July-August '12

Colorado Nursery & Greenhouse Association • Serving Colorado, New Mexico, & Wyoming

July/August 2012 • Volume 30 • Number 4

ReinvestDiscover Opportunities for Improvement

8 Trends in Capital Improvements

10 Investing in Effi ciency through Lean Flow

12 Investing in New Markets: Environmental Restoration

22 Member Profi le: Rocky Mountain Native Plants Co.

LooseLeaf July/August 20122

The Farwest Show is THE trade show for ideas. Exciting ideas fresh from nursery and

retail experts delivered straight to you. With hundreds of exhibitors, thousands of plants

and products, and dozens of valuable seminars, you’re sure to leave energized and ready to go.

Join your fellow green industry professionals and fill your head with electrifying, practical

and innovative ideas to invigorate your business. Register now!

August 23-25, 2012www.FarwestShow.com

Fresh Ideas

3

Board Of DirectorsDan Gerace, President

Welby Gardens Company, [email protected]

Bill Kluth, Vice PresidentTagawa Greenhouse Enterprises, LLC303.659.1260 [email protected]

Davey Rock, Secretary/TreasurerTrinitiy [email protected]

Kent Broome Bailey Nurseries, [email protected]

Stan Brown Alameda Wholesale Nursery, [email protected]

Steve Carlson Carlton [email protected]

Jesse EastmanFort Collins [email protected]

Tom Halverstadt Country Lane Wholesale [email protected]

Sarada Krishnan, Ph.D.Denver Botanic [email protected]

Bob Lefevre Advanced Green Solutions303.916.06091950rfl @gmail.com

Monica Phelan Phelan [email protected]

Les Ratekin Ratekin [email protected]

Terry Shaw Harding Nursery, Inc.719.596.5712hardingoffi [email protected]

Ex-Offi cio Members

Jim Klett, Ex-Offi cio CSU Dept. of Horticulture & Landscape [email protected]

Lynn Payne, N.M. Chapter Senator Sunland Nursery [email protected]

Sharon Harris, Executive [email protected]

Our MissionProfessionals growing for a better tomorrow... your growing resource.

Publishing InfoColorado Nursery & Greenhouse Association

959 S. Kipling Pkwy., Ste 200Lakewood, CO 80226303.758.6672 or 888.758.6672Fax: [email protected]

The LooseLeaf is produced by CNGA and Keystone Millbrook Printing Company3540 West Jefferson HwyGrand Ledge, MI 48837-9750Fax: 517.627.4201www.keystonemillbrook.com

EDITORIALSharon R. Harris Executive Director Colorado Nursery & Greenhouse Association 303.758.6672 [email protected]

The LooseLeaf feature writer and editor is Tanya Ishikawa of Buffalo Trails Multimedia Communications

www.coloradonga.org/editor-tanya-ishikawa

Visit www.coloradonga.org for classifi ed advertisements, plant publications, upcoming events, a member directory, and much more!

CONTRIBUTING WRITERSDan Gerace Sharon Harris

Tanya Ishikawa Dr. Jim Klett

Lynn Payne Scott Shick

Amy Statkevicus

ADVERTISING INFOBill Spilman

Tel: 877.878.3260Fax: 517.627.4201adsalesfi [email protected]

Cover Photo Courtesy of OFA–The Association of Horticulture

www.coloradonga.org

In This Issue5 Calendar, Classifi eds, & Advertisers

6 Board Message: Healthy Businesses Continually Reinvest

7 CNGA – A Member Driven Organization: New CNGA Programs Increase Member Value

8 Trends in Capital Improvements Investing in Effi ciency through Lean Flow

12 Investing in New Markets: Environmental Restoration

16 When to Repair vs. When to Replace Equipment

18 CSU Update: Woody Plant Evaluations

20 Safety Corner: Accident Investigation and Analysis

21 N.M. Chapter News: Always Room for More Improvement

22 Member Profi le: Rocky Mountain Native Plants Co., Rifl e, Colo.

24 Taking Care of Business: Careful Credit Card Processing


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GERDES WHOLESALE NURSERY - Since 1999, our nursery has been providing premium quality nursery stock to the wholesale market. We provide a wide variety of sizes, from seedlings to trees up to 16' tall. Let us help you locate the right plant material for your landscape needs.

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Scan this QR code with your smartphone to visit our website!

Serving 28 States plus Canada!All photograpy shot on location.

www.coloradonga.org 5

Outreach and Member BBQsFriday, July 27 at Colorado State University annual trial gardens, Fort Collins, Colo.Thursday, Aug. 9, West location not yet confi rmedThursday, Aug. 23 at Kiwanis Reservation Area, Albuquerque, N.M.Friday, Sept. 7 at the Broadmoor, Colorado Springs, Colo.Join your CNGA friends at member BBQs around the region again this year. Look for detailed information in an upcoming E-Leaf. Thank you to our sponsors: Wells Fargo Insurance Services, Pinnacol Assurance, and Richards, Seeley & Schaefer.

Colorado Certifi ed Nursery Professional (CCNP) SeminarsColorado Springs, 9 a.m. to 3 p.m.Tuesday, July 31, Perennials Seminar at Britton’s NurseryTuesday, Aug. 7, Tree Seminar at Harding NurseryTuesday, Aug. 14, Shrubs Seminar at Summerland Gardens

Tuesday, Aug. 21, Landscape Design at Phelan GardensTuesday, Sept. 11, Exam at Colorado Springs Utilities

SAVE THE DATESWomen in Horticulture Luncheon Thursday, Sept. 1311:30 a.m. to 2:30 p.m., Lakewood Country Club, Lakewood, Colo.Enjoy guest speaker Tess Scanlon-Phillips of Gardening by Tess, lunch and networking. Thank you to our sponsors: Pinnacol Assurance, Wells Fargo Insurance Services, and Little Valley Wholesale Nursery!

CNREF & CFF Golf TournamentMonday, Sept. 24Noon Shot gun start, Red Hawk Ridge Golf Course, Castle Rock, Colo.Visit the CNGA website under Upcoming Events for more information and current sponsors! Sponsorships are available; sign up now to get the biggest bang for your buck.

2012 calendar

classifi ed ADSHorticulturalists/GardenersSteve Koon Landscape & Design has fl ower department opportunities for crew leader and gardeners. Lead position requires working knowledge of perennials and annuals.

Landscape Maintenance, Gardeners, & Crew LeaderSteve Koon Landscape & Design, a non-mowing residential landscape company, is now hiring motivated maintenance, gardeners & crew leader.

