Urban Forestry Best Management Practices for Public Works

Urban Forestry Best Management Practices for Public Works ManagersStaffing

Urban Forestry Best Management Practices for Public Works ManagersStaffingContentsIntroduction ................................................. 1What is an Arborist? .................................... 2Staffing Complement ................................... 3"In-House or Contractual" Pros and Cons ... 6Staff Training and Development ................... 9For More Information ................................ 11Thank You .................................................. 12I

Urban Forestry Best Management Practices for Public Works ManagersIntroductionWithin our communities, trees are oneof the most valuable public assets. Theyare unique from other assets that publicworks departments manage in that theyare living, growing organisms and can havepotentially very long service lives. The careand management of this valuable resourcerequires specialized, professional expertiseand a unique set of work skills.In this best management practices guide,information will be provided to describethe staffing recommended for operating anefficient and effective urban forestry plantingand maintenance program within a publicworks department.1

Urban Forestry Best Management Practices for Public Works Managers: StaffingWhat is an Arborist?Before describing aspects of staffing, suchas the types and numbers of positions,qualifications, and pros and cons of in-houseand contractual services, it is important toknow how urban forestry staffing is differentfrom other positions in a public worksdepartment.The management of individual, landscapetrees is called “arboriculture,” and staff whoparticipate in the management of thesetrees are called “arborists.” Arborists aremen and women who make a career ofcaring for the urban forest. Their work isphysically demanding, often dangerous, andintellectually challenging. As science andexperience reveal new information abouttree biology, physiology, maintenance andplanting, arborists’ need for education neverstops.Like the arborist, the “urban forest manager”is a professional experienced in all aspectsof arboriculture in the public arena. Theurban forest manager is dedicated to theadministration of the tree managementprogram to achieve the goals of a safe publicforest that maximizes tree benefits for thecommunity in the long term. This broadmanagerial view and responsibilities enablethe professional urban forester to help publicworks staff, elected officials, and citizensmake wise decisions and get the most fortheir investment in trees.Just because someone is experienced withthe use of a chainsaw or a shovel does notmake him or her automatically qualified toprune or plant trees. Specific education andtraining, and a comprehensive understandingof trees, site conditions, and long-termmanagement issues is required to properlytake care of and plant public trees.2

Urban Forestry Best Management Practices for Public Works Managers: StaffingStaffing ComplementGenerally, an urban forestry program hasboth supervision and operational employeeswho are supported by administrative andother management employees within thepublic works department.As reported in a 1994 report titled “MunicipalTree Management in the United States,”on average, municipalities have six (6)daily employees in their municipal treemanagement programs. This is an averagefrom cities of all sizes. Table 1 shows theaverage number of urban forestry programemployees by city population.Table 1.Average Daily Number ofEmployees by PopulationEntire survey 6Over 1,000,000 21The supervisory position can be termed asthe city forester, urban forester, tree warden,community forester, or city arborist; thesetitles are often used interchangeably todescribe positions with similar managementresponsibilities. They plan and direct themaintenance and planting field work, andare charged with all duties related to thefunctions, growth, and sustainability of theurban forest management program. In amore developed and established program, thecity forester may have an assistant supervisor.The operational positions are typically aforestry supervisor and/or crew leader,trimmer, and groundworker. Public worksagencies may not use these exact titlesdepending on the existing personnel job titlesand descriptions accepted and already in useby the agency.500,000 to 1,000,000 22250,000 to 499,999 23100,000 to 249,999 950,000 to 99,999 625,000 to 49,999 410,000 to 24,999 25,000 to 9,999 12,500 to 4,999 1Source: ISA Research Trust and USDA Forest Service3

The following briefly describes thequalifications, duties, and typical pay scale ofeach supervisory and operational position.Groundworker:Qualifications• High school diploma or GED.• Ability to perform manual labor.• Possess a valid driver's license.Duties• Assists with job site setup.• Feeds brush into the chipper or stacksbrush for pick-up.• Flags traffic.• Other tasks as assigned.Pay scale - $21,000 – 32,000/yearTrimmer:Qualifications• High school diploma or GED.• Minimum one year experience on a treecrew. Good working knowledge of propertree care practices.• Ability to operate a chainsaw, use handtools, perform rope and saddle work.• Possess a valid CDL.• International Society of Arboriculture (ISA)Tree Worker Certification is a plus.Duties• Performs duties of the crew leader in his/her absence.• Drives and operates bucket truck, chipper.• Performs pruning and removal work.• Helps set up safe work zones.• Maintains equipment.• Completes reports, paperwork.• Communicates with supervisors.Pay scale - $23,500 – 36,100/yearTree Crew LeaderQualifications• High school diploma or GED.• Minimum one - two years experience as atrimmer or a tree crew leader.• Good working knowledge of proper treecare practices.• Possess a valid CDL.• ISA Certified Arborist status is a plus.Duties• Coordinates daily work activities of thecrew.• Ensures work is carried out safely,efficiently.• Applies various safety standards,organizational policies, and applicablelaws.• Completes paperwork.• Communicates with higher levels ofmanagement.• Performs public relations with the generalpublic.Pay scale - $28,500 – 43,700/year4

