I once drove from North Carolina to California in a BMW 500 series. All I need to say is that riding in this car was a joy. Landscaping can be a lot like this. We often are forced to create landscapes that aspire to be BMWs when we are actually driving a 20-year-old pickup. Truth be told, you get what you pay for, although we all make do with what we have.

There is no substitute for quality investment

Years back, the university where I worked was having a trustee meeting and would be inviting these people to campus. Trustee meetings are important events involving important decision makers for our school. The morning of said gathering I noticed a man emerge from a stylish car wearing a clearly high quality, well-tailored suit. Obviously, a trustee I correctly surmised. This person plainly invested in their appearance. Our landscapes must do the same. 

Top-tier landscapes utilize top-tier materials. They prioritize the landscape in equitable importance to other valuable organizational pursuits. They do not relegate landscaping decisions to the end of the discussion or worse, neglect them wholesale. 

It is a simple truth you cannot pretend to pursue landscape excellence. When landscaping is not resourced as a priority, it is readily apparent.

Should we pursue low maintenance

Low maintenance has long been the Holy Grail of landscaping. Many operations seem to be seeking it, but no one can unequivocally say they have located it. 

Like the eternal tension between formal and informal gardens, there is a tension between low-maintenance and high-maintenance (high-execution) landscaping. I believe low maintenance is a cultural intensity, not a style. I also believe that low-maintenance gardens cannot perform in similar ways to their high-execution kin, but will inevitably look like low-grade landscapes. 

Maintenance threshold expectations should be considered when designing a landscape, but should not be the highest aspiration; horticultural effectiveness, organizational need and resource allocation should be.

Low maintenance is not an investment threshold

Low maintenance is an occupational limit, not necessarily a design or resource allotment strategy. It is meant to pervade all aspects of the grounds-management stream, not be a blanket statement overwhelming smart design, maintenance and outcome actions. Far too often it is a vague goal restraining a robust design/installation/maintenance process. 

Low maintenance has become synonymous with low financial and resource investment, resulting in obviously sub optimal landscapes. As grounds managers we are a professional voice that understands the limitations we must live in while also being capable stewards capable of achieving excellent results within our means. 

I have never seen a conscientious grounds manager push a design that cannot be achieved. We are a pragmatic bunch. Great results can be achieved within resource limitations, but the design, and resource allocation, must reflect those limitations.

How we get here

In my experience, many organizations limit landscape resources (sometimes for good reason) but do not limit expectations. Or, they drive high expectations, but don't fully support the resources needed to achieve the results. 

My blog page is called Third Way Green in an effort to address this paradox. Any successful landscape must pursue the culmination of a three-step process. First, assess the strategic landscaping needs of the parent organization. Then, assess what resources the parent entity is willing to invest in pursuing those needs. Lastly, determine a horticulturally viable management regime to meshing both previous considerations. This seems straight forward but competing objectives often derail this process. 

I am not advocating for more resources or lower expectations. I believe successful grounds management must blend resource allocation and organizational expectations into an achievable system, or it is destined to fall short of both.

Dynamic landscaping can differentiate

Grounds management generally exists on a bell curve. Most landscapes survive in the comfortable middle and perform effectively in that realm. Enough resource investment and organizational alignment help ensure a good job. Too little of both influences failure. 

But what if you want to set yourself apart? I suggest there is a way to change the objective whereby the budget is not the determinative metric.

Successful landscaping will not be assured whether cheap or expensive. A landscape that is harmonious with its organization will reflect the ideals of the parent. A landscape resting easily within the ecosystem it grows in will also. 

Only through harmony of organizational alignment and horticultural practicality will the landscape succeed.

Use It Where It Is
Some of my main considerations in use of water is the source, transport mechanism, and how it is delivered to a target. The first and easiest way to water is rain. It falls over the entire campus and falls where the plants are. Next, excess water due to downpour or exceeding soil holding capacity congregates into puddles, detention ponds and low areas. This is a potentially significant reservoir that we should be utilizing where it is. The last significant stop for rainfall is movement into a drainage system that moves water off campus. Rather than speeding water on its evacuation, movement could be safely delayed or impeded using landscape features to slow, spread, and soak. Every opportunity should be consistently evaluated on likelihood of inhibiting water movement. The use of more and smaller detention could significantly reduce off campus outflows. Berming, swales, and water calming features could increase time on site allowing percolation. Rather than viewing “overflow” as a problem, we should be trying to use smart design to capture and or utilize this water.

Transform Water Problems into Water Solutions
Water is an incredibly powerful natural force. Massive resources are used attempting to control water (Corp of Engineers, hydroelectric, levees, MS4, etc.). Most landscapes seek to limit water movement to a finite path that does not conflict with other components of the site. This is usually a fool’s errand. Water infiltrates basement walls, overwhelms drainage ways, and frequently scours new pathways when overflowed. Our hardscapes especially are culprits in promoting water runoff and accelerating water movement speed thereby concentrating runoff into larger and larger quantities. Damage should be analyzed based on the source and mechanism of the problem, not from a standpoint of repairing the pre-damage status quo state. The presence of a “problem” indicates the presence of ample water that could be turned back into the landscape rather than once again forcing it off campus. Remember, the presence of water is precisely what we are trying to achieve. If it is already there, use it.

Capture and Steer Water 
While considering this blog, I had a rainy day to intentionally observe water movement on campus. I noticed consolidated water all over funneling off of campus, and low areas that were puddling. Every one of these streams/pools could be a valuable source of water if viewed from a new perspective. Topography, and its influence on water movement, is key for better water utilization. Through gravity and contour channeling water can be steered to where it can be used. This is an effect seen in nature on bottom lands and ravines. Yet most of our landscapes sheet water toward hardscaping and speed it out of the landscape. Perhaps the best-known method of collection is rain barrels or cisterns. Our grounds shop has a roof area slightly less than 20K sq. ft. If we capture rainwater through our existing downspouts from even a ¼” rain event, we could net about 3000 gallons. Think about the volume of stormwater that leaves my campus. Capturing or infiltrating that water is a better way.

Re-examine the Beauty of Drought
A corollary reimagining of our very landscape concepts in regard to water is in order. One of the major flaws in modern landscaping is the desire to freeze the landscape in an unsustainable state. Lush, green growth is always transient in most of the North American ecosystems I’ve worked in. Moreso, maintaining this illusion is inherently water intensive. Natural ecosystems change constantly. This I propose is precisely why they are magic. For me the Flint Hills in east central Kansas illustrates the fluctuating beauty and performance provided by a dynamic landscape. This area responds to extreme water stress by adaptation rather than resistance. Water resources and challenges are reflected in green or brown alike, with the implications of any conditions never diminishing the beauty, or importantly, the function. Natural landscapes such as the Flint Hills demonstrate a way out of water worry.

Final Thoughts
Water is the essential of life, not an extravagance. Our landscapes should be devised and planned with the water we have available, not installed with a built-in water deficit needing more than can be supplied. Natural landscapes live within their water means, they do not exceed it. As “sustainability” influences our operations more and more, and organizations require increasing frugality of resources, maintaining a water dense landscape only makes sense in the narrowest of conditions. Where there is a clear need for a certain landscape (I have no problem with golf courses, sports turf, or home lawns) I will not argue. But, where there is limited resources, for whatever reason, the landscape will, and should, be subordinate to other water uses (drinking being the most important imho). A recalibration of our design and maintenance practices for water utilization is in order should be, and can be, undertaken.

My Backyard Water Situation
Lawrence is in Kansas, but like most states, Kansas is not a uniform environment. Our slice of Midwest heaven is on the northeast edge of the central irregular plains and is classified as Osage-Cuestas. The flora of this area is mixed tallgrass prairie and Oak-Hickory woodland. Both these plant types are well adapted to the volatile Kansas weather but especially tallgrass prairie plants. Trees largely lived in bottom lands and in riparian areas. Trees elsewhere were usually in savannah type settings and opportunistic based on microenvironments. Lawrence Kansas average annual precip is 35.58”.  But as we all know averages can be deceiving. Right now, we are 3.92” low for the year and are in D1 drought (U.S. Drought Monitor). And since much of our year-to-date rainfall fell earlier in the year, we are acutely behind the last 2 months, which just happened to be the hottest time of the year.

Water Stress and My Campus
Our campus receives enough rainfall to keep plants alive. Well, most plants. But the rainfall is unpredictable despite annual averages. Because rainfall is irregular there are times when plants exhibit the normal and expected signs/symptoms of water stress. Flagging plants, less than robust flowering, slowed establishment, etc. should all be expected when plants thirst for necessary water. Both the plants and I expect this to happen. Sound water management measures applied water and rations it out in order to activate the plant’s natural water conservation responses. As any utility-turf manager knows plants can get “lazy”. This applies to flowers, shrubs and trees also. Selecting plants that are either native, thus adapted to an areas water condition, or acclimated, will go a long way to diminishing the negative consequences of drought.

How Do We Water Right Now?
Automatic irrigation is applied only to several very small properties on our campus. We do have irrigation infrastructure underground over about 50% of our main campus but this is largely derelict due to age, disrepair, and disuse. The decision to irrigate is not practicable at this time. Any new systems would at best require significant investment, and at worst require total overhaul or completely new installation including meters and water sourcing. I do not think moving our campus toward irrigation is the right thing from a grounds management perspective, nor do I think there is will to do it by the University. In some areas we are able to use the main irrigation piping to run quick connects for hand watering and sprinklers but again this is only in some spots. Bibs off our buildings are available but stretched out. Occasionally where available some bibs are inoperable. When these are located, we submit service request for repairs. Our most flexible watering is performed with a 200-gallon tank on a pickup. This is largely effective, but not very efficient. All of our water is sourced from potable/domestic supply.

Water Wise
Many grounds management tasks are somewhat mysterious to our community. Everyone knows water is essential for a beautiful, healthy campus but the processes girding sound irrigation are not widely understood. Communication, and educating the campus about sound watering, should be a regular part of our work. Monitoring water use is vital also. Our campus Energy Manager notifies us of excess water usage concerns allowing us to investigate. Record keeping is useful but often slips down prioritization needs. Sharing rainfall data could be useful too. We Grounds Managers are well placed to contribute to reasonable water conservation on campus.