Tree Farm PositionSteve Koon Landscape & Design has a full-time tree farm position. Duties include growing, maintaining/selling trees, pesticide application, irrigation, etc. Valid drivers license required.

Opportunities for education, advancement and benefi ts. For all three job openings, call 303-761-5639 or apply at 2301 W Oxford Ave., Englewood, Colo., or send resume to fax 303-781-4525 or e-mail [email protected]

Greenhouse For Sale by OwnerTurnkey greenhouse facility located in sunny Las Cruces, N.M. 56,000 Sq. Ft. Gutter Connect Greenhouses.11,000 Sq. Ft. Warehouse and offi ce building. 2.92 Acres of land. Established market. Trained employees. Contact Lynn Payne at 505-988-9626 or [email protected].

CNGA offers free posts of online classifi ed ads to members, including items for sale or lease and job openings. For more information on the postings below and to see other current postings, visit the Industry Professional side of www.coloradonga.org and click on Classifi eds under the Resources tab.

advertisersAlpha One Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

American Clay Works & Supply Co . . . . . . . . . . . . . . . . . . . . 17

Baxter Wholesale Nursery, Inc. . . . . . . . . . . . . . . . . . . . . . . 15

Circle D Farm Sales, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Clayton Tree Farm LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

DWF Growers Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Fort Collins Wholesale Nursery . . . . . . . . . . . . . . . . . . . . . . . 14

Gerdes Wholesale Nursery, Inc. . . . . . . . . . . . . . . . . . . . . . . . 4

Harding Nursery, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Hash Tree Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Jayker Wholesale Nursery . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

McKay Nursery Company . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Oregon Association of Nurseries . . . . . . . . . . . . . . . . . . . . . . 2

Ratekin Enterprises/Hollandia Nursery . . . . . . . . . . . . . . . . . 17

Richards, Seeley & Schaefer, Inc. . . . . . . . . . . . . . . . . . . . . 18

Register for Calendar events with CNGA unless otherwise noted.Tel: 303.758.6672 or 888.758.6672 Fax: 303.758.6805 E-mail: [email protected]

CNGA is the host of calendar events unless otherwise noted. For more information, registration forms, and directions to programs, go to the Industry Professional site on www.coloradonga.org and open the Calendar under the Events tab.

Thanks to our event sponsors:


MESSAGE FROM THE BOARD

By Dan Gerace CNGA Board President CNGA Board President

MESSAGE FROM THE BOARD Healthy Businesses

Continually Reinvest

Hopefully, many of you have been busy enough that you haven’t had the chance to thoroughly analyze your fi nancials. I don’t know about you, but this time of year I look forward to some rest and relaxation before I want to think about next year. Get yourself recharged! However, don’t make the mistake so many of us have done in the past and wait to start those important projects. Before you reduce your labor, take advantage of the seasonal help you may still have to accomplish some of these projects. Typically, there is a lot of busy work that can be turned into productive work with careful planning.

Reinvest in your business; for most of us it has been a long haul getting back in the black. Many things have had to be pushed back and just the essentials have been taken care of. That is a dangerous cycle and it has led to the demise of many companies.

Look to the successes and challenges of the season, and ask yourself: will capital improvements address these challenges? It is very important to gather your managers, give them an update on the fi nancial status, and start the process of prioritizing the business needs. They will come with their wish lists – allow them to gather data that proves their ideas for improvements will help the company, not just make their jobs

easier. Ultimately, the owner(s) will make the fi nal decisions, but if all managers are a part of the process, their inclusion will empower them and will help reduce any resentment about projects not pursued.

It may be time to check back with those vendors from ProGreen and make some purchases. Most of us know what we need to buy; it just has been too tight to pull the trigger. If you are an exhibitor at ProGreen, perhaps look to trade shows and buying shows where you would primarily be a customer. Look for national or international trade shows, places where all the major suppliers for your segment of the industry focus their efforts. For the greenhouse people out there, the OFA Short Course and Trade Show will be happening in a couple of weeks. There is probably still time to book a fl ight to Columbus. I was in utter awe the fi rst time I stepped on the trade show fl oor; you can fi nd just about anything there and it will take you at least two days of fast walking just to see it all.

Don’t forget to take advantage of networking. There will be numerous CNGA BBQs this summer, and talking with others is an excellent way of fi nding out what they have been doing and what has been working for them. Many suppliers of equipment and technologies will give you a list of other growers that are using their products. Prior to making important purchases in our company, we like to talk to a few people to fi nd out the pros and cons of a particular product or service we are looking into. Typically, you get a much better read than you would by only listening to the sales person’s version. Word of mouth and endorsements from our peers carry a lot of weight in our decisions.

When reinvesting, don’t forget your most valuable resource: your employees! Budget money for training, wage increases, and consider hiring personnel to fi ll the holes that were apparent during the spring. As the economy picks up, employees that feel under-appreciated will be moving on, possibly leaving you in a bad situation. Just like maintaining your customers, it usually takes a lot less effort to maintain current employees than to get and train new ones.

Ask yourself:

will capital

improvements

address the

challenges

facing my

company?

CNGA Communications Committee Seeks Volunteers!

Have you been thinking about great articles that you would like to read in the LooseLeaf ? Do you like to brainstorm with colleagues about ways to improve our companies? Are you a social media expert who can help CNGA fi nd the best tools for our members?

If you answered yes to any of the questions above and if you have a few hours available this August and September, contact Sharon Harris at CNGA to fi nd out more about volunteering for the Communications Committee. You can reach her at 303.758.6672 or [email protected].


March/April 2012 • Volume 30 • Number 2

SourcingUsing Creativity in Finding Resources

8 2012 Inventory Forecast

13 Filling Trucks to Keep Freight Costs Down

16 Creativity Sourcing and Substitutions

22 Member Profile: Graff’s Turf Farms


Jan./Feb. 2012 • Volume 30 • Number 1

RememberingWhy We Do What We Do

8 A Family of Growers – Our Story

13 Retailers Plan for Less Variety

16 Returning to the Farm

18 Successful Company Closings

22 Member Profile: Welby Gardens


To remain

relevant we all

need to know

our customers’

needs and fi nd

ways to fulfi ll

them.

You’ve made it through the spring season and from all accounts as we go to press it has been a good to great one for most. We’ve heard and seen the modifi cations that have been made to get through the recession and some of those changes will now become a standard way of doing business. Regardless of whether that is the case for you or not, there’s no time like the present to consider ways to improve your company.

