2019 ABA MARKETPLACE BOARD OF DIRECTORS MEETING … · 2019-01-17 · 2019 ABA MARKETPLACE BOARD OF DIRECTORS MEETING SCHEDULE LOUISVILLE, KY All meetings take place at the Kentucky

2019 ABA MARKETPLACE BOARD OF DIRECTORS MEETING SCHEDULE

LOUISVILLE, KY All meetings take place at the Kentucky International Convention Center

FRIDAY, JANUARY 25, 2019

8 – 9 a.m.

9 – 10 a.m.

10 a.m. – 12:30 p.m.

New Board Member Orientation

Scheduled Service Council/ Charter and Tour Council Meeting

Board of Directors Meeting

12:30 – 1:30 p.m. Board of Directors Lunch

Board of Directors pictures

1 – 4 p.m. Board of Directors Meeting

4 – 5 p.m. Executive Committee Meeting

7 p.m. Board of Directors Reception and Dinner

Sponsored by Motor Coach Industries

SATURDAY, JANUARY 26, 2019

CEO Roundtable - Protecting the Value of Your BusinessSponsored by ABC Companies

Marketplace Networking Reception/Education Seminars

Foundation Live Auction

Operator Reception

Sponsored by “Sweet Home” Alabama

Open Night, Experience Louisville on Your Own

8:30 a.m. – 12:30 pm

1:30 – 6 p.m.

4:00 p.m.

5:30 – 6:30 p.m.

7 p.m.

SUNDAY, JANUARY 27, 2019

12:20 – 2:15 p.m. ABA Annual Meeting and Board Elections at the Sunday Lunch

Board members are encouraged to stay and participate in the many activities that take place

during Marketplace week.

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2019 ABA MARKETPLACE BOARD OF DIRECTORS MEETING AGENDA LOUISVILLE, KY

All meetings take place at the Kentucky International Convention Center in room M112, unless otherwise noted.

Friday, January 25, 8 A.M. – 4 P.M.

New Board Member Orientation 8:00 – 9:00 a.m.

Scheduled Service/Charter and Tour Council 9:00 – 10:00 a.m.

Board of Directors Meeting 10:00 a.m. – 4:00 p.m.

Opening Remarks D. DeVivo

Guest Recognition & Introduction D. DeVivo

Welcome to Louisville K. Williams

ABA Gives Back – Backside Learning Center N. Twigg

2019 Update – ABA’s Annual Meeting & Marketplace K. Grzywacz

Approval of the Previous Meeting Minutes D. DeVivo

President’s Report P. PantusoABA Operations and Highlights since December 2018

Counsel’s Report R. Schweitzer

Governance Committee Report J. Meier

Council Recaps Scheduled Service/Enterprise J. JalbertCharter & Tour/Enterprise T. Morgan

Committee Reports BusPAC P. Picknelly, S. RohdeBylaws A. SpenceEnvironmental T. MorganFinance & Budget G. BerardiTime-Place E. BerardiStrategic Safety A. Glickman

Government Affairs and Policy Report J. Jalbert, S. Te Beau Rohde

Bus Industry Safety Council Report A. Smith

ABA Foundation Report T. JeBran Hispanic Motorcoach Council Report B. Torres Staff Reports – Board Handouts All staff reports were provided in advance to all Board members. Feel free to raise any questions you may have about any of the staff reports during the Board meeting, directly with appropriate staff, or with Peter. Formal staff presentations will be given during the Board meeting. Membership L. Zegeye Meetings and Education and Membership L. Brewer Communications & Publications Report M. Hinton Radar Issues Adjourn ABA Executive Committee Meeting 4:00 - 5:00 p.m. Room M115 Board of Directors Dinner 7:00 – 9:30 p.m. Sponsored by Motor Coach Industries The Frazier Museum Saturday, January 26, 8:30 A.M. – 12:30 P.M CEO Roundtable - Protecting the Value of Your Business Room M112 Sponsored by ABC Companies

GUESTS IN ATTENDANCE Ron Bast, GO Riteway Transportation Group Alex Berardi, Adirondack Trailways Jonathan Berzas, Fullington Trailways Luke Busskohl, Arrow Stage Lines Roman Cornell, ABC Companies Nicole Fritz, Burlington Trailways John Henry, Martz Group Scott Henry Jr., Martz Group Matthew Moore, Burlington Trailways Charles Nolen, Big Bus Tours USA Karen Williams, Louisville Tourism

BY - LAWS

OF THE

AMERICAN BUS ASSOCIATION

Amended as of January 13, 2017

ARTICLE I

OFFICES

Section 1. The place of business of the Association and the office of its statutory agent shall be

the City of Washington, DC. The Association may change the location of its place of business or

its statutory agent, or both.

ARTICLE II

MISSION, OBJECTS AND PURPOSES

Section 1. The American Bus Association represents the business concerns of both U.S. and

Canadian privately owned motorcoach and tour operators. ABA represents the U.S. bus industry

in Washington, DC, and supports the government affairs activities of its Canadian members and

counterpart associations. ABA facilitates relationships between the North American motorcoach

industry and all related segments of the travel and supplier industry. In addition, ABA creates

awareness of the motorcoach industry among consumers in North America (USA, Canada and

Mexico), and communicates publicly on important issues like motorcoach and highway safety.

