Apr./May 2009TPI ISSUE HIGHLIGHTS Taking Care of Business............... Page 2 - Success: It’s Mostly in the Attitude Safety Management...................Pages 3-4 - 10 Common Mistakes - Turfgrass Sod Producers' Safety Q&A No. 4 - Should You Require Personal Protective Equipment? - Hazard Assessment and Equipment Selection - Testing your Employees’ Knowledge of PPE - Getting Started: Back to Basics Marketing Tip.................................... Page 5 -Top 10 Survival Tactics in a Tough Economy Shrewder Computing....................... Page 5 - Getting a "Deal" - Set Up Meetings Without So Many E-mails TPI Action.........................................Page 6 - TPI Begins "Natural Grass” Column in "Athletic Turf News" - TPI Serves in Advisory Capacity on SCRI’s Biosolid Research Artificial vs. Natural Grass? .........Page 6 - 2008 NFLPA Opinion Survey 2009 TPI Summer Convention & Field Days—East Lansing, MI Monday, July 27 - Early Bird Reception - Farm Tour Tuesday, July 28 - The Lawn Institute Memorial Golf Tournament - MSU Campus Tour - TPI Banquet Wednesday, July 29 - Women’s Forum Breakfast - TPI Annual Business Meeting and a Guest Speaker - Roundtable Forum & Lunch - Exhibit Hall Reception - Working Group Meetings Thursday, July 30 - Field Day BUSINESS MANAGEMENT Turfgrass Producers International Eight Tips to Help You Sell More, More Easily 1) Ask for favors—Call clients who can no longer afford your services or products and say, “I'm wondering if you have any col­ leagues who might have a need for our prod­ ucts. I'd be so grateful/honored/delighted (pick one!) if I could use your name and call/e-mail to introduce myself. Then, just stay quiet and wait. When people have been happy with you, they're happy to help you. All you're doing is reminding them of that! 2) Eliminate risk—It’s easier to stick with the familiar. If you want to break into new markets, it's vital that you make it risk- free for your prospective buyers. Offer some type of risk-free promotion to encourage prospects to give you a try? 3) Add value—Buyers need to prove value in their buying decisions. Imagine your prospects selling your services/product to their customers. The best value—thought­ ful consumerism—is what they'll have to show. What matters to your customer's cus­ tomer? Create value for that stakeholder and make it easy for your customer to sell it. 4) Go against the crowd—Whatever everyone else is doing is already being done. It's old, it's boring, so “twist it.” 5) Think positive—There is no value in thinking or talking doom and gloom. I'm not being a PollyAnna. If you think about bad stuff, you're not only more likely to attract that, you leave no room for the good. The bad may come and it's always smart to be Membership Renewal Notice Coming Soon—Is Your Contact Information Correct? When you receive your TPI member­ ship renewal notice, please check the accuracy of your e-mail, phone and other contact information. It’s very important because the same information you provide TPI is what current and potential cus­ tomers see published on the TPI website. Note: For permission to reproduce and distribute any part of the Business Management newsletter, contact the publication’s Editor Bob O’Quinn at 847/649-5555 or roguinn@TurfGrassSod.org prepared with a plan “B.” But focus on the good, the positive, the exciting and you'll see ways to make it happen. 6) Take advantage of the opportunities within the current economic situation— Who needs you now who couldn't have afforded your services before or who wouldn't have wanted to work with your brand before? 7) Sell trust—Every communication you send must increase buyers' and prospects' comfort. From error-free e-mails that are truly focused on your customer, to respond­ ing appropriately to on-line reviews, how they perceive you and your business helps customers determine if they can trust you. Paying attention to the details is the first step to gaining trust. 