When CNGA has successes I always ask myself why: What did we do well and what can be improved on to expand that success? I’m going to toss that back to you and encourage you to ask yourself the same questions. If you had a good year, why and can you duplicate or improve, maintain or exceed that success into the future? If you didn’t, what changes need to be made to get a better result?

The 800-pound gorilla in the room may be whether you make money or just move inventory. Collections were a hot topic discussed at ProGreen in February. I hope you were able to make adjustments in your policies and reduce the receivable amounts carried on your books. Changing credit policies is a big leap to take, but one that the collections experts tell us is critical for business viability. We offered a collections webinar in March and if you weren’t able to participate, you can fi nd information from the session on the CNGA website at www.coloradonga.org/member-resources.

Also consider whether you are promoting your products and services, what is your message, and what could you modify to increase sales? Dr. Charlie Hall, horticultural economics professor and Ellison Chair at Texas A&M, tells the industry often that we must get out of the market of selling “pretty” and instead recognize and promote that we are selling value and quality of life. One of my favorite statements of Charlie’s is: we don’t sell plant material; we sell oxygen machines! He encourages the industry to recognize they are selling a quality of life and to use that in your conversations with employees and customers as well as in your marketing materials and displays. If you are a wholesaler those same messages

are relevant as you sell product to contractors; encourage them to pass the word on to their clients.

To remain relevant we all need to know our customers and their needs and then fi nd ways or make adjustments to fulfi ll those needs. If you don’t someone else surely will.

CNGA tries to ensure that we offer services, products and information so we continue to be relevant to you. The Plant Something program we launched this year was in response to the primary request at the Owners and Managers Meeting to provide increased value for our retail members. The fi rst year plan has gone well and we are deep into completing the strategy for years two and three. The Grown’N Colorado® program, also requested by members in Vail, will be introduced to you within the next two months as well. It offers another very strong brand that we believe will be benefi cial to a broad audience.

We all know the old saying that you can’t keep doing what you’ve always done and expect a different outcome. Here’s to a new level of relevance, awareness and approaches resulting in increased success!

New CNGA Programs Increase

Member Value

By Sharon R. HarrisCNGA Executive Director

CNGA — A MEMBER-DRIVEN ORGANIZATION

Robots, cow manure pots, windmills, and longer-lasting batteries are just

a few of the developments from manufacturers that are helping to address

new and old issues in plant production. As nursery and greenhouse

businesses look for ways to improve operational effi ciency and

sustainability, pressures from market trends and legislative mandates

are just a couple of the factors to consider.

Trends inCapital Improvements

Effi ciency, Sustainability, Quality & Changing

Demands Drive Reinvestment


Matt Stuppy, the president of the National Greenhouse Manufacturers Association and the president of Stuppy Greenhouse Manufacturing, agreed. “The biggest issue in front of growers is they have to fi gure out how to survive and grow and what other things they can grow to be successful. We don’t have double digit growth in

horticulture anymore; you can’t be successful just because you are in business,” he said.

“Successful businesses are maintaining what they have and doing some expansion. For growers to take over market share, they have to expand and reinvest in their businesses. Some growers are adapting to the different market pressures, but some are not. We see people who need to get more effi cient. We do tend to see a desire to expand operations rather than take over someone else’s and try to make that operation work,” Stuppy added.

Michael Geary, the CEO of OFA – The Association of Horticulture Professionals, agreed about the continual search for more effi cient production. As the OFA was preparing to welcome manufacturers, growers and retailers from around the nation to the annual Short Course this July, Geary explained, “People are always looking for ways to decrease human or energy costs. The goal is

not just to produce more product more effi ciently but also to produce it more consistently with uniformity. If you need 10,000 petunias to look the same, the holes in all packs have to be the same, so you may need new tools or equipment to accomplish that.”

“There’s nothing really new in the marketplace that I’m aware of – primarily just minor improvements of existing technology,” said Chris Beytes, the editor and publisher of GrowerTalks and Green Profi t. “The key is growers are making investments in effi ciency —both labor and energy—because they know that if they want to stay in business,

they’ve got to make them eventually, and the sooner they start, the sooner they’ll realize the payback.”

Automation and re-toolingWhile some crops have limitations on how much work can

be mechanized or automated, computer-controlled processes and robotic equipment continue to be developed for plant production. In smaller operations where computerization is not economical, effi ciency can often be achieved through the design of innovative tools. Geary visited a business recently, where a maintenance worker devised a tool from a plywood board and wooden dowels that simultaneously made multiple holes in potting soil that were previously made one-by-one by employees. This development not only decreased labor but also increased uniformity, which may lead to increased quality and consistency.

Beytes of GrowerTalks is impressed with a “pot-spacing droid” for fi eld growers that Massachusetts-based Harvest Automation released this year. The robot is designed to space, collect and consolidate plants in all weather conditions alongside humans, while reducing production costs and improving productivity in greenhouses, hoop houses and nurseries. Harvest is promoting the robots as a highly adaptable, behavior-based platform that responds immediately to changes in the work environment, intelligently accounts for imperfect sensory data, and requires little setup and no programming. A video of the robot’s operation can be viewed online at http://bcove.me/5nq1ekjv.

Equipment upgrades

Barry Mulnix, a sales manager at the L.L. Johnson Distributing Company, explained that new battery technologies are making trimming and mowing work more effi cient. Handheld equipment, which previously required cords or gas power, can now decrease

work time and energy due to lithium battery developments by manufacturers. Some cordless equipment is even becoming more energy effi cient and environmental friendly, when are powered by batteries recharged with solar energy from photovoltaic panels.

Many battery-operated tools, such as Greenworks 40-volt and 24-volt lithium ion mowers, are more for consumer use than for large-scale commercial uses. Garden centers could benefi t from promoting the environmentally-friendly and convenient operating features to their customers. The battery-operated tools are compact, low maintenance, oil-free, easy to store, and battery charging and replacement are also simple. To address commercial landscaper and grower needs, a few manufacturers are producing some tools with propane-powered engines.

“The introduction of the stand-on mower for the commercial market has really changed how landscapes are mowed and maintained in the greater Denver area,” Mulnix noted. “The stand-on mowers take up less space on the trailer and in the fi eld than traditional sit-down mowers or walk-behind mowers. They are more effi cient because they can get in tighter areas, which increases productivity.”

Innovative technologyCommercial mowers are also becoming more energy effi cient

with decreases in fuel consumption and cleaner operation through electronic and digitally fuel injected engines, as well as the use of biodiesel, Mulnix added. Investment in these technologies could mean lower costs plus a better environmental record for companies.

For greenhouse growers, windmills are a revived option for providing energy for heating and cooling needs. While the energy and cost savings can be valuable, some additional work is required before installation to obtain permits and land use approval.