Section 2. The objects and purposes of the Association are:

a) To promote and develop the services provided by tour-charter bus service, fixed route

bus service, and the tour and travel segments of the industry.

b) To advocate the enactment of uniform, just and proper laws and cooperate with public

officials in securing the enforcement of all laws, rules and regulations applicable to

the bus transportation industry.

c) To promote the highest possible ethical standards by companies engaged in providing

bus transportation to the public and by those providing equipment, accommodations

and other services to such companies and their passengers by promoting compliance

with the American Bus Association's Code of Ethics and other actions.

d) To promote closer relations and cooperation among all Association members and

membership segments.

e) To promote friendly relations with, and to secure the cooperation and good will, of

the public.

f) To improve the transportation service rendered by its members, including adequate

connecting and through services.

g) To promote the construction, maintenance, repair and improvement of all roads used

for bus transportation.

h) To promote the construction and maintenance of bus terminals and related facilities.

i) To promote the safety, convenience, and betterment of bus operations and serve the

interest and welfare of the members of the American Bus Association and the public

at large.

j) To work with government to create a climate for growth of the private sector motor

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vehicle passenger transportation industry.

k) To provide forums where various segments of the tour and travel community can

establish relationships and business opportunities.

l) To enable members the opportunity to participate in the privatization of motor vehicle

passenger transportation.

m) To provide educational opportunities to all members.

ARTICLE III

MEMBERSHIP

Section 1. Membership in the Association shall be divided into six classes:

a) Bus Operators.

b) Associations of Bus Operators.

c) State, Regional and Provincial Associations.

d) Associates.

e) Travel Industry.

f) Tour Operators.

Section 2. As used in Section 1 of this Article:

a) "Bus Operators" include any individual, partnership, company, corporation or group

of such companies engaged in the business of transporting persons for hire in vehicles

over the public highways as a common or contract carrier, either directly or as a

managing agent except that "Bus Operator" does not include any entity which is

owned or operated by a State, municipality, public agency, public corporation, or any

local public body or any other entity which is not operated for profit.

b) "Associations of Bus Operators" means any association of motor bus operators, other

than a State association, with members whose qualifications for membership are the

same as those set forth in paragraph (a) of this section for bus operator members of

the Association.

c) "State, Regional and Provincial Association" means any State, Regional or Provincial

association of motor vehicle operators in which bus operators are individually eligible

for membership.

d) "Associates" means any organization which supplies equipment, material and services

to the industry such as buses, engines, tires, accessories, petroleum products,

publications, advertising and public relations firms, and the like, any entity which is

not eligible for membership as a "Bus Operator" under paragraph (a) of this section

because of its public ownership or operation, and other organizations which have

business dealings of a general nature with bus operator members but does not include

any persons eligible for membership solely as a travel industry member.

e) “Travel Industry" members include hotels, motels, attractions, conventions and visitor

bureaus, official State and provincial tourism offices, regional promotion agencies,

Federal travel promotion agencies, retail travel agencies, tour brokers, food service

organizations, and other firms or suppliers providing travel goods and services to bus

operator members but does not include any entity which provides accommodations or

goods and which is not operated for profit.

f) "Tour Operators" includes any person or organization, other than a bus operator or an

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employee or agent of a bus operator, who, for compensation, assists or arranges for

the transportation of passengers by bus in sightseeing or pleasure tours or other

special operations, who have been in the business of arranging for bus tours for at

least two years, and commission agents but does not include any governmental or

other entity which is not operated for profit.

Section 3.

a) Any eligible person or organization may become a member by furnishing such

information as may be required by the President/CEO demonstrating its willingness

and ability to comply with the Association's Code of Ethics, payment of dues, and

upon approval by the Board of Directors or by the President/CEO acting on behalf of

the Board. In addition, an applicant for membership as a bus operator must

demonstrate its compliance with the membership requirements of the Association as

set forth in Section 4 of Article III.

b) No tour operator affiliated with a bus operator shall be eligible for membership unless

the affiliated carrier is a bus operator member of the Association.

c) A bus operator who owns or controls one or more bus operators or one or more tour

operators may file a joint application for membership on behalf of all such operators

or each bus operator or tour operator may file a separate application.

d) An association of bus operators may become a member upon approval by the Board

of Directors and upon the payment of such dues as may be prescribed by the Board.

e) A bus operator may not hold any other class of membership in the Association unless

dues applicable to membership as a bus operator are paid.

Section 4.

a) No person or organization may become or remain a bus operator member --

1) Unless it is in compliance with the applicable U.S., Canadian, state and/or

provincial laws and regulations respecting the registration and operation of a

bus operator business, or in the absence of such a verifiable compliance

standard, then the appropriate national/state/provincial requirements for

establishing and operating a bus operator business.

b) No person or organization may become or remain a tour operator member --

1) Unless it is in compliance with the applicable U.S., Canadian, state and/or

provincial laws and regulations respecting the registration and operation of a

tour operator business, or in the absence of such a verifiable compliance

standard, then the appropriate national/state/provincial requirements for

establishing and operating a tour operator business.

Section 5.

a) All applications for membership as a bus operator or as a tour operator shall be

published and members given an opportunity to submit specific comments to the

President/CEO respecting the applicant's eligibility for membership, including, in the

light of specific evidence, its willingness and ability to comply with the Association's

Code of Ethics.

b)

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1) The Board, or the President/CEO acting for the Board, shall review all

comments or objections filed pursuant to paragraph (a) respecting an

applicant's eligibility for membership in the Association to determine whether

such comments or objections are legitimate and substantiated.

2) If the comments or objections filed pursuant to paragraph (a) are found to be

legitimate or to be substantiated, the applicant shall be treated as a

probationary member until such time as its eligibility for membership is

determined in accordance with the provisions of paragraph (c) of this section.

c) Objections to an application which raise a serious question with respect to an

applicant's eligibility for membership or to the probability of its compliance with the

Association's Code of Ethics and appeals by members from finding of ineligibility for

membership shall be handled as complaints and determined in accordance with the

procedure provided in Section 3 of Article XIV of the Bylaws.

