The key to the plan was in scaling back the association’s programs and making sure that everything that moved ahead tied into one of five major
strategic goals, including connecting members
to customers and becoming the leading voice for
builders and remodelers. The “great recession”
had decimated the ranks—and it was time to start
pushing toward an upward trend again.
They put together a spreadsheet and measured
all existing activities against the goals. Anything
that didn’t tie directly to one of the five got the
axe—including some long-time favorites such as
a fishing tournament.
The association was open with members about
not knowing if the plan would definitely work—
but that they thought it was worth a real try.
“You have to say, we have a pretty strong in-
kling based on all the work we’ve done that this
is the way to go, and we really want you to get on
board and give this a try,” Siegel says. “And if it
doesn’t work, we will go back and revisit.”
That included combining the awards programs
for both the builders and the remodelers, without
leaving either one feeling like they were the tech-
nical-award winners at the Academy Awards. So
they sat down with various groups, committees
and stakeholders for assistance.
The individual events usually brought in 300
people each—with lots of duplication. The com-
bined event had close to 600 attendees. “People
were really excited.”
And recent results from a survey done by the
MBA students at The University of St. Thomas
make it clear that now people aren’t just satisfied
with the association, they’re very satisfied. And
that’s something on which to build a future. ■
WHEN IT COMES TO PUTTING TOGETHER a strong organizational foundation to move forward, nobody does it
better than the Builders Association of the Twin Cities
(BATC). But really, two years ago, the association decided
to dig deep into their structure and develop a new strategic plan.
That’s not unusual for an organization. What was
unique: what they decided to do and that they actually
did it (they just wrapped year two of a three-year plan).
And so far, it’s showing great results.
“So many times you get a strategic plan and it goes
on the shelf, and it doesn’t get acted upon, and it doesn’t
become the culture of the organization,” says BATC Executive Director David Siegel. “We really worked hard in
building out this plan and thinking about pruning and focusing and tying our efforts together. We really worked
hard to ensure that this actually was enacted and used.”
OF THE TWIN CITIES
Nicole Coon, CMP (MPI Minnesota
Chapter), BATC marketing and events
manager, accepted the award for the