Forestry SupervisorQualifications• High school diploma or GED, or somehigher education.• Five years minimum experience inarboriculture including supervisoryexperience.• Possess a valid CDL.• ISA Certified Arborist.Duties• Directs and counsels assigned staff andcontract crews.• Investigates and prioritizes servicerequests.• Enters and retrieves data on computer.• Responds to after-hours emergency callsas needed, and mobilizes crews andequipment.• Trains individuals/crews as necessary.• Completes forms, prepares reports.• Coordinates with other organizations.• Communicates with chain of command.Pay scale - $30,000 - $46,000/yearUrban ForesterQualifications• Bachelor’s degree in forestry, horticulture,landscape horticulture or a related field.• 3-5 years of direct experience in the field.• Possess a valid driver’s license.• State certified pesticide applicator.• ISA Certified Arborist with MunicipalSpecialist designation.Duties• Prepares and maintains the street treemaintenance plan.• Prepares an annual tree planting plan.• Enforces the tree ordinance.• Plans and conducts public educationprograms.• Prepares contracts for tree services.• Coordinates with other agencies.• Purchases equipment and supplies.• Directs work of assigned staff.• Establishes, maintains records and files.• Responds to citizen requests about privatetrees.Pay scale - $40,000 - $65,000/year5

Urban Forestry Best Management Practices for Public Works Managers: Staffing"In-house" or Contractual Pros and ConsMost public works agencies have theoption of performing urban forestry tasksusing in-house staffing and equipment, orusing contractors who specialize in variousarboricultural and horticultural disciplinesand services. Often, a combination of usingboth in-house personnel and contractorsis chosen to ensure that the urban forestmanagement services provided are performedat the lowest possible cost, as efficientlyas possible, and with the greatest level ofexpertise. Additionally, for special projects, ortasks that are not daily responsibilities, publicworks agencies will often use consultants onan as-needed basis.There are potential advantages anddisadvantages to using in-house staff andcontractors for urban forest management.Both the leadership of the program (theurban forest manager, city forester, cityarborist) and the workers in the program(tree planting, maintenance, stump removal,insect and disease control), can be inhouseor contracted. The advantages anddisadvantages for both levels are generallysummarized as these:In-House Management - Forester/ArboristAdvantages• Deep ties within the community.• Has or will build “institutionalknowledge.”• Is available at a moment’s notice toperform a wider variety of tasks.• Is directly accountable to the citizens andthe public works director.Disadvantages• May only be experienced in limitedaspects of arboriculture and urban forestmanagement.• Investment must be made in equipmentfor this position, such as a vehicle,computer, and diagnostic tools.• May need to invest time and funding forobtaining and maintaining certifications,licenses, and other training.• Not easily removed from the position ifperformance is substandard.6

Contracted Management -Urban Forestry ConsultantAdvantages• Usually is very experienced andknowledgeable on a wide array of topics.• Can provide a high level of knowledgein a specific area, such as hazard treeidentification, tree valuation, ordinancesand technical specifications, treepreservation.• Can be released from service more easily.• Usually is fully and pre-equipped with avehicle and computer.• All certifications, licensing, and continuingeducation are already in place andseparately provided.Disadvantages• Contract agreement may limit flexibility injob assignments.• If used regularly, and for an extendedperiod of time, can be more expensive inthe long term.• Administrative time must be provided forcontract writing, monitoring, and invoiceprocessing.In-house Crews and Work ProductionAdvantages• More flexible for other work assignments.• Quality can be perfected to meetcommunity standards through trainingand over time.• Can respond more quickly to emergencies.• Workforce is more stable.• Staff can be more knowledgeable aboutthe community, and can be motivated bypride and residency.• More control over training andspecializations.• No administrative time is needed to writeand oversee contracts.Disadvantages• Large investment in equipment andmaintenance, for example, a lift truck andchipper can cost $140,000 per crew.• Workers are paid regardless of workproduction quantity, efficiency, and quality.• Difficult to release from employment.• Public works department is responsible fordamage caused by crew actions.• Public works department is responsiblefor on-the-job injuries and workman’scompensation.7