Integrated Pest Management
Turfgrass is constantly exposed to a myriad of pests. Virus, fungus, insects, nematodes, etc. are all eager to attack and damage your turf. The very best defense is healthy grass. Grass under stress decreases resistance and production of defensive compounds, opening the door to attack. All of us Turf Managers experience pests in different ways based on grass type, geography, expectations, etc. My most impactful pest experience is Brown Patch (Rhizoctonia). In my first large encounter with BP, I used a combination curative/preventative fungicide with good results, but it was rather expensive. Since, I have used cultural means (minimizing leaf wetness, decreasing irrigation during humid nights, sharp blades, etc.) to diminish out breaks to below treatment thresholds. I am a firm believer in IPM approach of least toxic controls, tolerating a low level of pests to maintain predatory/antagonistic organisms, and diversity to prevent catastrophic failures.

Aeration
In my grass growing experience I have dealt almost exclusively with “native” soils. I use quotations because these soils are highly disturbed and usually degraded by previous poor management. Similar to the premise of this “one thing” blog, I believe the one thing that best remediates my soil is aeration. Compaction, and its many negative consequences for healthy turf, is a big issue for turf stands. Our team core aerates as frequently as conditions allow. Our tool is a common 60” 3-pt hitch spoon-wheel implement. We usually get 2.5”-3” cores. Cores are left on the field to disintegrate. We do not top dress but occasionally will apply pelletized corn gluten or alfalfa to enrich soil fertility (N) and add some organic matter. Aeration will also be performed ahead of overseeding. Core depth at this time is limited to less than ½ inch as best possible. This provides an appropriate depth seed bed for germination. I have heard relatively shallow core aeration may create a subsurface band of soil compaction, but I believe the overall benefits outweigh this concern. Deep tine or soil shattering of some kind might be beneficial, but I have not actively explored how to get this accomplished.

My Number One  Practice is… Overseeding
I feel adding turfgrass seed, with desirable attributes, to be the single best thing I can do for my turf. Modern cultivars, focusing on our preferred Turf Type Tall Fescue (TTTF), have traits selected for superior performance. I believe it is hardly a stretch to say they can make the best of any turf regimen and location. Good turf cultivars can go a long way to maximizing the efficacy of the aforementioned cultural practices. As new plants germinate and grow, plant density increases. This coupled with improved pest resistance can help to alleviate weeds and disease, two common pests. Drought tolerance traits improve ability to manage drouthy periods. Add in the occasional Bluegrass seed and diversity is improved. My  biggest problem has been seeding timing and inadequate post seeding rainfall. Germinated seedlings have reserves to last up to 2 weeks (fingers crossed). But this is in general and hard to guarantee. Therefore, some seeding is not successful. Thus, it isn’t uncommon for us to apply seed in early spring, late summer, early fall. With 1 pound of TTTF having about 200K seeds (we seed at 2-4# based on stand density/quality and to save $), eventually the odds are in our favor.

The Often-Forgotten Step
Ideally, I would undertake all turf culture perfectly to improve the health and appearance of my turf. But I am not in any ideal world or even close. So, while I want the best grass possible, and have the know-how, I am limited in the interventions available to my operation. We do the best we can, using sound science, good tools, and lots of hard work to put out the best product we can. But if a patron here wants golf course quality, they are going to be disappointed. This limitation is not our fault. We are resource limited in steps we can perform. We always keep trying harder, but I believe our organizations should take some responsibility for setting the threshold we meet. If the why of our overall turf quality standard was articulated to campus, it might create acceptance rather than regret the standard is not higher. Or it might even prompt an increase in resources to achieve higher quality. Maybe. But for now, our operation will keep doing our best, with what we have, and keep plantings seeds.

Irrigation
Water is essential to turfgrass health. The common rule of thumb is one inch of water per week, give or take. There are many ways to deliver required quantities and many ways to schedule the delivery. If you have irrigation, you will have more control over water, but if not, you are at the mercy of rainfall. Personal preference aside, most managers have some approach that works well enough to meet essential grass function. But here at KU we do not irrigate. Thus, our grass must fend for itself. Our rugged grass regime means our grass can tolerate varying periods of drouthy weather but will eventually show dry weather response. I believe supplemental irrigation is essential to upper end turf results. I also know that despite some currently out of service irrigation infrastructure on campus, the price tag for refurbishment is too high for our budget. Regardless, irrigation is not a cultural practice I can currently count on for improving our turf.

Mowing
Mowing is our most intensive turf management undertaking. It is also a significant expense to our operation via labor, time and equipment. I believe that most lay people do not understand the strong relationship between mowing and turf health. It is essential to mow at the right height, with the right frequency/timing, and utilizing sound mowing practices. Our team is currently attempting to mow approximately 200 acres with only 7 employees. Not only is this a sizeable area, but most of it is intricate and parcelized, requiring significant allotment of support actions such as walk-behind mowing, trimming and blowing. In a previous blog I highlighted the positive sustainability impact that mowing at higher levels can contribute so we are currently mowing at 4.5”. We are largely able to maintain a 10-day schedule, but this doesn’t account for weather delays, rule of thirds, special events, etc. Until and unless we can add staff, this is an area we cannot adjust. Despite our best efforts, less than ideal mowing practices will impact on turf quality.

Fertilization
Using fertilization to maintain/enhance turf nutrition is a primary turf cultural practice. While turf can extract the necessary elements from soil, providing supplemental nutrients can add to turf health and quality. In high end grass fertilization programs are well thought out and usually are based on soil/tissue testing and assessing the results of any interventions. Here at KU, I seek to enhance nutrient supply by focusing on my soil health. Instead of inorganic fertilizer we are using corn gluten and alfalfa where we do “fertilize”. I believe this organic amendment (I hesitate to call it a fertilizer in the traditional sense) improves soil structure, harmonizes with soil organism health, and adds some nutrients for the grass. We purchase pelletized, local feed-grade product which greatly reduces price without decreasing effectiveness. I do not have laboratory results to back me up, but I strongly feel empirical observation is on my side.

Growing Sustainable Grass
My rationale for this blog started with a simple question. If I can only do one thing to promote healthy turf, what should that one thing be? Not surprisingly this simple question has spun out into what need be a two part blog. I have only addressed about half of the necessary turf inputs. Growing grass in any commercial operation, of even moderate quality, is somewhat complex and is influenced by many factors. Additionally, every adjustment to any input will require adjustment of other inputs. Good grass is straightforward but not simple. So, please read and stand by for my next submission. I’m eager to hear any thoughts as I continue to search for high quality, low input grass that meets my exacting standards.

SOP
Tulips, and other spring flowering bulbs, are a mainstay for most landscapes. They are installed in fall and flower the following spring. The most common bulbs are tulips and daffodils, but can include crocus, hyacinth, plus spring planted bulbs such as lily. They can be planted in a variety of ways whether formally in rows, or informally in drifts, alone or in complement to other plants. Here at KU Darwin hybrid tulips were traditionally planted in large uniform color blocks in predictable shapes. This resulted in quite impactful floral displays that garnered much appreciation. These displays lasted for 2-3 weeks and were commonly used as backdrops for graduation pictures. After flowering, bulbs were removed to create space for installation of summer annuals. The spent bulbs were sold as could be at significant discount, given away, or disposed of. 

The Proposal
The tulips here at KU met expectations and the university community knew what to expect. The approach was conservative and consistent. These displays were proven but predictable. While sometimes this is acceptable, the results were delivering diminishing returns. Fortunately, this commonplace approach left a lot of possibilities for improvement on the table.

In fall 2022, we made a strategic choice to try to expand the performance of our tulip protocol. The first step was expanding the possible types of tulips. No longer would we only use exclusively Darwin hybrid. We also looked for long-lasting mixes that could extend the bloom period. The most apparent change though was opening the color palette. No longer would only yellow and red be the default as in the recent past. Another aspect was the use of doubles, parrots and fringed bulbs. By coupling these expanded floral attributes with a well-executed design, we ensure display performance and increase aesthetic output. Perhaps the most impactful was simply the novelty of changing from what was expected. We did not share our ideas with the campus and therefore it was quite a happy surprise for our community.

In Fall of 2023 we took the design a step further with the introduction of daffodils to our designs. Daffodils extend the bloom period even farther than tulips alone and add another texture to our displays. Once again, we chose to go beyond the standard yellow trumpets and include a wide variety of daffodil cultivars. I am sure we are not the first location to mix daffs and tulips, but in my experience, it is not a common practice.

Results
Like so many of our efforts in grounds management, implementation of a new process or objective must be measured by tangible results. I am very happy, and a bit relieved, to report that our bulb program is a resounding success. As the 2025 spring bulb season ends, we have now had two years of beautiful, long lasting displays. Our university community, which for a long period looked forward to recognizable designs, has embraced our new displays. We were prepared for some opposition, but if it happened, it never made it to Grounds Crew ears. It appears that the university is happy to see reasonable change in the pursuit of improving deliverables, and understands we make these decisions in the best interest of all.

Next Step
Grounds management and landscape design is a constantly evolving and competitive profession. Keeping abreast of emerging trends is smart business. Successful operations know which trends to incorporate and which ones are more a fad. Establishing your own trend is even better. Here at KU a vibrant bulb display is one of the things we want to highlight. We are now considering how we can push our efforts even further. First, we will continue to get our bulb mix right by experimenting and keeping proven performers. In several beds we will not remove spent bulbs but will interplant with perennials to try to get self-replenishing displays that could be rotated out after several years. Lastly, we will also be forthright in sharing these efforts via social media. By incorporating a dynamic bulb display, we set a tempo for other areas of our operation and tell our community we are striving to be our best. And that is an idea worth planting.

Why They Will Work
The first benefit of AM is the elimination of human inconsistencies. These mowers will not miss time, argue, or get bored. They can work though adverse weather conditions without exposure concerns. They can provide consistency and production that can benefit planning and execution. While they will need programming, monitoring, and preventive maintenance, I suggest these requirements will not require more resources than human counterparts and could likely consume less management intervention. They can perform jobs that can be dangerous for staff to perform, reducing workers’ exposure to dangerous conditions and hazardous machinery/accidents. The main application I see is hilly terrain but there are certainly others. AM’s may generate cost savings once initial start up costs are covered. They do not need a salary or benefits nor do they need HR/payroll administration. They can also support overall team production and site quality regarding both their primary tasks, plus allow existing staff to perform jobs not suited to autonomous machinery options.

Why They Won’t Work
The main argument against autonomous mowers is high initial cost. Depending on the quality and performance of the machine, prices can quickly move into tens of thousands of dollars. Maintenance costs should be more predictable, but mishaps can be costly. Mishaps such as programming and control communication errors, mishaps with unforeseen field conditions, or typical mechanical failures will still occur. Quality can be uneven due to variable field conditions. Adaptive components can adjust to some extent but are still being developed/improved. Additional support from vendors and service may be spotty due to the novelty of these products and their usage/support capabilities. Interpersonal communication and relationships with patrons using the course/grounds is diminished which may have negative impacts on patron’s value placed on the grounds team. Perhaps the largest concern is liability issues. In the event of accidents, damage, or even personal injury, what is the liability faced by the equipment owner/operator or manufacturer.