8) Be courageous—I remember a quote about never dreaming little dreams. Be bold. What's the best that can happen? Business is out there. Yes, the pickings are slimmer but your determination is greater. Be brave. Do one thing today that you hesitated to do yes­ terday. Source: Sue Hershkowitz-Coore, www.SpeakerSue.com Members Have Access to TPI Conference Photos On-Line Whether you attended the TPI Midwinter Conference in February this year, members have direct access to all photos taken there. Just go to www.TPIphotos.smugmug.com and select “2009 Midwinter Conference” and then tour the 20 individual galleries named to match each event conducted that week. You’re welcome to browse through the 466 photos and select any you wish to download, save and print. On this website, you’ll find photos taken at all TPI Conventions and Conferences since the summer of 2006, categorized into individual event gal­ leries. Taking Care of Business By Scott Hunter The Hunter Partnership Alliance Tel: 714/573-8855 Success: It’s Mostly in the Attitude! Periodically, I go back and read previous articles. One I wrote late in 2007 seems so applicable to these challenging times that I thought it was worth repeating. Enjoy. In the 1970s, the Andrew Carnegie Foundation funded the largest research study ever done to determine what makes a suc­ cessful individual. They surveyed more than three hundred thousand people in four employment sectors—business, industry, education and government. The findings speak for themselves. It was found that only seven percent of your success is determined by the knowledge you have, only 12 percent by the skills you pos­ sess, and 81 percent of your success is deter­ mined by your attitude! Wow! Isn't that powerful? So let's look at this thing called attitude. Quantum physicists now tells us that your body is comprised of vibrating energy assembled together to form a human being, you. You are actually energy focused into human form. They have also found that how you think determines how you feel, and your feelings and your emotions literally deter­ mine the frequency of your vibration. Pretty amazing to think about that. You are funda­ mentally a body of energy which vibrates at a frequency which is directly a function of your attitude. And then there is a fundamental law in the universe called “the law of cause and effect.” For every cause, there is an effect. And how this relates to you is: if you are a bundle of energy and everything else in the universe is energy, then you will attract to you that which is consistent with the energy that you are. So you want to start to think of yourself as being like a magnet that will attract to you that which is consistent with your energy field that, again, is controlled by your feel- ings/emotions/attitude. When you are at the lowest of possible emotions, when you have the worst possible attitude— fear, anxiety, depression, power­ lessness and despair—you attract to you the circumstances and events which support you in being fearful, anxious, depressed, etc. I doubt you would call this a formula for suc­ cess. When you work your way up the emo­ tional scale to rage, hatred, seething and wrath—certainly not very positive attitudes—you attract to you the circum­ stances and events that support you in being hateful, seething, etc. Not very good, but better than fear. Do you know people who are angry? Do you find yourself being angry a lot? Like all human emotions and attitudes, it's not right or wrong to be angry. But there are conse­ quences. When you go through life angry, you attract to you the circumstances and events that support you in being angry. Not very good. Here's a pretty common attitude at work: blaming, criticizing, condemning, judging and thinking badly of others. Know people who do this? Do you do it? If yes, guess what you'll get? Okay, I've kept you in suspense long enough. I know you want to know what atti­ tudes, what emotions, will literally guarantee your success. Which moods will bring you what you want almost 100 percent of the time and bring you what you don't want vir­ tually none of the time. Here's the answer: Love, gratitude, appreciation, thankfulness, joy, bliss, excitement, enthusiasm, passion and the like. And here's the most important point of all. What are those feelings? Where do they come from? Well they are neither the cir­ cumstances of life nor do they come from those circumstances. All of those emotions and feelings are attitudes. They come ONLY from you. They need to be generated. In so many ways, we live in an upside- down world. We are so programmed to believe that we get our attitude, our feelings and our general sense of who we are and how our life is from the circumstances of life. It just isn't true. Here in the U.S.A., we have at least as much—if not more—than people any place else in the world, yet we are also the unhap­ piest. More anti-depressants are sold in the U.S. than in the rest of the world combined. Circumstances are just circumstances. They don't inherently mean anything. You can be incredibly poor and truly happy or fabulously rich and miserable. How you choose to interpret the circum­ stances of life makes all the difference in the world. And now I hope you see how critical that choice is to your success. One of my favorite