ARTICLE IV

MEMBERSHIP DUES

Section l. The annual dues for the various classes of membership in the Association shall be

determined by the Board of Directors but the annual dues for any individual operator member

shall not exceed $50,000.

Section 2. Members, which are under common control or management or are members of an

association of bus operators whose membership has been approved by the Board of Directors,

may pay their annual dues separately.

Section 3. Annual dues for all classes of membership are payable according to a dues schedule,

as established by the Board of Directors, each year. When necessary, payment schedules may be

discussed with the CEO.

ARTICLE V

VOTING RIGHTS AND PRIVILEGES

Section 1. Each bus operator member, each association of bus operators, and each tour operator

member shall have the right to participate and vote in the election of directors.

Section 2. Each bus operator member, association of such members, and each tour operator

member shall be entitled to exercise the right of one vote. In addition, bus operator and/or tour

operator members that are under common control or management shall be entitled to exercise the

right of one vote for the entire group of affiliated entities; for purposes of this section, “common

control” means owning or controlling a majority of the voting stock of a member.

Section 3. The Board of Directors may restrict participation in Association programs to certain

categories of members.

ARTICLE VI

MEETINGS OF MEMBERS OF ASSOCIATION

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Section 1. Meetings of the Association shall be held at such time and place as shall be stated in

the notice of the meeting or in a duly executed waiver of notice thereof.

Section 2. The Board of Directors shall provide for one or more annual meetings of the members

of the Association and shall determine the time and place of such meetings. The Board may

provide for different annual meetings for different classes of members.

Section 3. Special meetings of the Association may be called by the Board of Directors or by the

Chair of the Board on such notice as the Board or the Chair deems proper and shall be called

upon the request of twenty (20) members of the Association. Notice of any such special meeting

shall specify the purpose for which the meeting is called.

Section 4. With respect to each annual or special meeting called by the Board of Directors, the

Board shall determine the class or classes of members eligible to attend. Written or printed notice

of each annual or special meeting of the Association stating the time, place and object thereof,

shall be given to each eligible member in good standing as shown by the records of the Secretary

of the Association by such methods as allowed by law at least fifteen (15) days before the date

on which the meeting is to be held. No publication of any notice of a meeting of the Association

shall be required. If any member shall sign a written waiver of notice of any meeting, either

before or after the meeting, such waiver shall be deemed equivalent to notice.

Section 5. All eligible members in good standing, present at any annual meeting or special

meeting, shall be entitled to vote. At all meetings of the Association, the presence of one-tenth

of the eligible votes shall constitute a quorum for the transaction of business. If such quorum

shall not be present, the members entitled to vote thereat, represented in person, and shall have

power to adjourn the meeting from time to time, without notice other than announcement at the

meeting, or until a quorum shall be represented. At such adjourned meetings at which a quorum

shall be present or represented, any business may be transacted which might have been

transacted at the meeting as originally notified.

Section 6. When a quorum is present at any meeting, the majority of votes cast by the members

having voting power present in person at the meeting shall decide any question brought before

such meeting.

Section 7. At every meeting of the Association, the Chair of the Board or, in the absence of the

Chair, persons designated by the Chair or, in their absence, a Chair chosen by a majority of the

members of the Association present and entitled to vote, shall act as the Chair, whereas the

Secretary-Treasurer of the Association shall act as secretary at all meetings of the Association. In

the absence of the Secretary-Treasurer from any such meeting, the Chair may appoint a person to

act as secretary of the meeting.

ARTICLE VII

DIRECTORS

Section 1. The Governance Committee shall present to the annual meeting nominations for the

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Board of Directors, and shall present to the Board of Directors nominations for members of the

Executive Committee. The Governance Committee shall consist of such members as specified in

Section 3(a) of Article X.

Section 2.

a) Persons who desire to be nominated for a seat on the Board of Directors or to renew

such term, or who desire to nominate another member for such a seat, shall submit to

the Governance Committee in writing, not less than fifteen (15) days after a call for

such nominations, a statement of the candidate's qualifications and other pertinent

information, including a statement of the candidate's willingness to serve, if

nominated.

b) Nominations for Directors from the floor shall not be permitted.

c) To be eligible to be elected as a Director, an individual must be a full-time employee,

director or corporate officer of a member of the Association. If a Director is no

longer a full-time employee, director or corporate officer of a member, that individual

shall resign from the Board of Directors.

d) The number of Directors, which shall constitute the Board, shall not be fewer than

thirty-five (35) and shall not exceed fifty (50). The Directors shall be elected by the

members and shall hold office until their successors have been elected and qualified

or until their prior resignation or removal. Directors, other than the President/CEO,

up to six (6) associate members, up to six (6) travel industry members, and up to six

(6) tour operator members, shall be bus operator members or members of an

association of bus operators. These terms shall be staggered so that approximately

one-third of the seats shall expire each year.

e) One permanent seat on the Board shall be reserved for the President/CEO and one

seat shall be reserved for the person currently serving as the Chair of the

Association’s Marketplace Committee

f) A minimum of six (6) seats on the Board of Directors shall be held by Enterprise

members. A minimum of six (6) seats on the Board shall be held by Large Non-

Fixed Route Bus Operators. A minimum of six (6) seats on the Board shall be held

by Fixed Route Bus Operators. In addition, up to six (6) seats on the Board of

Directors shall be filled by Associate members, and up to four (4) of those six (6)

seats shall be filled by Associate members engaged in the manufacturing of buses.