My Personal Journey to Judgment
As I said before, I frequently react quickly, then think, which sometimes leads to changing my position. If I didn’t moderate my viewpoints based on new experience/information, I’d still be mowing with a belly deck rather than a ZTR. I think my deepest resistance to AM’s comes from the replacement of human staff. In my 37 years in the Green Industry, I have consistently been subject to scrutiny of my position and operational necessity. Can we outsource? Can we drive down composite wages? Can we do more with less? Can we cut budgets? I am not adverse to innovation and improving our operations. I do believe that automation disproportionately hits manual labor jobs. I won’t say unskilled because I don’t see any position on my staff as lacking skills. I also believe this is a slippery slope that will be hard to stop once it gets rolling. My job as manager may be safe right now, but could automation (software) replace my job as easily as a mower?

I do believe that automation disproportionately hits manual labor jobs. I won’t say unskilled because I don’t see any position on my staff as lacking skills...

What Now?
I often tell my team that working hard is the best solution to our problems. In my opinion a successful operation is its best defense against outside “improvement” ideas based in uninformed scrutiny. I am a craftsman and grounds management professional. I also am human. This aspect must be seen as the greatest benefit to performing my craft rather than an operational flaw that can be replaced through automation. To me, the human versus autonomous mower needs more evaluation. Automation should take place where it aligns strategically with the betterment of the product, and the greater good of the organization. This INCLUDES THE TEAM. I must be clear eyed in consideration of any emerging technology. I shouldn’t dismiss it because I think it is a narrow minded answer. But other possible answers such as improved work environment, training, etc. should be evaluated robustly also. Heck, maybe a better question in some settings is why are we mowing at all? If after thorough assessment, by diverse stakeholders, autonomous mowing actually does serve the greater good, my team, and grounds management professionals like us will be the best people to administer it.

Accelerate Improvements
Large scale grounds operations are equipment intensive. Professional grounds management requires expensive equipment for efficiency and scale required for our large, complex landscapes. Our mowing equipment is consistently used under harsh conditions. No matter how well maintained, equipment becomes too expensive to operate, or obsolete. For us, we had five large area mowers that were obsolete and needed replacement. In 2022 we purchased one new upgraded mower, and in 2023, 2 more. Our regular budget funded these first phases. But completing this refurbishment required a staggered effort. In 2024 our budget did not fund a new machine. Fortunately, we used outside donations to purchase a high-quality commercial mower, replacing five units with only four. Supplemental funding allowed us to accelerate beneficial improvements we otherwise would not have had.

Fully Implement Management Programs
Managing our campus trees is an important part of the KU Grounds Crew responsibility. Our regular funding provides for gradual new tree planting and critical tree pruning/removal. However, to fully maximize the health of the campus forest grove requires additional arboriculture management. An area of particular importance on campus is Marvin Grove. Marvin Grove is a forested heritage area providing passive green space and recreation. It is particularly revered as a place of rest and recharge for students. This winter we are undertaking a tree inventory that will help us determine the best arboriculture practices to  ensure the continued improvement of this area. The results of this inventory will provide  objective data on replacement costs, ecological benefits, and applied learning opportunities for interested student groups. Utilizing additional donor funding enables full implementation of management programs thereby maximizing overall results and diminishing future costs without a gradual approach.

Provide Unique Opportunities
Everyone that comes to KU, not who or how, interacts with the campus landscape directly or indirectly.  Our KU Grounds Crew seeks any opportunity to deepen connections and personalize the KU experience. Our regular work helps in this regard, but donor funding allows us to go further in special ways. For 2 years now, KU Grounds Crew has held an event we call KU Kettle Korn. Donors fund this event. We cook Kettle Korn in a central square and give  a bag to whoever wants one. Our primary target is students, but staff and visitors are stop by also. As an additional benefit this year we collaborated with KU Student Senate. We believe this extra function pays dividends connecting with our campus. Due its non-traditional nature, KU Kettle Korn isn’t seen as essential spending for our annual budget. Fortunately, donor funding empowers unique opportunities. What other ways could the KU Grounds Crew connect with students if we had the funding? 

Donor Funding Makes the Difference
Simply put, donor funding can make the difference for a ground’s operation. It works in significant ways for KU Grounds Crew. While our regular university budget provides the basics, donors provide extra capability that means so much. Any Grounds Manager should investigate supplemental fundraising seriously. We do not take these funds for granted. No matter where funding comes from, KU Grounds seeks to be good stewards of all our valuable resources. We know that the university and our donors demand we use our resources wisely. We do. Like the greater KU community, we want everyone to know how special the University of Kansas is. We want to be able to take our campus landscape from mundane to the magical. Adding donor funds to our regular budget allows us to do so.

Each Storm is Unique
Storms come in all shapes and sizes, and each presents special challenges. Precipitation type, duration, weather/temps before and after storm, wind, etc. all affect the preparation and active interventions needed to return the landscape site to normal/safe operations. Our current storm came in as freezing rain creating .25” of ice and was forecast to have a duration of 24-36 hours. Our first activation was in response to campus police requesting treatment. Rock salt made roads passable temporarily but continued freezing precip on campus required we have overnight staffing. As the storm deepened snow started in earnest and our ability to keep essential roads and walks passable become more difficult. Blizzard condition winds created drifts and required repeated plowing even after snowfall ceased. Then cold temps settled in hampering efforts even more. This ebb and flow is true of every storm and will test a teams ability to respond with the proper actions and equipment.

Reasonable Expectations
A major problem of every winter weather operation is dealing with unreasonable expectations. Our community wants everything done immediately or so it seems. When I first started snow ops way back when in Fairfax, VA, I’d get called overnight and not see anyone on the roads. Now, no matter when I get called in, there is the same volume of traffic and employees trying to get to the office. Even when the campus is closed there are sledders, dog walkers, and rubberneckers galore. People are no longer patient with a temporary disruption to their routine. Despite the snow cover, people park in the same place, walk the same route, and use the same entrance while our team has provided safe alternatives for movement. Our work is a prioritized list of locations and interventions providing for increasing safety and convenience as the stormtime passes. We cannot do it all and no one should expect us to. 

Plan Your Work and Work Your Plan
Like any aspect of grounds management, winter weather operations requires a well-crafted plan. Aspects of the plan include monitoring the weather forecast, team composition and responsibilities, equipment and pre-treat prep, initial response/priorities, ongoing stage adjustment into final clean. Without clear plan guidance, response efforts are prone to chaos, weak effort, frustration and ultimately poor results. The plan considers the human and emotional considerations of commitment, satisfaction, potential frustration and most importantly, fatigue. Additional is the likelihood operations may need 24/7 work, and you have significant potential for confusion and plan breakdown. Working the plan creates an understandable chain of communication from Administration/Work Management to the field teams, thus avoiding conflicting orders. In order to be more effective, the plan must be conveyed to key stakeholders, especially the team itself. Setting expectations and performance standards ahead of time is a vitally important factor contributing to successful operations.

Constantly Improve Your Operation
Perhaps owing to the feeling snow ops are unending, preparation for and refinement of snow ops planning should also be unending. Today’s equipment for winter weather is really good. Plows are easy to mount, well-made and easy to operate. Controls can be held in the hand rather than statically mounted to the floor like the first plows I used. Spreaders come in various sizes and are durable, easy to fill, and allow for easy operation. Clean up is simple, vital when dealing with the corrosivity of ice melt products. Small engine and handheld tools abound and can be tailor selected by crew member preference, in conjunction to the specific nature of weather/precip conditions. It is essential that each winter weather event trigger an after action discussion to promote plan adaptations if needed, expose response weakness, and prompt training. The actual work of snow ops requires experience and repetition. Cross training and responsibility diversity helps build a bench which prevents performance lapse when it matters most. 

Thanks for a Thankless Job
Winter weather ops are often thankless. Or at least they feel that way to me. The intricacies and difficulties are rarely understood by those whose work doesn’t require active participation. Even those who do participate tangentially do not truly understand our plight. Because snow ops are a primary aspect of our work, our teams are assigned significant responsibility during these events. We do not flinch from this charge. Yet, our teams need fair reckoning when it comes to determining a successful response from something less. No one wants to provide a safer, rapid, and effective winter weather response than our Grounds Crews. Our organizations should expect our best but also provide us with their best. A unified understanding of winter weather ops requires commitment and understanding from all involved.

So, on behalf of grounds people everywhere, I say THANK YOU to the teams that wake up in the middle of the night, shovel when there hands are frozen, and slip/slide to get their jobs done. THANK YOU.

Let me say right away, I love dogs. Not all of them, mind you, but most. I had dogs growing up and my family has enjoyed our dog Drover for 13 years now. Dogs and their owners are frequent visitors to any landscape or course around. But not all dog interactions are positive. Here on campus, and in several past jobs, I sometimes have a cold disposition to canine visitors. If you are currently thinking how could you not like dogs on campus, let me explain.

I Love My Dog, I MAY NOT Love Yours 
People love to walk their dogs in parks. Of course they do, and of course they should. Our grounds and courses are a wonderful place to walk dogs due to open spaces, well maintained landscapes, walkable areas abounding, and frequent small wildlife to interest a dog. I love to see people utilizing the landscape to get some exercise and relaxation with their furry friends.

What I don’t care for is the too common assumption by dogwalkers that I (or others) want to interact with their dog. If I want to interact with your dog, I’ll ask politely. Dogs off leash, or poorly restrained on a 20-foot retractable leash, can be bothersome or intimidating. Before you let your dog approach grounds staff consider that my team and I are at work. We are focused on our tasks at hand. If you feel compelled to share your dog with us, do it appropriately and politely.

What I don’t care for is the too common assumption by dogwalkers that I (or others) want to interact with their dog.

My most nerve-wracking encounter with a dog was a free ranging Irish Setter. This dog appeared right next to me out of nowhere. The owner was not to be seen. I didn’t know if it was running loose or not. While not aggressive, it was eager and quickly approached me, stopping several feet from me. This was unnerving to me because it was clearly sizing me up. Unknown dogs are unpredictable. Most are not aggressive, but some can become so quickly. At this moment the owner appeared. When I said dogs were supposed to be leashed, he responded with the obligatory and utterly useless “it’s friendly”. When I repeated the leashing instruction, he mocked me, to my crew nonetheless, and left. He never did leash his dog.