quotes is from Real Moments by Barbara deAngeles. She said, "Happiness is a choice you make in each moment about how you experience that moment, not a state you one day achieve." And that is so true. We always have a choice, and it's how we choose to experience life that makes all the difference in the world. I have a suggestion. It's pretty difficult to look at the newspaper, listen to the radio or watch TV and not see all of the gloomy reports on the state of the world economy. As with everything else in life, you get to choose how you react to that news. How about using the daily news as a reminder to start giving thanks everyday, maybe even every hour of the day, for all of your bless- ings? Start generating an everyday attitude of gratitude, appreciation, thankfulness, enthu­ siasm, passion and joy. You might just come to discover how truly blessed you are and given the law of cause and effect, you might just find yourself being showered with bless­ ings! I’m happy to tell you that is exactly what I have been doing and it's working mar­ velously. Try it. You have everything to gain and really nothing to lose. Several years ago, I recorded a program entitled "Living a Life You Love.” It looks at each of the areas in our lives and gives guidelines on how to make the choices that will bring you success in your finances, rela­ tionships, career and attitude. If you haven't yet obtained your copy, you can order it at http://www.thpalliance.com/store.asp Food for Thought The measure of a man's real character is what he would do if he knew he would never be found out. —Thomas Macaulay— Safety Management 10 Common Safety Mistakes Turfgrass sod producers with safety programs "on the books" often wonder what went wrong when serious injuries or accidents continue to occur. The following are some mistakes that are commonly made. ♦ Viewing safety as a "cost" rather than as a means to reduce costs. Committing time to regular tailgate safety training, company- wide safety meetings and other safety efforts does mean time away from the job. Yet the cost of spending just 10 minutes per week on a short tailgate safety lesson is far less than the cost of a serious back injury, the loss of a finger or hand in a rotating blade or—worse yet—an employee fatality. When you think about safety-related costs, also consider insurance claims, rising insurance premiums and the "human" costs of a preventable injury or death. ♦ Failing to involve employees at all levels in your safety pro­ gram. Ask yourself these questions: Are employees at all levels rep­ resented on your turfgrass sod farm's safety committee? Are injuries/incidents regularly reviewed with managers, supervisors and affected employees? Do employees with expertise in certain areas have the opportunity to lead brief tailgate training sessions? ♦ Skipping safety training sessions during your busiest seasons. It's easy to justify this when economic times are good and work is plentiful. But the busiest times are also the times shortcuts and other unsafe behaviors are most likely to occur. ♦ Failing to conduct regular hazard inspections. Again, this is easy to justify skipping during busy times. Yet it only takes a few minutes to check a work site and equipment for hazards. A hazard such as wet, slippery terrain or a damaged safety shield could result in injury if time isn't taken to discuss it and, when possible, correct it. ♦ Believing a safety program can be successful without top management’s strong support. Having a program on paper isn't enough; employees know if top managers truly support safety or are just paying lip service. Remember: Actions speak louder than words. ♦ Failing to make safety as high a priority as doing good work for customers and completing jobs on time. Safety should go hand-in-hand with these other important goals. If an injury or acci­ dent does occur on the job, more time will be lost than if the employ­ ee had worked safely to begin with. Also, recurring safety issues can result in the loss of good customers. ♦ Thinking that safety is someone else’s responsibility. While it is important to delegate certain safety duties in order to involve oth­ ers, safety must still start at the top. That means top management is ultimately responsible for all safety-related issues—both the good and the bad. ♦ Failing to give recognition to employees who engage in safe behaviors. It's important for employees to be recognized—even with a simple "Thank you"—for working to be safe. There are many waysto do this. One good way we have suggested in the past is to carry a digital camera with you and take photos of workers