In March, the Synthetic Turf Council (STC) Board of Directors approved its new strategic plan for 2022-2025. The plan has some key differences from its predecessor.
In January, STC enlisted the help of a consultant to guide it on its strategic planning journey and develop a strategy to better serve STC’s diverse membership. The process included a pre-planning survey to the current board, former board members, past chairs, committee members, stakeholders and staff. The survey included questions about mission, vision, desired outcomes, emerging trends, critical issues, and strategic filters designed to advance the organization toward its desired outcomes. The in-person planning team consisted of the current and former board, who jumped in the helicopter perspective to assess the STC’s stages of development and focused on getting agreement on the new mission, vision, desired outcomes and strategic filters in Chattanooga, Tenn.
STC’s Mission – Lead, educate and advocate for the synthetic turf industry
STC’s Vision – Inspire and connect healthier communities through synthetic turf spaces
STC’s Overarching Desired Outcome – Synthetic turf is the preferred solution for safe and sustainable play spaces
Strategic filters to be used in decision-making at all levels:
Does this decision exhibit: Long-term strategic perspective/direction? Adaptation to change?
Will this decision contribute to growth of STC membership or improve STC’s financial condition?
How does this decision align with STC’s strategic plan?
What data did STC collect and use to inform this decision?
The new strategic plan retains the “four pillars” with redefined priority goals for this year (*) and potential projects beyond:
Build an effective advocacy machine*
Develop strategic partnerships to address activity at the state level
Convene or actively participate in relevant coalitions
Launch discreet grassroots advocacy action group among membership, armed with talking points and training
Refresh annual conference approach*
Simplify certification, particularly for landscape installers*
Create micro-credential initiatives
Consider sponsored webinar series for selected specialty groups
Promote the good things STC does and share the brutal facts with members*
Develop an overall marketing and communication strategy for member communication
Develop talking points for members to use to encourage others to join
Create webinars and a functional social media system to reach beyond membership
Develop an ongoing system to assure new and existing members experience value
Design “sandboxes” for the untapped markets of stakeholders
Reevaluate dues structure*
Realign committee structures and reset committee focus and membership*
Create a company lobbyist advisory committee
Explore and develop new revenue streams*
Establish the board as a strategic, deliberative body
Establish clear criteria for awards selection
The intent is that each Pillar will create a work plan for each of their assigned projects to be submitted to the Vice Chair by no later than September 15, 2022. The Pillars will receive their assigned priority projects and deadlines in May 2022.
STC will launch a member communications plan to help generate awareness and drive engagement across STC’s volunteer groups. At the 2022 Annual Membership Meeting, STC will introduce the plan and discuss how members can get involved with Advocacy/Public Relations as the overall theme of the direction. Education, membership growth and financial stability are all in support of building STC’s voice and influence.