Not a Doggy Island
On the military base I grew up on, there were specific sites for dog usage called “Doggy Islands”. Dogs could use these areas and every week or so they would be cleaned by someone. (Actually, it was a sought-after job by base teens. I have no earthly idea why.) The Doggy Islands were marked by signage and most dogwalkers respected that. Today, everywhere in green spaces is considered Doggy Island. Yes, many dogwalkers pick up their messes, but a significant minority don’t. In a park or on campus this can lead to intermittent interaction with a pile (NEVER a pleasant experience). But if your landscape happens to be near an apartment building, forget about it. Repetition is a concern as a dog may mess multiple times a day. Since the mess location is regular the mess adds up quickly. If left unaddressed, the situation does not resolve on its own. 

Consequences
The consequences of dog mess can be varied. First is the general disgust and displeasure that it can cause. If the concentration is high enough, it smells. Especially in summer when heat and dust can increase mower operator discomfort, adding the malodorous scent of feces is nearly intolerable. Another consequence is stepping into an unforeseen pile or driving over it with mowers. Dog mess has a shocking physical property allowing it to cover tires and embed itself deeply into turf tread. It is not uncommon to get into the truck and be assaulted with foul smell of fecal matter or need to hose out a tire that is crevice filled with feces. Both are truly miserable experiences. 

Dog mess has a shocking physical property allowing it to cover tires and embed itself deeply into turf tread.

Even providing a system to dispense bags and a disposal receptacle doesn’t necessarily solve the problem. Dumping a 20# bag of dog mess can be challenging, and once again the smell is nauseating. Only changing the bag daily moderates offers any moderation and that is only if you change the bags daily. No matter how dog doo is addressed it will be a filthy task.

What Is The Answer?
The best answer to dog mess is a simple one: owners must police their own dogs. It is beyond any reasonable expectation for grounds staff in a landscape operation to have to deal with free ranging and free messing dogs. Creating a landscape that patrons can enjoy is our responsibility but using it appropriately and respectfully is the patron’s responsibility. Keeping your dog under control is an essential role for patrons. Leashing regulations and “curb your dog” ordinances must be in place and enforced. Rules and reasonable guidance for dog walking compliance should be posted at various locations and on a widely available website. Without patrons knowing the rules, we have no mode of enforcement. Despite our caretaker role on campus, we lack actual authority and may lack perceived authority. Grounds crews do our utmost to create a welcoming place for people and pets alike. Please help us by managing your pets as well.

Joe Fearn is the Landscape Manager at the University of Kansas.

Why and How
Before anyone digs the contractor performing the work must call the state Dig Rite office. Here at University of Kansas our locates fall under Kansas 811. Whatever entity covers your state gathers some basic information about what work is being done, where and when. The utilities (water, sewer, electric, gas, etc.) present are contacted to provide their location. Utility reps or locate services will visit the site. Lines are marked with paint, flags, or most often, both. Excavating and digging can now begin. Once located, flags or marks cannot be disturbed for 20 days. After 20 days, and unless an extension is requested, the flags are supposed to be removed by the contractor who initiated the locate request. Unfortunately, very few contractors are aware of this protocol, and even fewer police their own flags. Several of the foundational aspects of a locate request are legally binding. You must call before you dig. So far as flag removal protocol, there are guidelines (the contractor is responsible for flag removal there is no statutory mandate. 

Operational Consequences
It has already been stated that mowing around flags is effectively impossible. Several people have suggested moving/replacing flags. Since timely and thorough mowing cannot take place, shoddy site appearance results. In addition, corrective mowing can take place the grass experiences undue stress due to excessive leaf growth removal. Manpower allotments are negatively impacted due to the intensive labor required to remove flags opportunity costs lost to removal. Our team also has experienced stakeholder concerns and blame around utility flags. People do not understand the locate process and blame the grounds crew for any impacts. Having the opportunity to educate the campus about flag/locate misperceptions rarely actually takes place and can be ineffectual even when it does occur. The “professionals” involved in the process don’t participate in any solutions, how much more so the average stakeholder walking campus?

Who Pulls the Flags
Flag removal is the responsibility of the contractor that initiated the locate response. Full stop. It is not the responsibility of any ground crew. Unfortunately, this aspect of the process is commonly ignored or misunderstood. Here at the University of Kansas, locates are processed through our Facilities Planning Department. There is an FPD staff member who is responsible for coordinating the process. Since any locate request must be entered by the contractor actually doing the work, it can even leave this KU staff member in the dark. Locates expire and flags are left in the field. We spend several weeks hoping someone will fulfill their responsibility but to no avail. Inevitably the call comes down to “just pull the flags”. Our grounds crews are the last line of defense for so many situations in our landscapes that no one thinks this is burdensome. Pulling flags adds to our workload. Usually, we end up pulling the flags because this situation should not be borne by the KU community.

What Now
While writing this blog a locate was performed in part of our campus. The number of flags placed was astounding. It is a public easement project overlapping with KU property. We were not notified, nor was the impact on our work considered. We are even the property owner. I want to be a good neighbor and cooperate with our contractors. But the inconsiderate and dismissive treatment makes it very difficult. Where we can be gracious, we will do so gladly. We will take the high road to a point. We will even pull flags when it advances our work. For several months I have been taking steps to partner with the process. I and my team will continue to advocate for our perspective. There may be a solution on the horizon, just maybe, but right now these flags still give me a headache. 

I recently had a dispute with another employee where our work overlapped and was in conflict. I tried to explain my perspective on the conflict cause but could not break through. In my belief, my work was seen as subordinate to his and therefore my viewpoint was inconsequential. This is a regular occurrence and I imagine all you readers know how I feel. We too often simply seem to matter less.

We Are Experts
Grounds crews are the landscaping and grounds management experts on campus. We have theoretical training, apply best management practices, and results-based experience in our field. No other entity on campus involved in grounds management can claim the same. There are stakeholders that have associated expertise in a particular facet of our work, but none that combine capabilities like grounds does. Our prime mission is unique to our department. Since we are unique it stands to reason that we are the paramount voice that can fully reflect our situation. We should hold a significant, if not predominant voice when discussing grounds management issues. Yet we are rarely invited to the table and even more rarely given meaningful voice. We work at the convenience of others that do not understand the landscape.

Grounds Is Important
No other entity in our organizations touches our communities/stakeholders the way the landscape does. Every person, in every capacity, that works/studies/visits the campus interacts with the campus landscape to some extent. Other units might be similar in scope, but I suggest none of them ignites a response the way grounds do. People interacting with the campus grounds are emotionally connected or activated by the landscape. There is a visceral relationship in addition to a functional one. The landscape connects not only with all a person’s senses, but also with their hearts and minds. From the first glimpse of campus to integration into study and work, to those that actually live on campus, the landscape serves a hugely significant role.

They Don’t Understand Our Work
Grounds work done right is a complex blend of technical understanding, foundational horticultural truths, and challenging physical exertion. Couple with this weather extremes, limited resources, and limited organizational prioritization, grounds management becomes even more challenging. In my opinion all these lead to, or stem from, a lack of true understanding of professional grounds management. Other trades seem to be respected, or at least viewed as uniquely capable of managing their field. The results are unquestioned, seen as objective and authoritative. Grounds is seen as lacking comparable scientific and evidence-based rigor. Anyone can cut grass or grow flowers. However, HVAC, plumbing, even facilities planning must be left to the experts. Grounds management is every bit as professional a field, performed by experts in the craft, deserving of input and resources in accordance with any other entity in the organization.

Give ‘Em What They Deserve 
Our work is outward facing. It is apparent to everyone that comes to campus. But the challenges are not seen or understood. This is the great paradox for grounds. Most people will see a campus that looks well-tended. This appearance is achieved through professional know-how, innovation, team spirit and a deep drive to serve the campus we love. My work matters a great deal to me. I do not treat it trivially and no one else should either. The fact some do not see it as important as theirs does not diminish its importance. So back to the original conflict. I completely understand that relocating a utility is necessary and should not be derailed by a flower bed. But the lack of consideration for impacting our work reflected in this situation is counterproductive to both our missions. Inevitably the consequences are born almost entirely by my side. So, next time, give the grounds crew a little respect. We will all benefit. 

Thanks to all grounds crews everywhere for your professionalism, productivity & passion!

We here at KU Grounds recently had an opportunity to talk with KU News to talk about our work on campus. In lieu of a regular blog entry, we want to share this story with you. Hope you find it interesting and informative. I hope it also helps you to find a way to share your good work too.

https://news.ku.edu/news/article/ku-grounds-crew-taking-a-new-more-strategic-and-sustainable-approach-to-landscaping

Keep organic matter where it Is
The simplest answer to OM management is to leave it where it is. For grass clippings this is relatively straight forward and widely practiced. Mowers discharge clippings where they are cut and can even be mulched with minor deck/blade adjustments. Unless you are in a situation that requires clippings be removed (putting green) recycling clippings is highly beneficial to turf grass. Fall leaf drop requires a little more consideration but even leaves can be readily mulched into a healthy turf/soil environment with no adverse effects. Of course, clumping/smothering could be an issue if mowing is not performed frequently enough, but proper management usually prevents this occurrence. Leaves in ornamental beds can be left if the customer expectations are tempered. Leaf litter provides the same functional benefits as mulch without the installation time/costs.

Treat it as an asset
A fundamental reason that OM is hard to manage is the value we place on it. If our operations (our parent organizations) understood the essential role it plays in landscape health, it would be managed better. For most organizations OM is primarily considered aesthetically. Mulch is only used to beautify the landscape rather than promote the health of the landscape. I could delve deeply into mulch, but it suffices to say that the aesthetic purpose of mulch (color, contrast, texture, application frequency) does not match the functional purpose (soil texture, nutrient cycling, weed suppression, moisture conservation, temperature moderation). Removing the existing OM that is present during leaf drop simply to replace it with double shredded hardwood? Removing excessive mulch that won’t break down in comparison to leaf litter/compost that incorporates into soil in one summer? These steps are redundant and costly in both time and manpower. Not to mention landscape health. 

Status quo
Our Grounds Crew’s current OM management approach is a large open holding area where limbs, prunings, leaves, etc. are dumped in large piles. Every once in a while, (1-3 years) we have a contractor bring in heavy equipment to double grind this refuse. This is a significant cost and is directly borne by the main operational budget. The grindings range in appearance from limb chips to something approaching a commercially available double shredded hardwood mulch. It is largely litter free. It is readily available for use on campus but most usually sits in a pile, slowly decomposing. We do not turn it to hasten decomposition and create compost. As things stand, we have a huge pile of brush that is waiting to be chipped. We do not have any room left to add and the financial resources needed to grind the debris are diverted for much more pressing items on campus.