you see acting safely Then post these photos on your company bulletin board or in another location where co-workers will see it with a note underneath that states: "Congratulations (employee's name) for being SAFE." ♦ Making safety meetings and other events long, dull and bor­ ing. If you aren't a good speaker, let someone else lead the monthly safety meetings. Limit the meetings to an hour or less and supple­ ment them with 10-minute weekly tailgate training sessions on a sin­ gle safety topic. ♦ Not taking safety seriously until after a traumatic injury, death or other incident occurs. Unfortunately, this is what some­ times happens. Don't let your wake-up call be a preventable serious injury that results in a lengthy and costly insurance claim. Turfgrass Sod Producers' Safety Q&A - No. 4 Editor's note: This is the final in a series of questions and answers designed to help keep your safety skills sharp. Be sure to pass this quiz onto your supervisors and other workers. The one best answer to each of these questions appears on the next page of "Safety Management." It is important to have our company's safety program in writing because: A - It is easier that way for employees to remember what is in it. B - It enables us to add to it at any time. C - It provides documentation of our safety efforts in case a lawsuit or other dispute arises. D - It gives our administrative assistant something to do during down A good way to make use of our insurance company is: A - To periodically stop by and "chat" in an effort to bring our premi­ B - To ask for assistance with safety checklists and safety audits. C - To regularly tell our insurer what other insurance companies are D - To invite our insurer to participate on our sod farm's softball times. ums down. charging. team. PPE. It is good idea to save damaged personal protective equip­ ment (PPE) because: A - We may be able to repair it and save on the costs of buying new B - We may be able to trade it in for new protective equipment. C - It is not always clear where to dispose of it. D - It can serve as a visual "reminder" of the importance of PPE in our next safety training session. Should You Require Personal Protective Equipment? Editor’s note: Turfgrass sod producers located in the United States who are subject to Occupational Safety and Health Administration (OSHA) regulations are REQUIRED to conduct workplace hazard assessments to determine whether personal protective equipment (PPE) is needed. But no matter where you are located or how small your operation may be, conducting such assessments is a good way to identify hazards and determine the need for PPE. The following sam­ ple hazard assessment was provided by the Michigan Occupational Safety and Health Administration's Consultation Education and Training Division. Hazard Assessment and Equipment Selection — Conduct a workplace survey. Conduct a "walk-through" sur­ vey to identify sources of hazards to workers’ feet, heads, eyes and faces. Reassess the situation whenever a new hazard is introduced. Care should be taken to recognize the possibility of multiple and simultaneous exposure to a variety of hazards. Adequate protection against the highest level of each of the hazards should be provided. During your walk-through survey, observe the following: ♦ Sources of impact/motion, such as machinery or processes where any movement of tools, machine elements or particles could exist or where the movement of personnel could result in collision with stationary objects. ♦ Sources of high temperature that could result in bums, eye injury or the ignition of protective equipment. ♦ Types of chemical exposures. ♦ Sources of hazardous atmospheres. ♦ Sources of hazardous radiation (such as welding, cutting, etc.). ♦ Sources of falling objects or the potential for dropping objects. ♦ Sources of sharp objects which might pierce the feet or cut hands. ♦ Sources of rolling or pinching objects which could crush the feet. ♦ Layout of the workplace and location of co-workers. ♦ Any electrical hazards. — Organize and analyze data. When your walk-through is com­ plete, organize and analyze the data you have collected so it can be efficiently used in determining the proper types of PPE required at the work site. Be aware of the different types of PPE available and the levels of protection offered. — Select personal protective equipment. Select PPE that ensures a level of protection greater than the minimum required to protect employees from the hazards. PPE that fits well and is com­ fortable to wear will encourage employee use. — Fit the PPE. If the personal protective equipment does