urban forests, not to mention the continuation of our society as we now know it. The line-trimming utility forester may have an even tougher time in the future. Wireless phones and computers are decreasing the need for communication lines. Many cities have abandoned their hard-wired fire alarm systems because pull boxes have fallen into disuse with so many people calling 9-1-1 from their cell phones. The only utility left with overhead wires may be the electric lines. But this too may change as the electric utilities expand their support for residential fuel cells, wind and solar energy units for the home, selling energy conservation products, and conducting research into micro-wave transmission technology. A recent report shows the invention of a new solar collection system will soon allow for transferring 95% of the sun's rays into electricity for home use. Another new product to enter the market soon are new batteries that triple the life span and power capacity over existing batteries that will store electricity for the home and vehicles. This and all the other efforts will seriously decrease the need for electric distribution lines in residential neighborhoods. At least the lack of overhead wires will greatly improve the beauty of where we live. With the loss of overhead utility lines, only the underground utilities will remain functional and for that, arborists will need to be highly focused on root growth, urban soils, and utility corridors/conduits. One option many utilities are considering is placing the utility lines under the street where there are already fewer tree roots. They are using directional boring equipment that is becoming more economical and accurate. This equipment can be very precise and deliver utilities right to the front door of your home. The serious lag-time from research results to the professionals in the field will be improved by on-line magazines and seminars. On-line forums will become an enormous help for the professionals as well as the public.

What about the future of professional forestry societies especially if there is only a very slow improvement in our local and national economic situation? Municipal budget managers will continue to delete travel funds. The hassle and high cost of travel to conventions will be cutting back drastically on attendance to the point where societies will have to begin offering more member services via the computer. Webinars are rapidly replacing conferences because of Covid-19 and the webinars provide a means of income that cover the loss from no convention for the societies. Society journals are already being offered online as a cost saving measure. This Online Seminars for Municipal Arborists on the gibneyCE.com website offers 40 lectures (articles) a year which is more than many conventions will provide at annual meetings. Plus new articles appear every three months and many older articles are updated annually to provide up-to-date information. Socialization among the members at meetings is being replaced with social networks such as LinkedIn, Facebook, and Twitter. Other forms of communication include video calls and conferencing, email, audio, instant messaging services, smart phone messaging apps, conferencing, chat rooms, and forums. Some societies are also joining LinkedIn for its networking capabilities as well as its discussion groups that provide an easy means of communication among our peers.

There will probably be many other changes that no one can predict today, especially with climate change looming. Hopefully fifty years from now we know how to provide an urban tree with somewhat suitable soil conditions and use cultivars that will not outgrow the site. Despite all the problems and issues ahead, the future looks bright. But it is up to each of us to do our part to continue our personal and professional growth.

Sources

Discussions at Linked-In's Urban Forestry Discussion Group, 2010.
Special thanks to Julia Bartens, Gordon Mann, Jay Banks, Larry Hanks, and Tchukki Andersen.
Ciotta, Diane, “Perfecting Productivity”, Greenhouse Management, February 2013.
Donahue, Ron, Park Maintenance Standards, National Recreation and Park Association, 1986.
McGannon, Jim, “Urban Forestry Programs Across America”, City Trees, July/Aug 2001, pg. 17.
“Municipal Forestry Department Accreditation Program”, Society of Municipal Arborists, 1999, pg. 5.
Phillips, Leonard, “Urban Trees, A Guide for Selection, Maintenance, and Master Planning”, McGraw-Hill, 1993.
Schwab, Steve, "Tree Trimming Productivity Standards", City of Lincoln Parks & Recreation Department – Forestry Section, 2004.
Seawright, Jean L., “Light a Fire”, Greenhouse Management, December 2011.
Tree Maintenance Standards, American Parks & Rec. Society, reprinted in City Trees, May/June 2001, vol.37, No.3, pg. 36.

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