Build a better OM management stream
Fortunately, I believe we have found a better solution to our OM situation. We now process our debris through the City of Lawrence (COL) public compost operation. The COL compost facility is a full service OM refuse processing operation facility. It is located a mere 3 miles from the main campus, so is not overly burdensome in terms of travel time. This facility can handle all our waste including logs, limbs, prunings, leaves and grass clipping. The University pays an annual fee for access based on number and of vehicles and gross vehicle weight. It is a one-time cost giving us unlimited access for the year. The current fee is about 7% the cost of grinding our bulk storage pile.
I suggest that utilizing the COL Compost Facility creates a multiplier effect for KU grounds operations and sustainability efforts. First, we are saving money. The most sustainable dollar is the one not spent. In addition, the money paid for access helps subsidize the municipal efforts. If this city program flounders financially, it won’t be good for anyone. Our participation also transfers a potentially huge investment in machinery to another entity, thus sharing the cost. Lastly in terms of public relations, we demonstrate that KU is part of the larger Lawrence community and reflects our responsibility/leadership regarding sustainability. We regularly purchase the finished compost and much which are both superior to our in house products which is a significant value for us and another revenue stream defraying operational costs to City of Lawrence.

OM Is the base of the operation
Like so many of our grounds department operations, organic matter management has taken on a life of its own, divorced from its fundamental role. The natural system doesn’t waste anything, nor does it add anything. Everything is used/maximized right where it should be. Humans have disrupted this cycle at great cost to the ecosystem and our operations. But importantly, it isn’t too late to course correct. With a subtle shift in expectations, where it makes sense, organic matter can be accommodated, allowing it to fulfill its essential role to the benefit of our plants, soil, and ecosystems.

Address Comprehensive Sustainability
The entire grounds operation must be viewed through the lens of sustainability. Two areas that need to be viewed sustainably are how we maintain/improve our workforce, and how we finance our operation. To accomplish these objectives our operation will evaluate how we align with all aspects of our organizational expectations. Ultimately, if we don’t achieve our mission, why would the organization sustain us? It is vital that sustainability mean more than just green initiatives and resource conservation. The more conventional concept of sustainability is managing our landscape to decrease resource consumption while improving outputs. In the budget critical atmospheres most of us are in, being environmentally focused doesn’t sufficiently justify our operation. Taking an expansive view of our operations deals with any/all our sustainability needs. Every aspect of our work interrelates to maintaining our team and the landscape. This provides the greatest opportunity for pushing a sustainable future for KU Grounds.

“Grow” our Team
Our staff members are the most important component of our operational success. How we train, manage day-to-day operations, and compensate, all play a role in the stability of our team. Our team works here for a variety of reasons, and it is essential that we respond to these motivations appropriately. There is no one-size-fits-all approach. Maintaining our workforce starts with keeping our employees. Salary, benefits, and workplace atmosphere all play a part in retention. All hiring employees know the difficulties in finding and keeping staff. Retention must be more than business as usual. Individualism, variety, humor, compassion, novelty all will create an atmosphere where employees’ minds and personalities are engaged. But if an employee just wants to “do their 8” that is fine as long as standards are maintained. Employee hiring, onboarding, and retention must be focal effort.

Align With Campus Master Plan
The biggest factor that will influence our 2024 is the University of Kansas Master Plan. When completed this document, occurring every 10 years, will be the result of a legal mandate from the Kansas Board of Regents. This plan will be aspirational in nature, dependent on resource availability, and largely strategic in its guidance. The actual hands-on implementation (tactics) will be left to various operational unit administrations and staff (KU Grounds Crew). While some master plans can feel heavy handed, this one (and associated process) has not been. 

The Master plan is crafted with organizational/community input, the full support of KU Administration, and also State of Kansas legislative awareness. The extensive process formulating the plan was robust and far reaching. This plan is rational and based on sound master planning doctrine. Working under the auspices of a clear strategic vision is essential to KU campus landscape Grounds Crew success. 

Craft Our Internal Plan
Grounds management is long term in impact so must consider an extended arc of time in vision. But vision without a plan is just a hope. After 2 years of steadfast hard work, our team has accomplished a huge turnaround for the KU campus landscape. During these 2 years much of our work (most?) was driven by addressing crises and simply keeping our heads above water. It was necessary, but our work must be more controlled and deliberate to provide the most benefit. 

We are interviewing our key stakeholders including Operations Administration, Facilities, Custodial, Housing, Admissions, etc. We are getting meaningful feedback at a level high enough to express strategy, but not so high they fail to understand street level tactics.  We will overlay these viewpoints against the Master Plan to determine our vision. Lastly we will integrate these pans with our tactical capacity to craft the regular operational plan needed to fulfill our responsibilities to the campus landscape.

Plant the Campus
Achieving a sustainable operation needs a sustainable plan to guide it. While crafting the plan is critical, the operational piece is of course essential also. Planting the campus is that fundamental that we need to constantly pursue and accomplish. First, we will focus on our trees. The campus forest is the long-term bones of the landscape. Planting the right tree in the right place provides the foundation to all other landscape components. Next, continue installing the fundamental design concept. Kansas is a prairie state, and the landscape should clearly emulate that appearance. Using native grasses and forbs will convey the proud identity of our state. The well-conceived and installed landscape will enhance our overall sustainability and substantially beautify campus. In my experience operations is often easier then planning. As touched on earlier, the scale of the operation here at KU results in frequent priorities that can disrupt our plan. Our plan must have flexibility built in but also must create a baseline for guiding planting that can be easily returned to.

Planning Keeps Us On Track
The landscape at a university (or anywhere) touches their own community in a way nothing else can. This is the critical strategic aspect for our teams. KU Grounds leans into this responsibility in myriad ways. The day to day challenges and priorities we face can easily derail our big picture goals. Once derailed, we may face a tough road getting back on track. Our strategic goals are meant to provide a clear framework for all our work. It provides guidance for the team and, importantly, our administration. The strategic vision channels our work toward a successful outcome. Detours will occur. But, understanding what our annual objectives are will get us back on the right road. 

What Went Right
Broad Campus Improvement
The University of Kansas campus landscape looks better at the end of 2023 than at the start. There are less weeds, less overgrown shrubs, less dead trees, and less glaring landscape problems. There are more new ornamental beds, thousands of new plants, an emerging cohesive design concept and far fewer daily landscape issues. Based on consistent complimentary feedback and decreasing service requests, the state of the KU campus landscape is good, and improving every day. 

Specific Landscape Improvements
KU Grounds is a service-oriented unit. Toward this end we played a primary role in large-scale landscape improvements on campus. Several came to us from other entities on campus. Several were conceived, planned, and implemented by us alone. These projects all reflected our updated design concepts and promoted a new consideration of what constitutes a sustainable landscape. Our capability for successfully completing efforts such as these is critical to our success and overall KU success.

Installation of Improved Plant Palette
Our planting regime is moving the campus landscape in a direction that provides multiple improved attributes over past plant selections. We are focusing on native Kansas plants and nativars, being heavily influenced by the amazing (and highly functional) Kansas prairies. The plants we install evoke the heart of Kansas, provide beauty and support pollinators, diminish resource use, all of which provide significant benefit to the campus.

Cooperative Efforts on Campus
Educating our students is the prime directive for the University of Kansas and thereby also KU Grounds. We consistently have positive interactions with students. Particularly two illustrate what can be achieved in student/grounds interactions. First is our work with some environmental student groups resulting in a habitat demonstration area on campus. Next is partnering with Student Senate on several projects utilizing the landscape to improve student residential experience. These cooperative efforts give purpose and energy to our ground’s operations on campus.

What Went Wrong
Lack of Communication
While our intra-squad communication is strong, that cannot be said for all our communications with the greater campus. During the year there were two large-scale projects that, in my humble opinion, could have benefited from robust communication with KU Grounds. These are the KU Master Plan and the KU Football Stadium Gateway Project. Both projects will significantly impact on our operations but received little input from our team.

Lack of Resources
Our overarching landscape management approach is resource lean but still requires investment. Equipment, contractors, materials, plants, and most of all our staff labor all need more financial allocation than available. We are fully cognizant that we are not alone in assessing our situation thusly. We manage as best we can, even admirably, but additional resources could propel even more work being accomplished.

We have a hodge-podge team of people, reflecting a wide array of personalities and life stations/experience, working incredibly well together. This is where the magic happens..."

Struggles With Sustainability
KU Grounds seeks to be a sustainable landscape. This aspiration influences and is influenced by all aspects of our landscape management operation. We are making strides in several areas including localizing procurement, purchasing only what is necessary, purchasing the most durable tools and equipment, and managing our organic matter/refuse streams. These and other efforts are moving us in the right direction toward being environmentally/ecologically responsible. Further long term significant strides in sustainability will only come by continually evaluating our entire operation and seeking to diminish the fundamental resource consumption that underlies it.

Too Much to Do
The University of Kansas campus landscape is large and complex. Our work in this nearly 1000-acre tract comprises everything from sky to sub-soil. The arc of responsibility required to complete any one job is a complex interaction of planning, procurement, implementation, troubleshooting, etc. Combining the scope of the job with the team building/team-maintaining headwinds means we are always stretched completing the work we are expected to and earnestly want to. Inevitably something slips through the cracks. The landscape is a harsh taskmaster. Underperformance of even small parts compromises the whole. Our deepest frustration is the current inability, with blame to go around, to accomplish all we and the university want to.

A Good Year
Grounds managers and our staff are by and large a realistic bunch. As a result we may not be cheerleaders, nor always express a positive outlook. I frustrate myself through a combination of pessimism and optimism. We have a hodge-podge team of people, reflecting a wide array of personalities and life stations/experience, working incredibly well together. This is where the magic happens. Our team is unified in pushing for a landscape that reflects our highest aspirations. One of our Supervisors, Liam, put it best “In 2023 the KU campus ended in a better place than it started”. It wasn’t perfect by any stretch, but we did grind, toil, and improve our campus. I can’t think of any better way to assess our year.

Anyway… Merry Christmas, Happy Holidays, and a prosperous New Year to all the TurfNet Family.