Meanwhile, manufacturers continue to make incremental improvements in high-effi ciency boilers, heating systems, energy curtains, and growing supplies developed from new materials that are more ecologically sustainable. Seed pot makers are developing new materials such as corn husks and chicken feathers for biodegradable pots that can be planted in the ground or composted. Cow manure pots are an innovative use of dairy farm waste that also reduces waste by growers and gardeners while adding nutrition to the soil.

Suppliers are always refi ning the formula for growing media and soil to increase nutrition for plants and decrease water use, said Geary of OFA.

Inventive solutionsCalifornia-based Ecke Ranch developed its own propriety

growing media for use in plants imported to the U.S. Since soil can not be imported with plants, Ecke created artifi cial media which can be transplanted with the plug into soil after entering the U.S. Companies can get plants started overseas in areas like Central and South America, to save on labor costs.

Stuppy of the National Greenhouse Manufacturers Association commented that greenhouse businesses and other growers should also make efforts to be aware of governmental sustainability initiatives. As states and other agencies adopt new energy codes, the green industry needs to pay careful attention to proposed laws about building materials and land use that make sense for residential or commercial facilities but may not be appropriate for a business with the purpose of growing plants.

“If the goals are to make buildings 50 percent more energy effi cient than years ago, it could affect people’s ability to make an income from plant production. While certain R values for windows could be right for a professional building, they may not suit a greenhouse and a requirement to comply to such energy effi ciency codes could have unintended impacts on growers,” Stuppy said.

Strategic reinvestmentOne federal government program that is changing the

business of growing food crops and may bring more competition to the green industry is a “high tunnel” or cold frame fi nancial assistance program. The USDA’s Natural Resources Conservation Service is near the end of a three-year trial to determine the effectiveness of cold frame plant propogation in conserving water, reducing pesticide use, maintaining vital soil nutrients, and increasing crop yields.

The USDA pilot program’s goal is to connect farmers and consumers, strengthen local and regional food production,

Harvest Automation’s nursery and greenhouse robot. Photo Courtesy of Harvest Automation, Inc.

Greenhouses growing edibles are adding positive pressure fans and screeningto keep bugs out. Photo Courtesy of Stuppy, Inc.

While investing in additional buildings, property or equipment can improve operational effi ciency and expand capacity, another solution adopted by some companies is to improve product fl ow in and out of the greenhouse or nursery through a technique called lean fl ow. This business concept, most notably linked to Toyota car production in the early 1990s, is a method of organizing a company’s structure to avoid ineffi ciency and waste of space, equipment and labor, as well as getting rid of excess materials and inventory.

According to GrowerTalks Editor Chris Beytes, lean fl ow is gaining in popularity with greenhouse and nursery owners because proponents have found increased effi ciency using less space, and in some cases, less automation.

The concept behind lean fl ow is to speed up operations in a sustainable way to increase profi tability. FlowVision is a Dillon, Colorado-based fi rm specializing in lean business and supply chain consulting services to a wide range of industry sectors. According to FlowVision’s website, the goals of lean fl ow are to accomplish faster response to customers’ demands and quicker conversion of orders to shipments, components to fi nished product, and shipments to cash, as well as improved effi ciency in supply chain management.

Tagawa Greenhouse Enterprises, Inc. in Brighton, Colo. hired FlowVision about nine years ago, to help identify areas where lean fl ow could improve the company’s business. “From that

Investing in Effi ciency through Lean Flow


increase the use of sustainable agricultural practices, and promote consumption of fresh, local food. Started in 2010, the program provided $13 million in grants to landowners throughout 43 states.

“What’s happened is a lot of people have taken advantage of that program and that segment is starting to mature so they’re going to go through a learning curve that most of the established growers went through 20 to 30 years ago, but they are going to go through it faster,” Stuppy said. “The grant recipients think they found a new way of doing things and new technology, and all of these successful new growers that have some form of a greenhouse or cold frame will begin to add

heat, and then think about irrigation and cooling.”

While most of the new growers will stay on the agricultural side producing food for markets, some will inevitably expand to other hoop house and greenhouse crops and enter the ornamentals market, he said. Knowing that these new faces will be entering the industry soon, current businesses can plan for reinvestment in their own facilities to continue to be steps ahead of the new competition.

Targeted capital improvementsAs more greenhouses and nurseries increase vegetable and

fruit growing to satisfy the continually increasing demand from home gardeners, they will need to make adjustments in their facilities.

“If companies are growing vegetable plants as starts and selling them in fl ats, they don’t have to retool drastically,” Stuppy said. “If they are growing vegetables to maturity or harvesting them, that can require some different equipment, especially for irrigation.”

For example, fl ats of annuals can be irrigated with an overhead watering boom, but lettuce and tomatoes that are growing in different media or bags require different irrigation.

“If they’re growing tomatoes seven months out of the year instead of poinsettias just in the fall, they’ll have to be able to switch the greenhouse over quickly. For a vine crop, they’ll have to put in a trellising system and take out the benches. Some growers that grow on the fl oor will have an advantage because they can do that pretty easily

The trend for all U.S. growers, but especially those in the vegetable plant market, is towards investment in insect control. Production of food crops that are more attractive to certain bugs is increasing investment in screening and fans that create positive pressure to keep bugs out. These types of investments may not be as viable for smaller growers or companies growing very limited food crops, but may be considered necessary by the larger producers.

Atlas Manufacturing, a manufacturer of greenhouse structures and accessories.Photo Courtesy of OFA–The Association of Horticulture Professionals.

A cordless cultivator with an improved lithium battery power source. Photo Courtesy of L.L. Johnson Distributing Company.

implementation we learned that we needed to have a broader evaluation of an operation or department in order to fully execute lean fl ow successfully,” said Tagawa’s Senior Business Manager Bill Kluth. “We became more aware of unintended consequences of implementing a process in one area that affected other areas of the company. We look critically at all our operations and while not necessarily going through a complete lean fl ow evaluation, we recognize low hanging fruit that can be changed to become more effi cient. In the areas where we fully implemented lean fl ow, we have experienced a signifi cant improvement in effi ciency.”

Tagawa currently uses lean fl ow in seeding, soils, retail-ready order processing and young plant collation. Kluth calculated that in the retail-ready order processing area, the company has reduced the lead time for an order from as much as 72 hours to as little as eight hours, and in young plant collation, they can process more trucks at the same time with fewer staff in a shorter time.