Also, up to six (6) seats on the Board of Directors shall be filled by members in the

Travel Industry and up to six (6) seats on the Board of Directors shall be filled by

Tour Operator members. The remaining seats on the Board of Directors may be held

by any member who is a bus operator. The Governance Committee shall be directed

to make reasonable efforts to meet these target figures for member group

representation on the Board.

g) Other than the President/CEO and the Chair of the Marketplace Committee, the term

for each of these seats shall be three (3) years, which term may be renewed.

h) By a majority vote, the Board of Directors may appoint one or more non-voting

honorary directors.

i) Up to four additional non-voting seats may be filled by members that are part of an

entity that commonly controls more than one member; for the purposes of this

subsection, “commonly controls” means owning or controlling a majority of the

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voting stock of a member. These additional seats, along with the President/CEO, the

Marketplace Chair and any honorary directors, shall not count against the limit on the

number of seats set out in subsection 2(c), above.

Section 3. No member, including members affiliated with or commonly controlled by such

members, shall have more than one seat on the Board of Directors, with the following

exceptions:

a) The seat held by the Chair of the Marketplace Committee; and

b) Those members that are part of an entity that commonly controls more than one

member as set out in section 2(i) above, provided that a commonly controlled entity

may have members with no more than one (1) voting and two (2) non-voting seats on

the Board of Directors. If the voting Director of such an entity is unable to attend a

Board meeting, the voting Director may provide notice to the Chairman and designate

a non-voting Director of the same entity to attend the Board meeting and to vote for

the member entity.

Section 4. Any vacancy in the offices of the Association may be filled by the Board of Directors

at any regular or special meeting of the Board. In the event of a vacancy on the Board of

Directors, the Executive Committee may elect a person to fill such vacancy until the next annual

meeting.

Section 5. The business of the Association shall be managed by its Board of Directors, which

may exercise all such powers of the Association and do all such lawful acts and things as are not

by statute or by the Articles of Incorporation or by these Bylaws directed or required to be

exercised by the members.

Section 6.

a) The Board of Directors of the Association may hold meetings, both regular and

special, as the Board of Directors from time to time may determine.

b) A meeting of the Board of Directors shall be held during or immediately following

the Annual Meeting of the Association for the purpose of electing an Executive

Committee and officers of the Association. There shall also be at least one other

regular meeting during the year and such other meetings, as the Board deems

necessary. Meetings may be called by the Chair of the Board and shall be called by

the Secretary-Treasurer upon the written request of six members of the Board of

Directors. At least ten (10) days notice of each regular meeting, and five (5) days

notice of each special meeting, including the purpose for which it is called, shall be

sent to each member of the Board of Directors.

c) The notice shall be sent by United States mail, email or facsimile transmission or

otherwise as allowed by law.

d) Notice of any meeting need not be given to any director, however if waived by him in

writing. Any meeting of the Board of Directors shall be a legal meeting without any

notice thereof having been given if all Directors shall be present there at.

Section 7.

a) At all meetings of the Board of Directors, one third of the Directors shall constitute a

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quorum for the transaction of business and the act of a majority of the Directors

present at any meeting at which there is a quorum shall be the act of the Board of

Directors. Except as provided in section 3(b) of this Article, no proxies will be

accepted on behalf of absent members.

b) If a quorum shall not be present there at, the Directors present may adjourn the

meeting from time to time, without notice other than announcement at the meeting,

until a quorum shall be present.

c) Except as provided in section 3(b) of this Article, Board members may not appoint

substitutes to attend Board meetings in the absence of the Board member.

Section 8. Any action required or permitted to be taken at any meeting of the Board of Directors

or of any Committee thereof may be taken by notation or voice vote if, in the opinion of the

Chair of the Board, it is not feasible or practicable to convene a special meeting of the Board.

Section 9. Any Director may be removed either with or without cause, at any time, by the

affirmative vote of a majority of the members of record of the Association entitled to a vote, at a

special meeting of the Association called for the purpose; and the vacancy in the Board caused

by such removal may be filled by the members at such meeting. Any Director may resign at any

time by giving written notice of such resignation to the Chair of the Board, the Secretary-

Treasurer, or the President/CEO of the Association and such resignation shall take effect at the

time specified in such notice.

a) Each seat held by a Director on the ABA Board of Directors is specific to that person as an

individual member company representative, but is also governed by their company’s

membership status and membership eligibility, and is conditional on the company remaining a

member in good standing. Any vacancy as a result of a Director’s removal or resignation will be

filled by a vote of the membership through the annual election process; member companies may

not substitute Directors at the company’s request.

b) Any Director whose company’s membership status changes (e.g. transitioning from a non-

fixed route bus operator to a tour operator that operates no vehicles; or transitioning from a tour

operator to a travel industry attraction; or if the company is no longer an ABA member) will be

asked to resign from the Board. Any Director who does so resign as a result of the company’s

membership status change, and whose respective company remains in good standing as an ABA

member, may seek election for a new seat on the Board under the appropriate membership

category during the following year’s election cycle.

Section 10. The Board of Directors, other than the President/CEO, shall serve without salary.