Rock Chalk Jayhawk! ~JF

Plantings Must Durable and Resilient
Our most recent planting installation was a clear success. It marries two key buildings in the heart of campus and sets a design precedent for highlighting the many staircases we have on our campus. Because workflow on our campus can be chaotic, we planted during a stretch of hot weather. This timing required us to water 2 hours per day for the first week including weekend hours. Keeping up with watering is a challenge. Our current plant selection adds to our difficulties. The market (designers, nurseries, community) leans to plants poorly suited to our routinely harsh (and getting harsher) environments. Like most campuses we are leaning toward adaptive plants and appropriate water conservation practices. But this won’t be enough. We must strongly pursue an approach focused on true native plants and proven adapted plants capable of dealing with extended droughty periods. Our designs must embrace these concepts and be supported by leadership.

Note: USDA hardiness zones are currently based on tolerance to cold temps. I searched for a heat tolerance corollary and found American Horticultural Society Heat Zone Map. Are there others?

Natural Systems Must Be Complementary
Plants specifically, and ecosystems generally have always existed. While they have certainly changed drastically over time (evolved, adapted), they always maximize survival and balance. Our modern landscape does not seek this balance. My operation uses too many resources to perpetuate an unsustainable landscape or freeze the landscape in an untenable state. Landscapes change. But they inevitably move towards the climactic state based on the large influences of their particular location. (see Sustainability Tectonics)

Educating The Customer
The most effective effort a Groundskeeper can perform in pursuit of a sustainable landscape is to educate clientele why it makes sense. Too much of what we do in our landscapes is responsive to a population that is less than fully justified in the results they propose. The counterpart to this lack of capability is even when their objective is sound too often the means to the end is not. Groundskeepers are the point of the organization best prepared to lead the sustainable landscaping efforts. The Grounds Crew is the meeting point between organizational direction and implementation of horticultural reality. The measuring stick is resource allotment and consumption. Plainly speaking there is an inescapable relationship between the traditional landscape and resource consumption. The more intervention a landscape needs based on expectations, the more (scarce) resources it will consume. In some landscapes the function of the landscape is direct and broadly supported by the organization (golf, sports fields, botanic gardens, etc.). On campuses the result is less objective and more variable. Conveying the rationales and methods for pursuing organizational goals is essential to fostering support for a truly sustainable landscape.

No Time to Wait
There is no time to wait. I don’t say this to be alarmist or to push a radical eco-centric agenda. I say it because it is a simple truth. For 35 years in this industry, I have watched and participated while we nibble around the edges of sustainable landscaping. Yet we have not addressed the fundamental aspects of what sustainability is.  Money and technology are not the answer. The answer to a sustainable landscape is simplicity synchronized with nature’s ecologic complexity (you don’t need to seek it. It just is). The basic guidance of “Right plant, right place” provides a template for the many simple rules that will guide us. Following timeless natural processes will unleash a landscape that emerges from the ecosystem rather than one hammered into the ecosystem. Sustainability is balancing what is taken with what is returned. It is cooperation rather than dominion. Our current paradigm is failing. It is time to pursue a new paradigm.

Right Plant Right Place
This adage is well known to all Grounds Managers and is the simple guiding truth for what to plant and where. Unfortunately, poor application of right plant/right place is common. This can occur when grounds professionals are only a small voice in planning/design, or when too narrow a result is focused on (we always include plant X in our designs). There are multiple plant attributes that need consideration during plant selection. The most important plant attribute related to pruning is ultimate size control. If the ultimate size of a proposed plant is 10’ x 10’ and the size is 5’ x 5’, clearly that plant should not be included. Secondary, but still critical is habit and growth rate. If a design is meant to be “formal” but the proposed plant tends to legginess, it should be passed by. Likewise, a plant that can send up 6’ whips in one season should not be planted near an entrance. Poor plant selection will increase work load for our teams. While this increased workload is born almost entirely by the grounds crew, it negatively impacts the overall organization and should be avoided.

Poor Pruning Leads to Poor Results
Pruning is a reasonable and acceptable horticultural intervention used to help manage/maintain the landscape. As described before, pruning can be used to achieve a number of desirable plant attributes. Unfortunately, utilizing poor pruning techniques in pursuit of worthwhile goals is all too frequent. Some pruning consequences can actually add to the workload instead of decreasing it. One of the more common issues is indiscriminate heading cuts that result in flush growth at improper points. Shearing (perhaps the most common “pruning” approach) is often the cause of this. Pruning off flower set is also a negative consequence of poor pruning. Other common pruning missteps can result in misshapen shrubs, uneven growth and a shell of dense growth around a center of dead wood. Improper timing of pruning can result in diminished results or even decrease  plant health/growth. All of these issues are avoidable through proper plant ID, reputable research to understand growth/cultural requirements, then thorough team training (in classroom & field) to insure proper pruning technique.

Let’s Talk Shearing
The starkest example of poor pruning is the widespread use of shearing as a means to manage plants. Shearing is appropriate in some situations, (formal gardens, topiary, some hedges) but is used too often in an attempt to control size or maximize production. Shearing does neither. I have never seen (well, almost never) a sheared shrub that has been size contained. And if they are contained, they don’t look that good. Shearing can make a shrub look tight for 1-2 weeks. But almost immediately after shearing, latent buds activated by wound response send up wild shoots. These shoots are readily noticeable. Pocket/informal pruning provides even growth (no wound response), allows deeper pruning, disguises taller shoots and is easier on clean up (clippings go into a can, not into the bush). Here at KU our default is pocket pruning, with shearing done as appropriate rather than vice versa. Our bushes perform better, and our production is improved.

NOTE… imho the transition from shearing to informal pruning is one of the hardest pruning approaches to undertake. Patience is essential as the transition will take time and multiple touches. It is worth it as workload is ultimately reduced, appearance improves, and plant replacement is avoided)

Prune For a Long Cycle
In the commercial world, proper pruning must be built on instilling long-term benefits into plant material. Our goal, if we prune, is pruning on a 2–3 year cycle. We simply do not have the production capacity (time/labor) to prune otherwise. When shrubs have the potential to outgrow an area they will be hard pruned as infrequently as possible or removed and replaced. Deep pruning (removing 1/3 of oldest stems/branches) or rejuvenation pruning (cutting shrub near ground to re-grow) is sometimes more time consuming, but results in a longer period between touches, and shows the campus we are aggressively working. Pruning for a long cycle does not mean we won’t work our shrubs. It means that our work seeks to accomplish as much as possible each time and however we prune, rather than fall into a trap of reacting to repetitive poor pruning consequences.

Striving to NOT Prune
Pruning is an essential task in managed landscapes. However, our crew has plenty of other work we could be doing rather than pruning. All of us need our shrubs to perform while maintaining the ability to focus on other high priority tasks too. Plant selection, removal of repetitive pruning problems, professional training and effective communication within the team/organization will improve pruning effectiveness and efficiency. Ultimately, it improves your landscape.

Unique Expertise
A strong groundskeeper possesses expertise that will not be replicated by any other position in the organization. The professional groundskeeper’s credentials blend academic instruction, professional influence, and occupational experience. They earn their positions and achieve objective results by uniting these attributes into performance. Considering these facts, the groundskeeper is uniquely situated to be the expert voice articulating the grounds management process. While there certainly are other voices that must be heard, thereby influencing the grounds management for the site, no other entity can blend organizational direction with occupational action. The groundskeeper is the conductor to the organizational composer/ front-line musicians. Grounds management results must be measured by objective industry and organizational standards, not by subjective evaluation. Successful groundskeepers must be pragmatic, not dogmatic.  

...the groundskeeper is uniquely situated to be the expert voice articulating the grounds management process.

Vision
Groundskeepers are unique in their perspective on any given landscape/grounds/course they manage. While other parties are rightfully tasked with strategic directives and oversight (mission), groundskeepers occupy the position that puts this focus into action. Groundskeepers, and their teams, are tasked with the real-world implementation that makes strategy tangible. No other entity fills this role. In no way am I suggesting that Groundskeepers should have absolute sway over how to mesh grounds management with organizational direction. Success hinges on all appropriate voices and perspectives being included in the landscape vision. I am saying that groundskeepers occupy the best suited position to unite the why with the what. Groundskeepers possess specialized understanding and experience that must be included for the grounds to be successful.

Collaboration With Stakeholders
In my experience, very rarely are groundskeepers empowered to dictate the method or tactics of grounds management. Normally tactical decisions which should be based on expertise are complicated in non-grounds considerations. Because most groundskeepers work in a world where they do not have exclusive sway over their work, they become capable collaborators in order to maximize effectiveness. It is completely understandable that non grounds positions (course GM or university admissions, etc.) have a say in the strategic direction of the grounds. But because grounds management is ruled by objective science the groundskeeper occupies the best position to unite diverse expectations in the landscape. Additionally, since the groundskeeper consistently must adjust to other perspectives and imperatives, the flexibility muscle is regularly exercised and well-toned. While groundskeepers are well served in being as cooperative as allowable, they must be strong enough to clearly state their case and then hold the line on it. 

...because grounds management is ruled by objective science the groundskeeper occupies the best position to unite diverse expectations in the landscape.

Perseverance
Groundskeeping is hard work. Not only is our profession hard physically, but it equally challenges mental strength. Adversity comes in many guises. Our teams need continual investment and support. Given the nature of every ground’s crew I’ve been in, when they do not feel investment and support, they will not shrink from letting you know. Nor will they discuss it in a method that seeks to enhance mutual respect and validation of feelings. Occasionally our well-founded and professionally based ideas won’t be adopted (at best) or even seen as reasonable (at worst). This can create operational strain and can result in self-doubt. Setbacks will occur as a result of weather, natural causes (pests, disease, etc.), financial limitations, organizational change, and many others. Seeing work come to naught that heretofore was following a successful trajectory can inflict a heavy toll. All of these will happen to us at different times and in different guises. Setbacks will require a strong groundskeeper to get up and keep going.

Only The Strong (Team) Survives
In closing I want to clarify my intention in calling for a strong groundskeeper. In my view, strength does not equate to dominance or unilateral decision making. Strength is exercising these attributes and then employing them to advance the grounds at one’s place of employment. To be strong the groundskeeper manifests all the characteristics described above, unified in the team, pursuing an organization-centric strategy. A strong groundskeeper is the make-or-break component for the successful landscape. Strength is not heavy handed nor narrow minded.  It grows to become even more effective when shared with the greater organization. The groundskeeper possesses a one-of-a-kind voice but must not go it alone. The strong groundskeeper is essential, propelling the organization not to just survive, but thrive. 