“We had some equipment and facility costs of changing or rearranging work fl ow. We are monitoring labor in great detail resulting in a Labor Metric for every operation so we can better predict our labor requirements based on actual work load due to production or sales. This required investment in systems and programming,” he said. “Some equipment or facility changes have resulted in payback in months. Larger investments in systems or programming realized payback in less than two years.”

Investing in Effi ciency through Lean Flow

Investing in New Markets: Environmental Restoration

“What you need

to change is

your attitude

and intention

from viewing

what you sell as

only decorative

to promoting the

function of

plants and their

environmental

services.”

– Kim Sorvig

Photo Courtesy of CSR, Inc.


Environmental restoration work can provide a new, longterm market for landscape contractors and their suppliers at greenhouses and nurseries. The addition of new plant species and restoration services could add new revenue streams and increase the customer base, but will also require some reinvestment in equipment, staff and business partnerships.

Kim Sorvig, a co-author of Sustainable Landscape Construction and contributing editor to Landscape Architecture magazine, spoke during the 2012 ProGreen Seminars about the opportunity for landscape contractors and their suppliers to enter the market for environmental restoration work.

“This is a growing specialty and one that has immense potential demand as well as longevity for any business that gets serious about it. The scale can be vast – many square miles of planting, transplanting, and seeding, as well as creating ongoing work in maintaining the re-establishing vegetation. This kind of longterm work could help some of the more progressive nursery folk to stabilize the inherent seasonality of their business,” said Sorvig, who is also a research associate professor at University of New Mexico’s School of Architecture + Planning.

One of the largest projects that Sorvig researched was planned by a landscape architecture student who was hired to pull together a coalition of experts to restore several miles of the lower Colorado River in Arizona. “He got the job because he was the only one crazy enough to try it. Now, he has done some incredibly large-scale restorations in incredibly difficult environments,” the author said.

The goal of environmental restoration is to “recreate a situation where you get environmental services” – where vegetation is cleaning the air, filtering water, slowing down storm water to reduce flooding, and protecting and preserving the environment naturally and efficiently. The process of restoration includes a range of products and services, many of which are already available at or easily adopted by greenhouses and nurseries.

“What you need to change or invest in is attitude and intention. If you change your attitude from viewing what you sell as only decorative, and change that intention to thinking about the function of plants and environmental services, then you will be able to supply certain plants that have functions in restoration,” he said.

Investing in New Markets: Environmental Restoration

Photo Courtesy of CSR, Inc.


Besides having a strategic mindset, most growers need to increase and diversify their production of native plants. Restoration work requires a specific subset of native plants that may not be popular for garden center customers. The native grasses may be a less showy variety that is better at water absorption, for example.

Growers may also have to adjust to different demands related to the preferred growth stage and size of plants as well as the overall number of certain species, since most restoration projects require large numbers of young plants. This market is a good one for bare root seedlings and starts, Sorvig said.

Reinvestment for this market involves creating new connections with organizations, partners and clients, as well as some staff changes. Sorvig recommended the hiring of an employee or independent contractor who is a specialist on regional ecosystems and native plants, plus a “facilitator” who is less of a sales person and more of a liaison to government agencies, communities and clients, helping them stay on the same page with project goals.

Besides knowing what to grow and how, specialized skills are necessary for re-vegetating environments naturally. Rather than planning a new landscape, the task is to restore a former landscape. “The idea is to try not to disturb what’s there. It’s more about responding to existing conditions than about reading a design plan and doing what it says,” he said.

Environmental restoration is a very good job creator, he added, because it tends to favor skilled hand labor over mechanization. The work schedule also helps address the

seasonality issue for labor in the green industry. “Much of environmental restoration works happens in the dormant season, which means it’s an option to keep skilled workers working during what is normally a down time for employers,” he said. “If you know the local situation really well, you could plan ahead, because you know most of the major restoration work could be done well after everything else is put to bed in the rest of the nursery. You would have a more stable workforce and a more even revenue stream.”

Steven Paulsen, the CEO of Conservation Seeding and Restoration Inc., agreed. “That’s why we continue to grow – we shift focus between seasons but always some aspect of our business is exceedingly busy,” Paulsen said. “In the spring and fall, we are in the field. At other times we are writing grants, generating reports and doing office work. Winter is also when we are growing new crops. When it’s really cold outside we have it flamed on.”

Since the careful organization and maintenance of records and data is critical in restoration projects, investments may need to be made in staffing and database systems specifically geared to those tasks.

While many nurseries and greenhouses have some of the heavy equipment needed for large-scale projects and initial clearing of weeds, polluted land or other non-native land cover, some companies may choose to rent equipment or work with other contractors for that part of the process. After that or in some remote locations, most or all of the work would be by hand or with smaller equipment. In some cases, the lighter equipment would be required from the start to avoid compacting soils.

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As far as other aspects of production or growing in the fi eld, each company needs to determine how much they want to invest in organic and sustainable practices, based on their mission and customer requests. Integrated pest management, the elimination of toxic materials and low energy usage are an important consideration in sustainable restoration work.

The investments necessary to enter the environmental restoration market are worth the effort and costs, according to Sorvig. Though he said the demand and size of the market is unknown because it is so new that people are not keeping track of it as a separate segment of the landscape or horticulture market yet, he added, “It’s clearly a market that is taking off, and given the amount of drastic change to ecosystems over the last couple hundred years, the demand is next to infi nite at the moment.”

“I’m guessing that even if everyone in the horticultural industry went to work at environmental restoration, it would take up to 100 years to repair the damage that has been done on this planet,” he commented.

The type of client is limitless, according to Paulsen of CSR Inc., who is proud to serve small and large customers alike, from large riparian and fi re damaged areas on public land to privately owned ranch lands and butterfl y gardens.

Sorvig explained that promoting native plants and environmental restoration expands the market for every green business. In recent years with the current

economy, when many people can no longer justify buying plants simply for decorative purposes, the fact that plants are more than decorative and even essential has become an important selling point.

“The more the industry as a whole can do to educate the public about the environmental services of plants, soil and water, the more likely we can diversify what we are able to do professionally in an economy that is no longer favorable to the old-fashioned way of doing ornamental gardening,” he concluded.

Photo Courtesy of Logan Simpson Design Inc., Tempe, Ariz.


Preventative maintenance and warranties will keep equipment running for a while. But as the tools and systems for plant production age, a time comes when managers and owners must decide whether to repair and continue maintaining equipment or simply replace it. Determining the best time to reinvest in capital assets depends on specific factors at each business including overall company finances, staff skills and type of equipment.