Section 11.

a) The Executive Committee shall consist of thirteen (13) Directors: the Chair of the

Board, who shall serve as the Chair of the Executive Committee; the Immediate Past

Chair of the Board; the Vice Chair of the Board; the Secretary-Treasurer; the

President/CEO; and, eight (8) additional members of the Board.

b) The Directors, who hold the positions of Chair of the Board, Vice Chair, Immediate

Past Chair, and Secretary-Treasurer, while serving in such positions, shall serve on

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the Executive Committee as Officers.

c) A series of succession shall be established to ensure the continuity of the leadership

of the Executive Committee and the Board of Directors. At the expiration of their

term of office, the Chair shall transfer the position of Chair to the then Vice Chair,

and shall assume the position of Immediate Past Chair.

d) The Chair, Vice Chair and Immediate Past Chair shall each serve for a term of three

(3) years, but shall not be eligible for reelection to the same position at the expiration

of their term. If for any reason any such member of the Executive Committee is

unable to complete their term, the Board of Directors shall elect a replacement who

may complete the unexpired term and then may serve an additional three-year term.

e) The Secretary-Treasurer and the President/CEO shall each serve on the Executive

Committee for a term of one (1) year and shall be eligible for reelection.

f) Three (3) members of the Executive Committee, other than those identified in

paragraph (a) above, shall be bus operator members, shall serve for a term of two (2)

years and shall be eligible for reelection for a maximum of three (3) consecutive

terms. If for any reason any such member of the Executive Committee is unable to

complete their term, the Board of Directors shall elect a replacement whom may

complete the unexpired term and then may serve up to three (3) additional terms. At

least one (1) of these three (3) Executive Committee members shall be from each of

the three (3) bus operator member categories set out in Section 13 of Article VII

herein.

g) One (1) seat on the Executive Committee shall be reserved for the Chair of the

Association’s Policy Committee or if that person otherwise occupies another

designated seat, an active member of the Policy Committee shall serve in their place

while the terms overlap. The person serving in the seat reserved for the Chair of the

Policy Committee shall serve for a term of two (2) years and may be eligible for

reelection without restriction. If for any reason this member of the Executive

Committee is unable to complete their term, the Board of Directors shall elect a

replacement to complete the unexpired term.

h) Three (3) At-Large seats on the Executive Committee shall be reserved for bus

operator members, and one (1) At-Large seat shall be reserved for a Travel Industry

member. These At-Large members of the Executive Committee shall serve for a term

of two (2) years, and may be eligible for reelection to serve a maximum of three (3)

consecutive terms. If for any reason any such member of the Executive Committee is

unable to complete their term, the Board of Directors shall elect a replacement to

complete the unexpired term.

Section 12. The Board of Directors shall establish minimum duties and performance standards

for all Directors to meet while they serve on the Board. Failure to meet such duties or standards

may subject a director to appropriate discipline by the Board, including dismissal from the Board

before the end of the director’s term.

Section 13. For purposes of this Article,

a) “Enterprise Member” means: (i) a bus operator that operates fewer than twenty–five

(25) buses, including but not limited to charter, tour, fixed route, commuter and

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special operations service; (ii) a member that provides passenger transportation

service primarily using passenger vans; or (iii) a Tour Operator;

b) “Large Non-Fixed Route Operator” means a motorcoach operator that operates

twenty–five (25) or more buses and that primarily provides non-fixed route service,

including but not limited to charter, tour, commuter and special operations service;

c) “Fixed Route Operator” means a bus operator that operates twenty-five (25) or more

buses and that primarily provides intercity bus service over fixed routes on set

schedules.

ARTICLE VIII

NOTICES

Section 1. Notices to the Board of Directors and the membership shall be in writing and

delivered by such method as allowed by law. Notice by mail shall be deemed to be given at the

time when the same shall be mailed.

Section 2. Whenever any notice is required to be given by law, by the Articles of Incorporation

or by these Bylaws, a waiver thereof in writing, signed by the person or persons entitled to said

notice, whether before or after the time stated therein, shall be deemed equivalent thereto.

ARTICLE IX

OFFICERS

Section 1.

a) The Officers of the Association shall be chosen by the Board of Directors and shall be

a Chair of the Board, a Vice Chair of the Board, and a Secretary-Treasurer, all of

whom shall be bus operator members of the Board, a President/CEO, and such other

officers as the Board of Directors may deem advisable from time to time.

b) The Board of Directors shall choose a Chair for a term not to exceed three (3) years

but who shall not be eligible to succeed himself as Chair of the Board. During or

immediately following each annual meeting of the Association the Board of Directors

shall appoint a slate of other officers for such term as it deems desirable. Each officer

so chosen shall hold office until a successor shall have been duly chosen and qualified

or until the officer shall resign or shall have been removed from office.

c) The hiring, salary, and salary increases of the employees of the Association shall be

subject to the approval of the Chair of the Board.

CHAIR

Section 2.

a) The Chair of the Board of Directors shall preside at all meetings of the members and

at all meetings of the Board, and shall have general supervision over the officers of

the Association subject, however, to the control of the Board of Directors.

b) The Chair shall direct that all accounts of the Association be audited at least once per

year by a certified public accountant and shall transmit such audit report to the Board

of Directors.

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c) The Chair may delegate to another officer such of their authority, as they deem

necessary. In case of the disability of the Chair or a vacancy in the office, the Vice

Chair of the Board shall perform the duties of the Chair until the sitting Chair returns

to office or until another Chair may be qualified and selected.

VICE CHAIR

Section 3. The Vice Chair shall serve as Chair of the Audit Committee and as a member of the

Bylaws Committee, shall chair the meetings of the Board of Directors in the absence of the

Chair, and shall perform such other duties as directed by the Chair as necessary or desirable to

discharge the functions of the Association.