Funding and Autonomy
A common issue facing Grounds Managers is autonomy. We are not on our own while making grounds decisions and expending our budgets is one area where we likely have decreased autonomy. Most times, cooperative decision regarding landscape financial priorities makes sense to us, but not always. My focus on autonomy in this writing regards when available money cannot go far enough. Our work prioritization is based on scarcity of resources, time, staff, equipment, etc. and of course money. Consider the following scenarios. My administration and I agree on an effort but there is insufficient funding to accomplish it.  Or, my administration and I agree on an effort but because of scarcity it is not funded. These are similar situations but not the same. In both cases, a beneficial opportunity is not accomplished because of funding and autonomy. My creating a supplemental fund, predominantly under my authority, gives me the autonomy to perform additional organizationally sanctioned work.

Expand the Brand
Creating an additional fund is not only about obtaining more money. It is much larger than that. Obtaining additional funding is about improving the brand and increasing awareness of it. Additional funding can provide opportunities to showcase results above and beyond normal expectations. But visible results are not our only branding. Our professional and organizational capabilities are our brand also. Creating an unrestricted fund demonstrates a commitment to the future, teamwork, and overall strategic thinking. These all demonstrate to our more traditional funding caretakers that we are worthy of further investment. Having additional money, especially when we have more autonomy over it, can allow us to perform work that is innovative and unexpected. These factors also improve our brand. Furthermore, demonstrating our ability to work across departments to create and build the fund enhances our reputation as a partner. 

Grow Our Community
Building a landscaping fund isn’t only about specific jobs that are completed in the field. It has larger implications. Creating, maintaining and utilizing a grounds fund grows the landscape community from the just the Grounds Crew to the entire organization. When a donor invests it creates skin in the game. They have a role. Successes are no longer external and viewed form outside the Grounds crew. Donors are now part of the team and can take a participatory role in team successes. Creation of a fund provides an opportunity for the Grounds crew to recognize our supporters in tangible ways. Of course, our fund is intentional to directly recognizing/rewarding our Grounds Crew staff, but we also wish to acknowledge the many others in our organization that support us and make our success achievable. Lastly a fund helps us demonstrate that our support is broad and deep, not just form treehuggers and environmentally slanted people. Donations will come from our entire organization reflecting the universal support for a success Grounds team. 

Putting It Together
This approach to expanding access may to funding is likely not for everyone. I am fortunate that her at University of Kansas we have a robust fundraising arm with professional capabilities. I was also fortunate to find an ally in KU Endowment that understood and supported our team (thanks Monte). Every place I’ve worked had opportunities for obtaining donations from people that supported our work. Work your contacts and find a way. No matter your situation, Grounds Mangers are a resourceful and dogged bunch adept at overcoming obstacles in pursuit of a worthwhile goal. Creating a long term, well financed funding source, crafted to meet your needs will go a long way to helping you succeed in accomplishing the dreams you have for your operation. 

The KU Landscape Manager Fund Objective 
The KU Landscape Manager Fund is a unrestricted fund designated to support the University of Kansas and the KU Lawrence Campus via the KU Grounds Crew. The primary goals are expanding the KU Grounds brand through KU Grounds managed landscape projects, professional development and appreciation efforts focused on KU Grounds Crew Staff, and ongoing support for KU students, staff & community education through project cooperation and green industry training.

Team
Personnel is always a large part of team dynamics, and it certainly was for us here at KU. 2022 was a year of significant changes within our crew. Like everyone, the pandemic impacted us greatly in the form of and social distancing, significant absences, and inability to hire help. Additionally, our operation was in transition due to my hiring as new Landscape Manager resulting in some changing strategy and tactics. These necessary adjustments caused several personnel changes.

• 5 of the original Grounds Crew (20) when I was hired are no longer on the team.
• 5 replacement employees hired in 2022 are no longer with us.
• 9 new employees hired in the last year are still with us.

Our net staff at this point is 24 FTE’s. We have filled crew leadership positions and improved communications. Organizationally we are divided into Horticulture and Maintenance, with responsibilities updated to maximize effectiveness. All in all, we are entering 2023 in a very hopeful state regarding personnel.

Equipment 
Our operations are overwhelmingly reliant on having the appropriate equipment and tools necessary to do our work. Proper equipment operating efficiently is a multiplier effect stretching the productivity of our team. Equipment cannot be static. Wear and tear ages machinery resulting in maintenance and downtime costs. Machinery can become obsolete as manufacturers update models/features or through industry wide technologic advances. Most operations face budgetary limitations which can also impact fleet condition.  Fortunately for us at KU, 2022 saw some of these pressures decrease. We have added several much need trucks and mowers. We purchased some new winter weather equipment that markedly improved our capabilities for snow/ice operations. We have also been able to obtain new replacements for the myriads of smaller and handheld tools used by our staff. This significant investment by our leadership is obviously beneficial operationally but demonstrates to our team the importance KU places on our success.

It Shows in The Field
Several weeks back I was inspecting campus when I noticed something significant. One of our employees had been tasked with cutting back a naturalized area that was severely overgrown and looked out of control. This employee was instructed to rough mow (slightly better than brush hogging) the area to make it presentable. The result was far better than my expectations. The 6.5-acre area was mowed at 8” and looked clean. The ditches and obstacles had been weedeated and the walkway through had been blown. It clearly reflected an employee that had gone above and beyond. This resulted from several positive factors coming together. Upgraded equipment, the buy-in of a new management regime, better team communication, plus an improved commitment to quality, all played a role. But, most importantly, this employee chose to implement them in his work. Even further, this isn't an isolated one-off, but a sign of progress reflected by the entire team. Results are the ultimate arbiter of progress, and we are seeing results in the field. 

More Successes, Fewer Failures
Success and failure often go hand in hand in any operation. The hope of any team is that successes increase in number and frequency while failures decrease. That was the case for KU Grounds in 2022. We had quantifiable data on how quickly we responded to formal service requests and a decrease in unplanned absences by staff. We had empirical feedback with fewer complaints to our bosses and increases in followers to our social media. But mostly, our team had less infighting and backbiting and more camaraderie and mutual assistance. Maintenance staff saw how they could positively assist Horticulture while helping manage their own load. Hort teams paid back in kind. For the broken backflow due to delayed winterizing, we had improved seasonal color and efficient leaf removal. For the broken cab hit by low hanging limb, we had a consistent mowing route/schedule and better weedeating around obstacles. Success breeds success and positives drive momentum to our work.

2023... What Does the Future Hold?
2022 was a success for our team. But what can we expect in 2023? First, we hope to keep improving. Training, including hard skills such as turf management, pruning skills and equipment maintenance will be a focus. Additionally, training will focus on soft skills like teambuilding and communication. Turning to large scale field efforts, we will continue to increase plant diversity vertically via trees, shrubs and flowers, and horizontally by adding genus and natives to our mix. KU is proceeding with a 10-year review of the Master Plan helping guide our efforts in branding and design for landscape improvements and enhancements. Our final large-scale strategic effort must be the continuance of replacing large equipment such as trucks, a new chipper, etc. Some intra team efforts will be implementing an arboriculture team and continued refinement of monthly expectations/scheduling. Of course, filling all available staff positions, retaining staff, and improving staff satisfaction will be vital. 

My hope is 2023 will be a great year for KU Grounds. This is not a naive aspiration or ill-conceived belief. As a seasoned Groundskeeper in a very challenging and fluid profession, I temper my hopes and expectations. But 2022 was a year, and I trust 2023 will be too.

Campus Care Never Stops 
Finding satisfaction in this moment can be difficult due to the dynamics inherent to any ground’s operation. Our landscapes are constantly growing and changing.  No sooner does one task get accomplished, then the next is already waiting. Essentially all the tasks associated with grounds management are like this. Turf management, bed maintenance, plant maintenance, irrigation, etc. require constant upkeep.  It is very challenging not to feel our teams are on a hamster wheel constantly seeking to arrive at a finishing point. I’ve heard some people suggest this is job security, but it can also be seen as failure to achieve results (not a good thing).

Focusing in on only one of many jobs, mowing, illustrates how hard performing a never-ending task can be. In our climate zone mowing is nearly year-round. In spring and some of fall it is nearly impossible to keep up with demand. Couple all the other tasks that must occur simultaneously (color rotations, turf renovation, leaf removal) one understands why we feel rushed from one job to the next.

Maintenance Quality is a Moving Target
Another aspect of our work that entails constant striving is the pursuit of a high-quality operation and landscape. How well we perform our jobs, and the landscapes we deliver, goes a long way to supporting our organizational success. Successful grounds management teams are constantly looking to improve deliverables such as appearance, safety, durability and the ever-important cost effectiveness. Don’t misunderstand, our teams are eager to undertake continual quality improvement (CQI) but we must understand it needs to be well managed and carefully articulated to the team and organization.

Often CQI occurs on a curve. Early improvements are low hanging fruit requiring low investment and can be relatively easy to achieve. As our product improves, the ability for further performance improvements becomes more difficult requiring more investment by the team through process change, equipment investment, additional training, etc. All the while the work doesn’t stop elsewhere so the team must ride two (or more) trains simultaneously. This is very challenging and again can feel never-ending. 

Finding satisfaction in these moments can provide a deep sense of accomplishment for a team and can be a powerful motivator for improving performance...

Ebb and Flow
Today’s grounds operations are not only about horticulture. I imagine every Grounds Manager reading this would breathe a sigh of relief if our jobs were only focused on the green part of our work. As with nearly every profession, our positions are expanding into directions that force us to be adaptive, quick learners and jacks-of-all-trades. This isn’t a bad thing, but it can be hard to constantly deal with.  

Today’s Grounds Manager must be a personnel manager, purchasing agent, event coordinator, IT analyst, and project manager in addition to our regular jobs. This level of required work can keep us hopping and presents constant challenges and lengthy to-do lists. No matter how refined our scheduling and prioritization these tasks come at us relentlessly. The back and forth of stress and pressure can be managed but getting knocked of course will happen. Throwing in the ever-present impact weather and nature has on our jobs adds volatility to our jobs that many managerial positions do not have to cope with.

It Really Is In How You Play The Game
Our jobs are demanding. I tell all prospective employees we will always work hard. Our team strives to be the hardest working unit on our campus. We win every day we pursue this standard. There will always be turf to mow and weeds to pull. Mulch fades and irrigation heads break. Equipment needs fixing and people quit. This is our job.

Hard on the heels of move in day was our first home football game. Again, our team spent several weeks operating at fever pitch as we prepped for this event. The day of the game I finally realized something profound. While there were still parts of campus that could have looked better, there was nothing further we could have done to accomplish them. Our team had done its best. At the end of it all this is the victory we were after.