not fit properly, it can make the difference between being safely covered or dangerously exposed. It may not provide the level of protection desired and may discourage employee use. —Reassess hazards. Be sure to do this whenever new equipment and/or processes introduce hazards that might require revised PPE strategies. Testing Your Employees' Knowledge of PPE It's important to train your employees on how to properly care for and use personal protective equipment. Whether it's hearing protec­ tion, safety glasses or other PPE, misuse can result in damage and in an inability to protect the user from hazards. Here are some suggested questions to ask your workers after training them on the proper care and use of PPE. ♦ What are the types of personal protective equipment (PPE) required ♦ What are the hazards you are being protected against for each type for your task? of PPE used in your job? ♦ What procedures do you follow for the use and care of your PPE? ♦ What should you look for to determine if the PPE you are using is in good working order? ♦ What actions do you take when your PPE becomes defective? Reminder: It's best to test your employees orally if language or litera­ By Barbara Mulhern Safety Advisor/Consultant 608/848-3758 or bamu100@aol.com cy levels might be an issue. Also, make sure to keep a written record of both your workplace hazard assessments and these PPE tests. Answers to Turfgrass Producers' Safety Q&A No. 4 It is important to have our company’s safety program in writing because: or other dispute arises. C - It provides documentation of our safety efforts in case a lawsuit A good way to make use of our insurance company is: B - To ask for assistance with safety checklists and safety audits. It is good idea to save damaged personal protective equipment because: D - It can serve as a visual "reminder" of the importance of PPE in our next safety training session. Getting Started: Back to the Basics Whether you are just now implementing a formal safety program or the one you have has become "stale," it's always good to get back to the basics to ensure your program is on track. The following are some suggested action steps to take. ♦ Determine whether your turfgrass sod farm can afford even a single disabling injury or fatality. ♦ Review all costs of an unsafe operation (including the "hidden" costs)—lengthy insurance claims, increased premiums, recruiting and training replacement workers, time spent investigating injuries/incidents and claims, employee morale, potential loss of good customers. ♦ Take the necessary steps to make safety a top priority, including identifying potential barriers to safety (inadequate training or lack of management commitment), and take steps to eliminate them. ♦ Enlist the assistance of key players at your turfgrass sod farm, including long-time supervisors, employees with good safety records. Ask these individuals what, if anything, appears to be going wrong, what can be done about it, who will take primary responsibility for correcting it and what will happen if the suggest­ ed corrective actions don't work. ♦ Review the key elements of your safety program to determine whether any are missing. Do you have a written safety policy statement (in language all employees can understand); written safety rules; weekly tailgate safety training; regular review of all injuries, accidents and "near miss" incidents; and daily work site and equipment inspections. Implement the best of the free or low-cost safety ideas you are aware of. Review past issues of Safety Management for more. Identify other free resources you can use, including your insurance company and safety materials available on the Internet. ♦ ♦ ♦ Commit to regularly meeting with your managers/supervisors to ensure your safety program stays on track. ♦ Remind your employees that the primary reason for your company's safety program is to make sure they go home uninjured every night. Let them know you care about their safety and that of their co-workers—and that is why you expect them to be actively involved in your safety program. Marketing Tip Top 10 Survival Tactics in a Tough Economy By Thomas Houck, CPA, CFP Tel: 561/514-6567 Heritage Business Solutions™ Everyone, including small business own­ ers, has been watching the economy evapo­ rate in front of their eyes. These "Top 10 Survival Tactics in a Tough Economy" could help make a difference in the survival of your business. 1. Cash flow is king—As a small busi­ ness owner, you must know how your cash flows by tracking how cash comes in versus how it goes out. Take two hours and use your QuickBooks or check register to get a grasp of this monetary movement. 