“If it’s something we can get the parts for and our staff can fix it, that’s what we do. When we have to repair out of house, the costs go up. If the repair costs come close to or equal to a new piece of equipment, we replace,” said Dan Gerace, the production manager of Welby Gardens Company, Inc., in Denver, Colo. “If equipment is becoming obsolete and there’s something out there doing a better job and we can afford to replace it, we will.”

To repair equipment in-house, companies need to have a versatile, talented staff with the right skills and expertise. Still, these days, vehicles and newer equipment may have computerization that requires specialized knowledge to repair that is not available outside the manufacturer and its suppliers.

Another issue with newer models is they’re not built to last forever like the old ones, which could be repaired over and over again, Gerace said. “Now things are more disposable.”

His company depreciates a lot of its equipment, decreasing the value each year. When it is totally depreciated it, he said, “We feel like we have gotten our money’s worth. Now we can go ahead and replace it. The cost of repairing it could go toward a newer version that works better.”

In good years, companies can consider reinvesting in capital, especially to take advantage of the tax benefits of deducting large expenses instead of showing a larger profit. In other years, repairing is more sensible. However, companies need to

be cautious of keeping old equipment too long so they are forced to replace it at a bad time. Gerace gave the example of an environmental control computer that the company was repairing over and over again. The cost of a new computer was so daunting that the company avoided buying a new one. It became so outdated that it was eventually too hard to find parts, and the company had to replace it at a difficult time.

Matt Edmundson, the president and owner of Arbor Valley Nursery in Brighton, Colo., said, “Recently the decision has been based in part on budgetary concerns and taking on additional overhead and cash outlays. We have worked on being more diligent with preventative maintenance. Despite this we have had a few instances of major repair expenses we chalk up to manufacturer defects. There have not been recalls yet. We are now investing in extended warranties with loaders for this reason.”

Arbor Valley reassesses its equipment needs crew by crew and activity by activity at least annually to determine when it’s time to replace and upgrade equipment.

“The time of the season and activity prioritization are important. If you are in the heat of potting season and your machine goes down, it’s a no brainer. If it goes down the last week and you aren’t going to use it again until next year it becomes a winter project,” Edmundson said. “The opportunity cost of downtime while waiting for repairs to be completed is important. How much does productivity fall when something goes down?”

Functionality and the ability to work with suppliers and customers is key to deciding when computer systems and programs should be replaced. With computers, it seems especially important to keep informed about new technologies and get recommendations and feedback from current users of the new technologies.

Gerace gave the example of Microsoft Windows software, explaining, “We need to be staying up with the times to be able to communicate with the outside world. Having old software makes

When to Repair vs. When to Replace Equipment

Whereas older style pumps are all on or all off, this new pump modulates the electricity being used to match how much hot water it needs to moves. The new pump will pay for itself in less than 18 months with the cost of electricity being saved. Photo Courtesy of Welby Gardens Company, Inc.

This pre-DOS-based software was installed around 30 years ago to control the greenhouse environment. More of a hassle to maintain with technical support and parts almost impossible to find, if the old system breaks down during a critical time, crop delays or losses could be high. Photo Courtesy of Welby Gardens Company, Inc.


it more challenging, but we want to make sure the bugs are out and the system works before we go ahead and buy it.”

Another example at Welby Gardens in the last five years was production and sales software that was failing and becoming obsolete. The company staff was always looking at ways to work around the problems. Finally, though it was a very big investment, the company bought a new system and was able to reduce labor costs as well as become more accurate for customers. “Overall we feel it’s paid for itself very quickly because of all the benefits we got from the new software,” Gerace said.

Edmundson commented, “We work in a dirty environment so computers don’t seem to last as long. When it breaks we get a new one, depending on the problem. If it’s a power supply or something easy we will repair it. Server wise, our IT people monitor its performance and try to get a new one every four or five years. Our tape backup failed and it was almost cheaper to buy a new server with updated backup technology than to replace the tape backup and update new tapes.”

Arbor Valley recently switched from hosting its own e-mail to remote hosting. “Although we took on a small monthly payment, we have 100 percent uptime, unlimited storage and access from any computer with an Internet connection. This also improved the performance of our server for other applications and extended its useful life for us. There are many little opportunities like that to reallocate resources to improve efficiency and eliminate potentially costly hardware problems,” Edmundson explained.

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Woody Plant Evaluations

CSU UPDATE

Approximately 1,180 different taxa of woody plants are currently being evaluated in the woody plant area at the Plant Environmental Research Center (PERC) and the evaluation area on Center Avenue located by Spring Creek in Fort Collins, Colo. Woody plants are evaluated yearly for growth rate, hardiness, growth habit, foliage, fl ower, and fruit characteristics, disease resistance, and other landscape features. Discussed below are six plants that merit attention for use in the Rocky Mountain/High Plains Area. The following have been selected for their outstanding ornamental features and reliable performance.

Buxus microphylla koreana ‘Julia Jane’ – Julia Jane Boxwood

This boxwood seems less prone to “winter-burn” than most other boxwoods and often remains dark green through the winter. It develops into a rounded, dense growth habit maturing to about four feet tall and wide. The April fl owers are not showy, but they are

fragrant and attract bees. This plant is best suited to more protected spots out of winter winds, and mulch and winter watering are helpful.

Chioanthus virginicus – White Fringetree

This small tree or shrub grows to about 10 to 12 feet in height and width. It prefers a moist, neutral pH soil, but shows some adaptability. It will tolerate partial shade. The clusters of white fl owers in May to June are the most outstanding ornamental feature. In September, on female plants, fruit turns from green to an olive-blue color and is followed by good yellow fall foliage color.

Cornus alternifolia – Pagoda Dogwood

This spreading, low, horizontal-branched small tree or large shrub matures to about 12 to 15 feet in height and width. It will grow in full sun to partial shade, and where soil pH is 7.5 or

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19www.coloradonga.org

Manchurian Apricot

lower. It is quite cold hardy to zone 3 – 4. The fl owers are yellowish-white in late spring and are followed by bluish-black fruit in July and August with reddish fruit stalks that persist. The conspicuously veined, dark green leaves turn reddish in the fall.

Malus x ‘Coralburst’ – Coralburst™ Crabapple

This crabapple is available as a low graft (shrub-like) or four foot high graft (small tree). It develops into a rounded habit about 12 to 15 feet tall and wide. The rose-pink buds open to pink fl owers giving it a “two-tone” appearance. Few fruits if any develop. It has good disease resistance, is very cold hardy, and seems very adaptable to alkaline clay soils. It would make a good smaller patio tree.