Success isn’t only about crossing the finish line first. Sometimes just finishing is a victory. And sometimes just entering the race is. Find your way to stay in the race. You may end up finishing first after all.

...sustainability for me means decreasing resource consumption while increasing resource service.

Simpler is Sustainable
I once participated in a project that most would consider a sustainability one. This project sought to improve the slow/spread/soak performance of a detention pond adjacent to a medium size (300 space) parking lot. The job reworked the rip-rap flow path through the pond, installed several concrete catch basins, and utilized outflow baffling to increase holding time of run-off water. It was successful at mitigating run-off but was a pricey and complex job. I believe to make sustainability widespread; projects should be easy to conceive, adopt and implement. Sustainable efforts must also have clear objectives, low-price threshold, and readily understandable return on investment from both a financial and organizational standpoint. Devising efforts incorporating these factors will pay dividends and build further sustainability momentum. 

Increase Mower Height 
Adjusting mowing heights is a common occurrence in grounds/turf management. We alter turf heights to improve turf health, appearance, and playability. In my experience we have rarely raised turf height to expressly promote sustainability nor have we highlighted the sustainable benefits that come from increased mowing height. Here at KU we recently raised our decks from 3.5” to 4” for most of our campus (nearly all our turf is general utility turf). We did this to help us manage a drouthy/hot period, but also for the increased cultural/environmental benefits. In one area (157K sq. ft.) adding .5” height results in approximately 24 cu. yds. of leaf mass. My calculations are as follows:

157,000 sq. ft. x .0416 (equivalent to .5” or 1/24 foot) = 6542 cu. ft. total potential volume
6542 cu. ft. x .1 (10% total density of grass blade tissue in a sq. ft.) = 654 cu. ft.
654 / 27 (cu. ft. per cu. yd.) = 24 cu. yds. real grass tissue

Of course, raising mowing height adds significant foliar mass to the turfgrass stand. The increased height adds the cultural benefits of increased photosynthesis, shading/cooling of the turf environment, potentially deeper root penetration, improved resiliency, and some decrease in mowing frequency. Increased mow height also provides environmental benefit. Turfgrass inherently reduces water runoff, prevents erosion, replenishes air, cools the environment, supports bioremediation of pollutants, and sequesters carbon. By increasing height, we are achieving the increase resource service half of the sustainability equation.

Decreased Resource Consumption
The other half of the sustainability equation is decreasing resource consumption. A grounds operation in a transition zone may average 36 mowings per year. This quantity of mowing will likely be a large consumer of the team’s resources, if not the largest. These resources include fuel, direct equipment expenses (purchase and upkeep), manpower and alternative task opportunity-cost. While we must consider the cultural benefits of mowing (turf health, appearance, playability, etc.) we must remember there are negative outputs (emissions, wear and tear on team/equipment, etc.). Raising the mowing height will eliminate several mowings annually. This occurs because the rule-of-thirds applies less frequently at taller heights and tolerance of taller grass as people adjust expectations. Even eliminating 1 or 2 mow circuits a year can decrease resource consumption thereby achieving the other half of the sustainability equation.

Many Small Steps Achieve Big Results 
Sustainability continues to be a hot topic in our industry. Unfortunately, it seems it is sometimes viewed as a tool to be taken down from the shelf when needed, then hung up until next time. Sustainability must be an imperative that pervades every component of our work. We must pursue it directly by increasing plant diversities and decreasing water consumption, but also by constantly evaluating all our work through a lens of sustainability and innovation. Looking for many smaller sustainability options is easier than looking for only big projects. Consider that U.S. households comprise millions of acres of turf and total turf in the U.S. is even more. Imagine if all this turf was mowed even a bit taller (where possible… some turf must be mowed at prescribed heights for playability and safety)? The resulting leaf mass would be huge, and all the sustainability benefits resulting would be huge also. So as a small step with a big sustainability result, raise your decks and mow a little less often. #SlowTheMow
 

The Hills Are a Challenge
We in the landscaping world know that mowing hills is a challenge. I remember mowing a slope once with a Toro Sidewinder. The inclinometer (on the deck) was pegged at its 15-degree limit indicating I was outside manufacturer safety specs (I assure you I was far past 15 degrees).

Mowing slopes is nothing new to our business. Here at KU, the difficulty it is not usually about the slope, but about where you may land if you lose traction (and eventually you will lose traction). When there is flat land below, I don’t mind going for a little slide. But when there is a car, wall, detention pond, etc. below, breaking lose is not an option. In these situations, you don’t have a second chance. ANY mishap can result in damage or injury, both of which are unacceptable. Don’t even get me started on those daredevil mower operators that say it won’t happen to them. These people must be saved from themselves. 

Our New Approach
We currently mow with front deck mowers (our existing fleet) and are onboarding new ZTR mowers. None of these mowers are meant for use on slopes greater than 15 degrees, and even if they were, the churning of the tires as gravity pulls results in torn grass, rutting, and wear patterns since changing directions is often impracticable (impossible). In today’s world, operating mowers outside manufacturer guidelines could also open the operator or organization to liability if injury occurs to property or persons. But hills are an unavoidable reality that must be managed. Therefore, we have come up with an approach that we think is manageable turning these areas into an asset rather than a liability.  

Intentional “Prairie” Lawn 
Transitioning turf to prairie is nothing new in our industry. While this change is frequently a great approach, in our situation we are pursuing it with as little upheaval and resource consumption as possible. Our first step is to adopt a clear guideline for areas that will be transitioned. For KU Grounds we are suggesting that slope areas greater than 15 degrees be evaluated for safe mowing. If conditions (slope, existing vegetation, lack of safe landing areas, landscape context) warrant we designate the area a no mow slope. Next, we simply stop mowing. Sounds easy to this point, but many of us have stopped mowing before just to end up in the doghouse of “it looks neglected”. In our approach, stop mowing does not equal stop managing. This is a key distinction in our approach.

Management Guidelines
Our first rule is to prevent woody encroachment. Ailanthus, Siberian Elm, Hackberry (despite being native), etc. are all prolific seeders and must be kept out of the newly forming prairie lawn. Woody species are the fastest way for the uninformed viewer to deem this approach simply neglect. Next is low-grade weed management. Some lawn weeds are tolerated since vegetation height likely shades out low growers. Thistle, Pokeweed, Queen Anne's Lace will be discouraged (sprayed, weedeated). At the appropriate time we will overseed with an select native grass/forb mix to increase desirable plants. Lastly, we will evaluate the need for mowing (or burning if appropriate) and determine the best time for promoting desirable plants while discouraging undesirables. We will delineate identify the designated areas with boulders, fence posts, ornamental pilings, etc. The surrounding flat turf areas will be mowed to grade change contours that are pleasing rather than straight lines. Demonstrating intentional and comprehensive management is essential in all interventions.

Hide It in Plain Sight
The hills at KU are an essential and much appreciated landscaping feature of our campus. Unfortunately, only a small cadre of our campus patrons know the difficulties of managing these amazing features. Mowing is sometimes dangerous and often is more trouble than it is worth. We are hoping to change hill management in a rational way resulting in improved value and appearance of our campus. Prairi-tizing (it should be a word) these areas can decrease maintenance resources, improve team safety, expand habitat/ecologic services, all while adding a novel visual component to the landscape. We are presenting this idea to management, starting with our Facilities Administration, then we plan to introduce it to key decision makers on campus. If all goes well, we won’t wish for Kansas to be flatland anymore.

What is Restoration?
Restoration is defined as returning an object, condition, landscape, etc. to some prior state or characteristic. In our industry, I believe restoration has taken on a marked sustainability slant. I support appropriate sustainability as a mindset for every landscape project. What I’m pushing back against is when ecology/sustainability becomes the main objective for every restoration a grounds crew participates in. I suggest any predeterminate restoration objective for landscape projects is detrimental. Landscape restoration, the process by which a landscape is returned to a previous state. That state may be a tallgrass prairie, but it may also be a putting green or formal garden (don’t even get me started on trying to define “formal garden”). The original intent of the area should (shall?) be the primary driver for what is restored. 

I support appropriate sustainability as a mindset for every landscape project. What I’m pushing back against is when ecology/sustainability becomes the main objective...

One Size Doesn’t Fit All
Recently I was enlisted to participate in two projects both of which were classified as landscape restoration. The first project involved a naturally occurring prairie remnant suffering encroachment from invasives and excess shade due to nearby trees. The next was a neglected naturalized rain garden (I know naturalized is another subjective concept. I expect however you define it is close enough for making my point). The original planting mix was unrecognizable, the rain management was poor because of excess silt, and there was significant weed encroachment. So, are both restorations? Well, that must be answered by asking what was the original intent of the project? The remnant is in an undeveloped part of campus and is a vestige of a previously larger prairie remnant. The rain garden is on main campus and was designed to exemplify a natural way of managing roof run off. These areas clearly are pursuing different goals, but both were referred to as restorations. 

A Name Is Just a Name
Bringing up the phrase ‘global warming’ or ‘climate change’ activate prejudices and preconceived notions on both sides of the topic. It can rapidly sidetrack a reasonable conversation into a realm of ever more drastic statements and confirmation biases. I suggest restoration is another one of those activating words. Rather than focus on any one goal (everyone has a reason that makes sense to their own ears), broadening our perspective to evaluate how a project can meet multiple objectives is a far better strategy. Dare I say a ‘sustainable’ strategy. Broadening project aims enlists previously disinterested stakeholders but more importantly will add complexity (diversity) to a project. Increasing the aims of the project increases the likelihood of success (more aims, more hits) and may also introduce considerations and information that expand our field of knowledge and capabilities. Undertaking hybrid projects with several compatible purposes is far better than pursuing singular goals.

Rather than focus on any one goal (everyone has a reason that makes sense to their own ears), broadening our perspective to evaluate how a project can meet multiple objectives is a far better strategy...

Our Objectives Are Diverse; the Landscape Prescription Must Be As Well
Restoring the landscape is frequently essential. Clearly restoration can take many different paths and processes toward as many different end results. In my operation the inputs and outputs of the landscape dictate the work process going forward. Inputs include stakeholder needs/expectations, resources available for the project, time, future changes, etc. Outputs are aesthetic, function, conservation, educational possibilities, ecosystem services, etc. (what our organization expects from the project). All these factors, be they inputs or outputs, are resources. How we balance both sides of this resource equation is critical. So, whatever we call our work, restoration, renovation, or rejuvenation, matters less than what that work accomplishes.