2. Trim the fat—Many small businesses had good cash flow coming in the door dur­ ing the past 10 years and they allowed fat to accumulate in the things going out the door. Look at where your money is going and downsize things like vehicles, eliminate unnecessary items and maybe even make some tough decisions about eliminating employees. It's critical that you get your cash outflows to a manageable level ASAP. 3. Look into the future—When clients and projects were rolling along, most entre­ preneurs believed that new business would materialize every time things slowed down. Those times are gone. Analyze what money is coming in during the next three months, specifically from where and when. Compare this to the new cash outflows that you assessed in the step above. If things are tight, that's fine; if more is going out than coming in, trim more and find additional income. Do this exercise each month, always looking at least three months out. 4. Get back to basics—When you first went into business, you may have had to fight and claw to make ends meet. Make a list of the things you did back then to bring in revenue. You probably moved away from many of those strategies when business improved; this is the time to aggressively return to them. 5. Avoid the evil temptation—It's tempt­ ing to use debt and credit cards to borrow your way through slow times. Since no one knows how long this slump will last, bor­ rowing may result in the demise of your business. Just say, "NO!” to using credit cards, the equity in your home or any other borrowing. Resolve that you're going to scratch and claw your way through this using the cash flows of the business. You'll come out stronger in the end. 6. Emergency—You absolutely must have cash reserves, an emergency fund that equals one, two or three months equivalent of your cash outflows. Put this in an account and don't use it unless it's life or death for the business. 7. Banker’s hours—Your banker is prob­ ably as scared as you are. If you're having trouble keeping up with your obligations, steer clear of him until you can show him a concrete plan for getting cash flows back in shape. Use the steps above to create the basics for the plan, and ask your CPA to help you format it. Once it's complete, communi­ cate to your banker clearly, and ask him to help you implement it. If it's a quality finan­ cial institution, they'll want to see you make it and they’ll help you any way they can. 8. Who lays the golden eggs?—Don't forget it's your customers who are paying your bills. It's imperative that you keep your existing customers because your competition is desperate and might try anything to win them over. Call your customers, personally, and ask them how they're doing, if there's anything you can do to help them out. 9. If you don’t work on the important things, they won’t get done—You must make time to work on your cash flows and improve the customers' experience NOW. Set aside a full day within the next week to work on the items above, without interrup­ tions and excuses. 10. Stress—The difference between which businesses get through this slowdown and which ones don't has a lot to do with the decisions they make. To make good deci­ sions, you must think clearly. When you're stressed, it's nearly impossible to make big decisions and demonstrate the leadership that's needed to survive. Some suggestions to lower your stress level include a daily 10- minute relaxation CD that walks you through deep breathing and stretching, even yoga exercise or outdoor activities with your fami­ ly. Any-thing that allows you to get your mind off of business and relax is good. Entrepreneurs have a sink-or-swim, do­ or-die mentality. Focus on the right things and you'll get through this. Shrewder Computing Getting a "Deal" Before you buy that latest tech toy, check out some of the “deal” websites. If you are going to buy now, try these: ♦ http://www.nextag.com (price comparison site) ♦ http://www.pricegrabber.com (another price comparison site) ♦ http://www.google.com/products (used to be called Froogle, it's Google limited to products) A lot of technology, if you have a 30-60 day window to buy it, will go on sale somewhere. There are deal web- sites that work like community shop­ ping groups—everyone watches and posts deals. Good ones make it to the home page. Some preferred sites are: ♦ ♦ http://spoofee.com http://www.dealunion.com They also have non-technology deals, like 31-cent Baskin Robbins ice cream cones. Some of the deals go away fast (probably mistakes), so if you see something interesting, don't wait. You’re