PRESIDENT/CEO

Section 4.

a) The President/CEO shall be the chief executive officer of the Association and shall

assist the Chair of the Board in supervising the employees of the Association.

b) The President/CEO may sign and execute, in the name of the Association, deeds,

mortgages, bonds, contracts, or other instruments, subject to the provisions of these

Bylaws, except in cases where the signing and execution thereof shall be expressly

delegated by the Board of Directors or by these Bylaws to some other officer or agent

of the Association; and, in general, he shall perform all duties incident to the office,

and such other duties as from time to time may be assigned by the Board of Directors.

c) The President/CEO shall see that all notices are given in accordance with the

provisions of these Bylaws or as required by law; and shall be the custodian of the

records and of the seal of the Association. The President/CEO shall see that the seal is

affixed to all documents when use of the seal is required and authorized in accordance

with the provisions of these Bylaws.

d) The President/CEO shall have general responsibility for the financial transactions of

the Association and shall render a statement of the conditions of the finances of the

Association at all regular meetings of the Board of Directors and a full financial

report at the annual meeting of the Association, if called upon so to do. The

President/CEO shall have access to the books and records of the Association and may

order a special audit of the accounts of the Association at any time deemed necessary.

SECRETARY – TREASURER

Section 5. The Secretary-Treasurer shall arrange for minutes of the meetings of the Association

and of the Board of Directors to be kept and shall have general oversight over the financial

transactions of the Association.

ARTICLE X

COMMITTEES

Section 1. The Chair of the Board shall have authority to appoint, with the advice and consent of

the Executive Committee, such committees as are deemed necessary for the proper functioning

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of the Association. The members, including the chair, of each committee shall serve until

relieved by order of the Chair of the Board. The Chair of the Board shall be ex-officio a member

of each committee and shall be entitled to vote.

Section 2. The duties of all committees shall be specified by the Board of Directors or the Chair.

In performing their functions, such committees shall be subject to the directions and control of

the Chair.

Section 3. In addition to the Executive Committee, the Association shall have six (6) standing

committees constituted as follows:

a) Governance Committee -- Comprised of the Chair of the Board, the Vice Chair and

the Immediate Past Chair of the Board who shall serve as the Chair of the Committee,

and at least four (4) members of the Board appointed by the incumbent Board Chair.

A majority of the committee members should have experience in the position of ABA

Association Chair or Vice Chair;

b) Audit Committee -- Comprised of the Vice Chair of the Board, who shall serve as the

Chair of the Committee, and at least two (2) members of the Board appointed by the

Chair of the Board;

c) Time and Place Committee -- Comprised of the Chair of the Board, and at least two

(2) members of the Board appointed by the Chair;

d) Bylaws Committee -- Comprised of the Vice Chair of the Board, at least three (3)

members of the Board appointed by the Chair of the Board, and the Association's

General Counsel. The Chair of the Board will appoint a member of the Committee as

the Committee Chair;

e) Ethics Committee -- Comprised of a member of the Executive Committee who shall

serve as Chair of the Committee, at least three (3) members of the Board appointed by

the Chair of the Board, and the Association's General Counsel;

f) Finance and Budget Committee – Comprised of a member of the Executive

Committee who shall serve as Chair of the Committee, the Association’s Secretary-

Treasurer, and at least three (3) members of the Board appointed by the Chair of the

Board. The Chair of the Committee shall also serve as a member of the Executive

Committee, either as the Association’s Secretary-Treasurer or in another seat.

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ARTICLE XI

CONTRACTS, CHECKS, BANK ACCOUNTS, AND EXPENDITURES

Section 1. The President/CEO and any person designated by the President/CEO may make or

authorize to be made capital expenditures, investments or advances, execute contracts or leases,

establish or increase salaries, and make or authorize retirements and sales of capital items, write-

offs of accounts and settlements of claims in such manner and subject to such limitations as shall

be determined from time to time by resolution of the Board of Directors.

Section 2. All funds of the Association shall be deposited from time to time to the credit of the

Association with such banks, bankers, trust companies, or other depositories as the Board of

Directors may select or as may be selected by any officer or officers, agent or agents or the

Association to whom such power may be delegated from time to time by the Board of Directors.

ARTICLE XII

SEAL

Section 1. The Board of Directors shall provide a corporate seal, which shall be in the form of a

circle and shall bear the full name of the Association and the words "District of Columbia" and

the year of its incorporation.

ARTICLE XIII

FISCAL YEAR

Section 1. The fiscal year of the Association shall end on the 31st day of December of each year.

ARTICLE XIV

SANCTIONS FOR VIOLATIONS OF THE

ASSOCIATION'S CODE OF ETHICS AND ASSOCIATION POLICIES

Section 1. Subject to the provisions of Section 3 of this article, any member of the Association

may be censured, fined, suspended, or expelled, or any of the privileges of membership may be

withdrawn, for the following violations of the Association's Code of Ethics and Association

policies:

a) Misappropriation of funds deposited with or entrusted to a member of the Association

by another member or by a person having a business relationship with the bus

industry;

b) Willful and wrongful refusal to pay for services rendered by another member or by a

person having a business relationship with the bus industry, or a willful refusal to

make arrangements for payment of such services;

c) Wrongful failure to provide transportation or related services, as promised, and

failure to make prompt restitution for any breach of a contractual obligation;

d) Willful violation of Federal or State laws pertaining to the regulation of the intercity

bus industry, including rules and regulations promulgated by the U.S. Department of

Transportation, or applicable country laws, or;

e) Systematic violation of rules, regulations, and policies of the Association.

16

Section 2. Charges of violation of the Association's Code of Ethics shall be presented to and

reviewed by the Ethics Committee.