Prunus mandshurica – Manchurian Apricot

This is a very cold hardy, small tree. It is unlikely to fruit most years due to spring frost killing fl ower buds. It has pink to white fl owers in March to early April with orange to yellow fall color. The plant adapts to alkaline clay soils well and is relatively drought tolerant once established. It matures to about thirty feet in height and width.

Sorbus aucuparia ‘Michred’ – Cardinal Royal® European Mountain Ash

This mountain ash develops an upright, oval habit maturing to about 30 feet tall and 20 feet wide. It seems to adapt well to more alkaline soils. It is best suited to be planted on north or east exposures. The leaves are dark green above and silvery below. The white fl ower clusters appear in May followed by red fruits in September that persist into the winter. The fall color is rust-red to yellowish.

You are welcome to visit PERC, located in the southwest corner of the CSU campus and Center Avenue site in Fort Collins any day of the year during daylight hours. Yearly evaluation of these and all woody plants are posted on our website at www.woodyplants.colostate.edu.


Accident Investigation & Analysis are Critical

SAFETY CORNER

The fi rst 24 hours following a workplace accident are critical to your injured employee and to you. What you, as an employer, do during this period can help reduce your workers’ compensation claims costs, and most importantly, help prevent the accident from happening again.

One of the key tasks during this initial 24-hour period is to try to determine the cause of the accident so you can institute loss prevention measures, if necessary. A thorough accident investigation will show not only what happened and how it happened, but also why it happened.

Accident InvestigationThe fi rst step – and a fundamental part of the

accident investigation process – is data collection. Here are the elements of a thorough accident investigation:

• Interview anyone who witnessed the accident.

• Take a statement from the injured worker. Have the worker write down what happened and sign and date the statement.

• Take photos of the accident scene as soon as possible. If the injury involved machinery, you may need to shut it down to preserve evidence.

• Gather any equipment specifi cations and manuals.

• Gather applicable safety rules and training records.

• As part of your investigation, try to determine if one or more persons outside your company caused or contributed to the accident. If so, get their names and the name of their employer if they were working when the accident occurred. Call Pinnacol Assurance with the information immediately. We may need to send an investigator to the accident site to gather evidence that can help us recover some or all of our claims payments from the responsible party.

Root Cause AnalysisThe key to preventing the same accident from

occurring again is to determine the root cause

of the accident. By conducting a thorough analysis of the data collected, employers will be able to move beyond the immediate event or condition that caused the accident to the event or condition that, if corrected, will prevent a recurrence.

The following are steps for conducting a root cause analysis:

• Review photos of the accident scene.

• Read witness statements.

• Identify trends (e.g., is there a pattern of the same type of accident involving the same piece of machinery).

• Examine the direct (immediate event or condition that causes the accident) and contributing (event or condition that collectively increased the likelihood of the accident) causes of the accident.

• Drill down to the root cause. You may determine that the direct cause of the accident was the failure of a piece of equipment. But to get to the root cause, ask yourself if there is something you could have done differently to prevent that failure.

Taking Corrective ActionOnce you have investigated and analyzed the

accident, you’re ready to take corrective action. Ask yourself what can be changed to make things better. A good corrective action should prevent recurrence of the accident, be feasible, and not create new hazards or risks.

Pinnacol’s new “Accident Investigation” webinar will be available soon on our website (Pinnacol.com). This webinar will provide detailed information about how to conduct an effective accident investigation. It is free to Pinnacol policyholders. To view Pinnacol’s available webinars, go to Pinnacol.com/employer/training.

If you have additional questions about accident investigation and analysis, please contact your Pinnacol marketing representative.

From Pinnacol Assurance

“The key to

preventing

more similar

accidents is

determining

the accident’s

root cause.”


CHAPTER NEWSNEW MEXICO

By Lynn Payne CNGA New Mexico Chapter Senator

Greetings from the Land of Enchantment!

Well now, we’ve just been through one of the best seasons we have had in years. I hope all of you have had the same experience as we did.

Now that we have all our bills paid and our bank accounts are bursting at the seams (HA), it’s time to relax and take a deep breath and think about how we can improve. Take a look at your facilities and reconsider your policies and procedures. You might already know what changes you need to make but even so, I would still suggest you ask your customers and employees what improvements they would like to see. Sometimes the best ideas come from the most unlikely sources.

Every now and then we have a customer tell us exactly what they think! Sometimes I think they’re just having a bad day and taking it out on one of our employees, but about 99 percent of the time they have a legitimate gripe, so listen to them and try to turn it into constructive criticism so you can achieve a positive result. As for that other 1 percent, those are the customers we encourage to shop at our competitors!

Here are some things I ask myself and my employees after the season is winding down:

Was our selection adequate?

Was our signage adequate?

Did you hear any customer comments about prices or quality, and if so, which products or plants were they commenting on?

By knowing this, you will be able to make smart decisions on whom you should buy more from and whom you should buy less from. Take notes on all of this now before you get busy and forget.

Another source for very valuable information could come from your competitors, but only if you have a good relationship. Some people think competition is a bad word but if you can sit down with them over lunch or a cold beer you might get a little tidbit that proves very helpful. I heard several great ideas at last year’s Owners and Managers Meeting in Vail, Colo. Actually, I was taken aback by the open attitude and sincere desire to help each other. Thank you; that’s the way it should be!

Always look for ways to improve, and remember: no matter how good you get, there’s always room for improvement!

Always Room for More Improvement

“By asking

questions to

your customers,

employees and

competitors,

you can get

information to

help you make

smart decisions

for next season.”

22 LooseLeaf July/August 2012

MEMBERPROFILE

What is the background of Conservation Seeding & Restoration?

The owners saw a distinct need in the western U.S. for an integrated wildland restoration company, specifi cally for dryland areas. When CEO Steven Paulsen moved from the Chicago area to Idaho, he had a bachelor of science degree in rangeland ecology and watershed management. He could not fi nd work in his fi eld, so he began his career as a restoration ecologist by starting CSR on January 1, 2003.

Starla Paulsen, his wife, joined the company as president and one of the three principal owners. With a master’s in food microbiology, she works as a research scientist developing new generation liquid soil amendments for Living Earth, an offshoot of CSR, Inc., when she is not attending to the company’s fi nancial and administrative needs.

The third owner and operations manager is Kevin Osborne, a former Air Force explosive ordinance specialist. He has worked for more than 15 years in the landscape and restoration fi eld, and been involved in nursery management.

Today, CSR employs about 100 full-time year-round staff which can increase to 150 people during the busiest times.

How did CSR come together with Rocky Mountain Native Plants Co.?