welcome to send half of that money you save to The Lawn Institute! Set Up Meetings Without So Many E-mails You need to have a meeting or con­ ference call with 10 people, wondering who is available when? If everyone is hitting “Reply to All,” then hundreds of e-mails could be generated. There are web-based alternatives: ♦ ♦ ♦ http://www.setameeting.com http://whenisgood.net/ http://www.doodle.com You log in, set the parameters of options for when to meet, and the attendee e-mail addresses. They get an e-mail with a link to a custom prefer­ ence page, give their preferences, and the website keeps track of the "votes." When everyone (or most) are done, you take the best option and send the invite. Source: Gregg Marshall, CPMR, CSP, is a speaker, author and consultant. He can be reached at gmarshall@repconnection.com or visit http://www.repconnection.com TPI Action TPI Begins “Natural Grass” Column in Athletic Turf News Natural Grass is Truly "Green" is the title of an article scheduled to appear in the next edition of Athletic Turf News e-newsletter. This in response to Editor-in-Chief Ron Hall’s invitation for TPI to begin a monthly column with maintenance tips and the bene­ fits of natural grass, to balance the publication which is also publishing a monthly col­ umn by the Synthetic Turf Council. The ATN e-newsletter goes to approximately 5,000 grounds managers, contractors, suppliers, etc. The May/June Turf News is scheduled to carry the article. Meanwhile, please send any sports field maintenance tips you would like to see included in the column; send them to Turf News Editor Bob O’Quinn at roquinn@TurfGrassSod.org TPI Serves on Advisory Panel for SCRI-Funded Biosolid Research From the nearly 300 applications for SCRI (Specialty Crop Research Initiative) research grants, 26 were judged worthy to receive funding. Fortunately for TPI mem­ bers, among those 26 approved applications, a turfgrass research project "Increasing the Economic and Environmental Sustainability of Sod Production Using Biosolids” was selected to receive funding. Executive Director Kirk Hunter represents TPI on the advi­ sory panel that helps to determine the direction of the research. The objective of the research is to increase the profitability and sustainability of sod farming by developing a biosolids-based production system that will reduce supplemental fertilizer and pesticide requirements, minimize soil exported upon sod harvest, and create an important avenue for the beneficial use and re-distribution of municipal biosolids. The scope and objectives of this project were developed with extensive stakeholder involvement, including representatives from USDA National Conservation and Resource Service (NCRCS) wastewater treatment plants, sod production farms and related indus­ try groups including TPI. To receive additional information on any of these items, contact the TPI Office at Tel: 800/405-8873 or 847/649-5555 Fax: 847/649-5678, or e-mail: info@TurfGrassSod.org Website: http://www.TurfGrassSod.org Natural Grass vs . Artificial Turf? In a 2008 NFLPA (National Football League Players Association) Opinion Survey, 1,565 active players were asked, “Which surface do you think is more likely to shorten your career?” Here are their responses: Ball Club Arizona Cardinals Atlanta Falcons Baltimore Ravens Buffalo Bills Carolina Panthers Chicago Bears Cincinnati Bengals Cleveland Browns Dallas Cowboys Denver Broncos Detroit Lions Green Bay Packers Houston Texans Indianapolis Colts Jacksonville Jaguars Kansas City Chiefs Miami Dolphins Minnesota Vikings New England Patriots New Orleans Saints New York Giants New York Jets Oakland Raiders Philadelphia Eagles Pittsburgh Steelers St. Louis Rams San Diego Chargers San Francisco 49ers Seattle Seahawks Tampa Bay Bucs Tennessee Titans Washington Redskins TOTAL AVERAGE NA Grass Artificial Infilled 100.0% 0.0% 0.0% 8.6% 1.7% 89.7% 9.1% 2.3% 88.6% 79.6% 14.3% 6.1% 93.4% 4.9% 1.6% 95.9% 4.1% 0.0% 89.8% 10.2% 0.0% 96.6% 3.4% 0.0% 97.6% 0.0% 2.4% 90.7% 5.6% 3.7% 91.7% 5.6% 2.8% 89.4% 8.5% 2.1% 100.0% 0.0% 0.0% 84.4% 15.6% 0.0% 95.5% 4.5% 0.0% 96.7% 3.3% 0.0% 91.1% 6.7% 2.2% 100.0% 0.0% 0.0% 95.7% 2.2% 2.2% 86.7% 10.0% 3.3% 97.1% 2.9% 0.0% 87.5% 10.0% 2.5% 95.8% 4.2% 0.0% 94.6% 2.7% 2.7% 98.1% 1.9% 0.0% 90.7% 7.4% 1.9% 95.7% 2.2% 2.2% 88.9% 7.4% 3.7% 89.6% 6.3% 4.2% 89.1% 4.3% 6.5% 88.1% 5.1% 6.8% 94.4% 0.0% 5.6% 1,448 92.6% 5.3% 2.1% 32 85 Business Management Turfgrass Producers International 2 East Main St., East Dundee, IL 60118 e-mail: info@TurfGrassSod.org ADDRESS SERVICE REQUESTED FIRST CLASS MAIL U.S. POSTAGE PAID Dundee, IL 60118 Permit No.2590