Section 3. The charges shall be referred to the Association's Ethics Committee, and the

respondent shall be informed of the nature of the charges. Such notice shall be given by

registered mail and shall advise the respondent of their right to appear and to be represented in

person or by counsel before the Ethics Committee. The Committee, under procedures prescribed

by the Board of Directors, and with opportunity for the respondent to be heard orally and in

writing, shall determine the appropriate disciplinary action, if any, to be taken and shall explain

its reasons in writing. The action of the Ethics Committee may be appealed within fifteen (15)

days to the Board of Directors. Either the Board or the Executive Committee acting in its stead

may decide the appeal, and such decision shall be final.

The provisions of this section shall also govern the disposition of objections or complaints to

applications for membership and complaints alleging that a member is no longer eligible for

membership.

Section 4. When disputes among members and between members and the general public cannot

be resolved by agreement, the President/CEO shall encourage the parties involved to submit the

matter to arbitration by the American Arbitration Association.

ARTICLE XV

SUSPENSION OR EXPULSION OF MEMBERS

Section 1. The President/CEO shall have authority to suspend or expel any member for non-

payment of dues, lack of compliance with the applicable or prescribed national/state/provincial

regulations, and enforcement of violations of the code of ethics, these bylaws and association

policies.

ARTICLE XVI

AMENDMENTS

Section 1. These Bylaws may be altered, amended or repealed, or new Bylaws may be adopted

by the affirmative vote of a majority of the Board of Directors present at any regular or special

meeting at which there is a quorum, provided notice of proposed alteration, amendment or repeal

of the proposed Bylaw be included in the notice of such meeting.

ARTICLE XVII

SUPREMACY OF LAWS AND ARTICLES OF INCORPORATION

Section 1. Nothing in these Bylaws shall be deemed to contravene any applicable provision of

law or of the Articles of Incorporation.

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AMERICAN BUS ASSOCIATION AND

NATIONAL BUS TRAFFIC ASSOCIATION

ANTITRUST GUIDELINES

It is the policy of the American Bus Association ("ABA") and the National Bus Traffic

Association ("NBTA") to conduct their operations in strict compliance with the antitrust laws.

No ABA or NBTA activities shall create even the appearance of a violation of the letter or the

spirit of the antitrust laws. These antitrust guidelines shall apply to all meetings of the ABA and

NBTA, including committee meetings, and in connection with any social and other informal

gatherings incidental to ABA or NBTA-sponsored meetings or activities.

Members should be especially careful to observe these antitrust guidelines at

informal gatherings and in discussions outside of the formal ABA or NBTA meetings. Most

often, problems under the antitrust laws arise not in scheduled meetings but in discussions that

occur outside the meeting setting. Members should not engage in improper discussions either

inside or outside the formal industry meetings.

1. Meetings shall be held only when there are proper items of substance to be

discussed which justify a meeting. Prior to every meeting, a written agenda and

notice of the meeting shall be sent to every member of the group scheduled to

meet. The agenda shall set out the topics for discussion, and may, if necessary, be

reviewed and approved by counsel prior to distribution.

2. Participants at the meeting shall adhere to the topics listed on the agenda.

3. Minutes shall be kept at every formal meeting, and written copies of the minutes

shall be distributed to each participant at a meeting.

4. An ABA staff member shall attend all meetings. It may also be appropriate for

ABA counsel to attend some ABA committee meetings, including meetings of the

Board of Directors and the Executive Committee.

5. A copy of these antitrust guidelines shall be made available to all

participants at all ABA and NBTA meetings.

6. If a member raises a subject of doubtful legality for discussion at

a meeting, he or she shall be told immediately that the subject

may not be a proper one for discussion, and consideration of that

18

issue shall cease. The particular subject will be referred to

counsel, who will advise on the propriety under the antitrust

laws of consideration of the subject by ABA.

UNACCEPTABLE TOPICS OF DISCUSSION

In general, discussions at any meeting, "rump session" or social

gathering that constitute or imply an agreement or understanding concerning

the following topics, are strictly prohibited:

* prices, discounts, or terms or conditions of sale;

* profits, profit margins, or cost data (including wage and

salary rates, equipment prices, or other actual elements of

costs);

* market shares, sales territories, or markets;

* allocation of customers or territories;

* selection, rejection, or termination of customers or suppliers;

* refusal to deal with suppliers, customers, or other

competitors;

* restricting the territory in which a company may provide

products or service;

* bidding or refraining from bidding to provide products or

service; or

* any matter that is inconsistent with the proposition that each

member company of ABA or NBTA must exercise its

independent business judgment in pricing its services,

dealing with its customers and suppliers, and choosing the

markets in which it will compete.

EXCEPTIONS TO THE GENERAL RULES REGARDING

UNACCEPTABLE TOPICS OF DISCUSSION

There are several exceptions to the prohibition on discussing the

above topics:

19

A. ABA Government Affairs Activities. ABA's members

may jointly discuss and implement ABA's government

affairs policies. ABA members may be allowed to discuss

the above topics in the context of a legitimate effort to affect

legislation or regulatory policy of the government, and to

work together towards these goals.

B. Industry Data Collection. ABA and NBTA may collect

historical information from members on operations, costs,

revenues, use of technology or equipment, and other matters,

for preparation of industry studies or the publication of

statistics relating to the industry as a whole.

C. NBTA Collective Activities. NBTA may publish and

distribute guides outlining certain standardized industry practices, related to

the transactions and procedures necessary for the operation of the Interline

Revenue Clearinghouse. Those discussions which are intended and designed

to facilitate the coordination and operation of interlining passenger service

providers may be acceptable on a limited basis, provided that competitive

terms are avoided. These acceptable topics include:

1. through routes;

2. mileage guides;

3. rules;

4. reclaim formulas and procedures;

5. terminal facility locations and facility accessibility

features; and

6. the procedures for joint consideration, initiation or

establishment of the matters in 1 through 5, above.