Contractual Crews and Work ProductionAdvantages• Funds are paid only for work performedand when completed to specificationsand the satisfaction of the public worksdepartment.• Labor is available for peak demands andspecial projects; there is cancellation andno cost when work is not needed or whenthe weather is poor.• Contractor provides all requiredequipment, tools, and supplies; repair,maintenance, and downtime of equipmentare not the responsibility of the publicworks department.• All insurance and workman’scompensation is the responsibility of thecontractor.• Contractor provides employee supervision,training, and certifications.• Liability for damage to public and privateproperty is the responsibility of thecontractor.Disadvantages• Contractors are bound by thespecifications of the contract; their workassignments are not as flexible.• May not be as quick to respond toemergencies as in-house crews.• Administrative time is required forcontract writing, monitoring, and invoiceprocessing.By knowing your in-house and contractualcrew costs, production rates, and work load,you can compare costs required to completea set of work orders, and to determine thebest method of accomplishing the work.Using data from job analysis and localcosts, Chattanooga, Tennessee, Public WorksDepartment gives the following example of apruning program cost analysis.Example - Pruning Maintenance ProjectTree Size Class 0-6” 7-12” 13-24” 25-36” 36”+Total Trees 927 381 247 23 8Man Hours to Prune 1.0 1.4 3.5 6.3 7Total Time 927 533 865 145 56In-House Costs (1) $53,395 $30,700 $49,825 $8,350 $3,225Contractual Costs (2) $76,400 $$43,930 $71,290 $11,950 $4,615(1) Based on local cost estimates of 75’ Bucket Truck (10 years, fuel, maintenance, etc.) @ $11.00/hr; Chipper $6.62/hour Crew* (does not include fringes) $40.00/hour = Total cost per hour $57.60(2) Based on local cost estimates of - $82.42/hour for a three man crew equipped with 75’ bucket truck, and chipper.These cost figures and production rates are not to be applied nationally, and are only presented here as an examplefor educational purposes.8

Urban Forestry Best Management Practices for Public Works Managers: StaffingStaff Training and DevelopmentStaff training and development are majorand constant responsibilities of public worksdepartments for all programs. Whether itis stormwater, roadway, sewer, or urbanforest management, all employees shouldbe trained on current industry standards andsafe work practices.Reasons for training range from new-hiretraining about your urban forestry programoperations, to introducing new technicalconcepts and practical techniques to the fieldstaff, to bringing in a new computer softwaresystem for the urban forest manager.Whatever the reason or need for conductinga training session, the public works managershould develop a comprehensive, ongoing,and consistent training program. This qualitytraining program is essential in keeping staffsafe, efficient in their work, and motivatedabout learning new concepts.For urban forestry program staff, training isdiverse given the nature of the resource andthe working conditions. Typically, all forestryemployees should be aware of and receivesome training in:• Tree identification and basic treephysiology• ANSI A300 pruning, maintenance, andprotection standards• ANSI Z133.1 safety requirements• ANSI Z60.1 standards for nursery stock• Job site setup, flagging, and safety• First Aid, CPR• OHSA compliance• Electrical Hazards Awareness Program• ISA Certified Tree Worker and CertifiedArborist Training9

Advanced Training is available for:• Tree hazard identification• Tree valuation• Aerial rescue• Insect and disease diagnosis andmanagement• ISA Municipal Specialist designationThese topics and other urban forestry relatedtraining programs, coursework, workshops,and conferences are available from a varietyof sources:Training does more than just educate workers.Training supports professional developmentand job advancement, and positivelyinfluences attitudes and morale. If you wantto keep your staff motivated about learningnew concepts and performing their workresponsibilities in the best and safest wayspossible, then the quality and variety of thetraining provided is key.• International Society of Arboriculture• Tree Care Industry of America• Society of Municipal Arborists• American Public Works Association RedCross/public health departments• City or county personnel and humanresource departments• Consulting firms• Local county cooperative extension offices• Universities and technical colleges10

Urban Forestry Best Management Practices for Public Works Managers: StaffingFor More InformationYour State Urban Forestry Coordinatorwww.arborday.org/programs/urbanforesters.cfmInternational Society of Arboriculturewww.isa-arbor.com/home.aspxSociety of Municipal Arboristswww.urban-forestry.com/Tree Care Industry of Americawww.treecareindustry.org/public/main_safetyed.htmAmerican Public Works Associationwww.apwa.net/Education/ANSI Standardswww.ansi.org/education_trainings/overview.aspx?menuid=9Davey Resource Groupwww.davey.comACRT, Inc.www.acrtinc.com/ACRT_training.htmlNational Arbor Day FoundationTree City USA Bulletinswww.arborday.org/programs/treecitybulletinsbrowse.cfm11

Urban Forestry Best Management Practices for Public Works Managers: StaffingThank YouNational Urban and CommunityForestry Advisory CouncilSeries Research and Education Steering CommitteeThank YouRachel BarkerProject ManagerNatural Resource Consulting, Inc.Tallassee, ALGeorge GonzalezChief ForesterLos Angeles, CABureau of Street ServicesAndy HillmanCity ForesterCity of Ithaca, NY DPWGene HydeCity ForesterCity of Chattanooga, TN DPWWalter E. Veselka, PEPublic Works DirectorCity of Bristol, CTPeter J. WoodcockPublic Works Superintendant(retired)Croton on Hudson, NYColene VogelTechnical Services Program ManagerAmerican Public Works AssociationKansas City. MOJerri LaHaie, CAEExecutive DirectorSociety of Municipal ArboristsWatkinsville, GAKeith W. ClineISA Certified Arborist (MA-0030)Program ManagerUSDA Forest ServiceUrban and Community ForestryProgramWashington, D.C.Jennifer GulickDavey Resource GroupWalton, KY12

Urban Forestry Best Management Practices for Public Works ManagersStaffing