Besides the original offi ce in Kimberly, Idaho, the company has four other regional offi ces in Casper, Wyo., Rock Springs, Wyo., Vernal, Utah, and Rifl e, Colo., where it acquired Rocky Mountain Native Plants Company in February. The acquisition followed many years of partnership that started with a project in Longmont, Colo. While CSR has always grown native plants, the owners saw a unique opportunity to take over the operations of the cutting-edge growing facility in Rifl e, built over 14 years by the former owners.

The Colorado facility has 74 acres of deeded ground with 3 acres under greenhouse roof and 8 acres in pot yards. Two offi ces and the production manager’s home are on site. Plans include putting 50 acres into native seed production and expanding greenhouse and pot-in-pot production. CSR has also expanded Rocky Mountain Native Plants into a full-service, vertically integrated operation by adding research, restoration consulting and planning, and comprehensive restoration services.

Rocky Mountain Native Plants Co. Expands Services

Rocky Mountain Native Plants Co.

dba Conservation Seeding & Restoration Inc.

3780 County Road 233

Rifl e, Colo. 81650

Tel: 970.625.4769

Fax: 970.625.3276

E-mail: [email protected]

www.csr-inc.com

Above: CSR, Inc. employee Victoria Baumann preparing 10 ci containers for sowing

Below: Managers Tom Glass and Shawn Wissel in Rifl e, Colo.

23www.coloradonga.org

Who heads up the Colorado operation?

Tom Glass, the production manager in Rifl e, Colo., has nearly 25 years of experience in nursery and greenhouse production. He aims to bring the same production standards and reliability common to ornamental nursery production to native plant and seed production.

Shawn Wissel is the regional manager in Colorado, and has 22 years of experience in the construction aspects of restoration, most recently with the Oregon State Parks. He has worked on native landscaping and wildland restoration projects in various settings from parks to residential properties all over the western U.S.

Please describe the product line and services.

“Restoring the Planet one Native plant at a time” is a central part of CSR’s business model. The company develops native ecology communities for oil and gas restoration fi elds, butterfl y gardens, home landscapes, and other land uses. Customers include individuals, corporations, and local, state and federal government agencies.

CSR’s services range from biology monitoring to habitat management, GIS and GPS mapping, landscape design, native plant and seed collection and propagation, landscape installation, erosion control, and soil amendment. Customers can select from a menu of services or products, which are made available as complete packages or on an a-la-carte basis. No project is too large or too small.

What is most important about CNGA membership?

Rocky Mountain Native Plants Co. did a great job of building a valuable business through networking with CNGA members and taking advantage of the association’s services and events. CSR plans to continue to participate in outreach activities and build relationships through CNGA. Since the Colorado operation has become so much

more than a native plant grower, the staff is excited to share the news with the industry through CNGA.

How has CSR been investing in capital assets in Colorado?

A huge capital expansion will increase the effi ciencies of the property and the workfl ow. The investment is enabling the facility to be operated not only for plant production but also for construction management to facilitate nature stewardship and restoration programs.

The company is also upgrading facilities with the immediate aim of achieving 10 percent to 20 percent effi ciencies in water use and labor. One of the major improvements will be replacing propane gas heating with natural gas, which will be piped directly to the property. The switch should decrease energy costs by about 50 percent.

Where can mechanization most effectively increase effi ciencies in operation?

Just about every aspect of the nursery industry has found some form of mechanization to improve the effi cacy of what we are doing. As we’ve become far more effi cient at producing larger volumes, we have created a better value for consumers.

In the area of landscape installations, marginal gains have been made in tooling. So, the more history and institutional knowledge at CSR, the more the staff can push the curve in effi ciency and produce farther and faster with better results.

Anything that can save a step or cut two strides throughout the day can make a company that much more effi cient. When producing millions of plant units, you can end up saving millions of steps. Some savings can be accomplished with very simple changes in equipment, but never by sacrifi cing safety. CSR is constantly investing in safety. For instance, we are replacing outdated soil-handling equipment and tractors at Rocky Mountain Native Plants, because the new models will not only be more effi cient but safer as well.

Left: Managers Tom Glass and Shawn Wissel in Rifl e, Colo.

Below: Marie Conner and Victoria Tittes sowing germinants

When

producing

millions of

plant units,

each step

that is cut

can end

up saving

millions of

steps.


Colorado Nursery & Greenhouse Association

959 S. Kipling Pky, #200

Lakewood, CO 80226

Careful Credit Card Processing Protects Your CompanyFew things are more central to your success than your payments transactions. That’s why careful attention to credit card processing is important in securing your bottomline.

Here are suggestions for processing your customers’ credit card payments to protect your company from fraudulent transactions and to ensure the lowest possible credit card processing rate:

• Swipe your customers’ credit card with signature capture rather than hand keying in. I-phone and Droid cell phones now have this capability with Heartland.

• If you do hand key in the credit card number always enter the customer’s billing zip code and CVV code when prompted by your terminal.

• Always request a phone authorization on an expired card. If the card issuer approves the transaction, proceed with the sale. Never accept a transaction that has been declined.

• Always compare the credit card account number on an electronically printed draft to the credit card number printed upon the face of the credit card. If the numbers are different, call the Automated Voice Authorization Center and inform the operator that you have a “Code 10” authorization and that the card numbers do not match.

Scott Shick is a Senior Relationship Manager of Credit Card, Check, Payroll, Gift & Loyalty programs at Heartland Payment Systems, which provides CNGA members with discount credit card processing and payroll services. Heartland Payment Systems offers a complete suite of payment solutions, and processes all major credit cards, 24 hours a day, every day of the year. Heartland Payroll Services has the experts when it comes to handling payroll processing. They can save companies time and money by taking care of payroll taxes, new hire reporting, and calculation of payroll checks. For more information, contact Scott at 303-883-1468 or [email protected], and visit www.heartlandpaymentsystems.com.

TAKING CARE OF BUSINESS

“Never accept a

transaction that

has been

declined.”

By Scott Shick

Heartland Payment Systems

Coming Up Next!The theme of the September/October 2012 LooseLeaf will be Evaluate – Update Plans Based on Experience. Featured articles will include:

• Reevaluating plans to adjust future buying and budgeting • New plant varieties

• Why revamping old yards is as important as remodeling old homes • Container sizing trends

Also be looking out for the November-December 2012 LooseLeaf with articles about ProGreen 2013, preparing for the future: advances in catalog production, slow season solutions, and upcoming regulations.

And remember: you can always fi nd back issues at http://issuu.com/looseleaf

Documents

July-August '12