This limited immunity from the antitrust laws applies only if certain

legally required procedures are used for the discussions and process of

evaluation at NBTA meetings. Accordingly, NBTA meetings to consider

such issues in a collective format may be conducted only in compliance with

these procedures. These procedures will be reviewed by NBTA staff and, if

necessary, by NBTA counsel prior to each meeting at which these subjects

will be reviewed.

D. Pooling Agreements. Individual member companies may

also receive immunity from the antitrust laws to discuss and

enter into agreements to pool or divide traffic, services, or

revenues. These discussions must be intended and designed

to lead to an agreement that will be submitted to the Surface

20

Transportation Board of the U.S. Department of

Transportation for approval.

E. Vendor-Vendee Discussions. In some circumstances, it

may be acceptable for member carriers to form buying

cooperatives to purchase products or services jointly from

industry vendors. These collective discussions and

agreements are, in general, acceptable under the antitrust

laws, although they should be reviewed with counsel as to

the structure and method of implementation.

21

Kentucky International Convention Center Friday, January 25, 2019

4:00 - 5:00 pm

22

BOARD OF DIRECTORS MINUTES ABA Fall Board Meeting

September 23-25, 2018 Sonoma, CA

Daryl Johnson AJ Kinney Stephanie Lee Craig Lentzsch John Meier John Miller Ron Moore TJ Morgan Camilla Morris Peter Pantuso Stephanie Parr-Brooks John Percy Polina Raygorodskaya

Anthony Fiorini Alan Glickman Steve Haddad Scott Henry Jim Jalbert

Nicole Fritz Brendon Harrington Charles Nolen

Karen Sanders Chris Shepler Mikie Shepler Ian Smart Albert Spence Linda Spruill Francis Tedesco Francis Tremblay Nicole Twigg Steve Woelfel

Peter Picknelly Bill Torres Buddy Young

Members in Attendance Chris Anzuoni Eugene Berardi Bill Blankenship Mike Butts Michael Colborne Bryan Cole Julia Conway Donald DeVivo Warren Dickinson David Eaton Terry Fischer Kim Grzywacz Tom JeBran

Members Not in Attendance Doug Anderson Ben Blunt Linda Burtwistle Dane Cornell Mike Dickson

Staff Eric Braendel Melanie Hinton Suzanne Rohde Brad TuckerRick Schweitzer

Guests Alex Berardi Ron Brownstein Roman Cornell

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Opening Remarks ABA Chairman Don DeVivo welcomed the ABA Board of Directors to the Fall Board Meeting in Sonoma, CA.

• ABA Chairman Don DeVivo began the meeting by recognizing the guests and speakersin attendance

• The minutes from the previous Board Meeting were approved unanimously

President’s Report

ABA President & CEO Peter Pantuso covered the following subjects during his report:

• Peter Pantuso reminded the Board that a new staff member, Lia Zegeye, has been addedto the Membership Department

• Peter talked about how the budget for 2019 appeared to be tighto Peter Pantuso raised the possibility of increasing dues on an annual basis for the

purpose of keeping pace with inflationo Peter touched on the fact that the costs for the current year are higher than

anticipated, while the revenue from publications was much lower than anticipatedand that ABA needs to be more realistic about the publication revenue for 2019

• Peter Pantuso stated that the goal for membership should be to increase by 400 by the endof each year while increasing retention rates above 90 percent

o Pantuso reminded the Board that a group of ABA Board Members recently metwith Transportation-related Congressional leaders and that the repeal of the gas-tax rebate that has been proposed by Chairman Shuster

• Peter Pantuso stated that UMA does not want to do a joint fly-in with ABA this year• Pantuso brought up that two anonymous donors have agreed to give to the ABA

Foundation a total of $500,000 ($250,000 each) for research, based on the ABAF raising$1 million

• He also discussed that mergers are happening throughout the bus industry, which cannegatively affect ABA Membership numbers

• Gene Berardi and Peter discussed bringing in key members of the association tostrategically meet with transportation-oriented members of Congress regardless of a jointfly-in and Gene emphasized the importance of being unified on transportation issueswhen talking to members of Congress

• Regarding dues increases, John Percy raised the point that Destinations International useda company called “Avenue M” to restructure their dues and that ABA might want to lookinto that as a possibility

Counsel’s Report

Mr. Schweitzer began by reminding the members that the meeting would be conducted under the ABA Anti-Trust Guidelines and that there should not be any discussions about rates, components of rates, or competition.

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• Mr. Schweitzer mentioned that in the FAST Act over-the-road buses are supposed to maintain consistent toll rates as transit vehicles at federally-funded tolling facilities

• Mr. Schweitzer highlighted that federally-funded tolling facilities mean all facilities that were originally constructed with federal funds or facilities that have been rehabilitated with federal funds or continue to receive federal funds

• Mr. Schweitzer suggested that the Mayer Brown law firm would be an excellent firm to use if ABA should choose to litigate this issue. With input from Craig Lentzsch and others, it was decided that a better approach would be to send letters to 20+ tolling facilities, remind them of the law under the Fast Act, and ask them to stop collecting tolls on motorcoaches, and see what the response is

o John Miller brought up the fact that he won a legal case in which his company would be exempt from paying tolls on certain bridges in Kentucky

• Mr. Schweitzer mentioned that ABA has been working on a joint proposal with UMA regarding the San Francisco Airport regulations

Audit Committee Report

• Eric Braendel updated the Board that ABA would be undergoing an audit in January and that members of the audit committee would meet on the first week of April to discuss the audit

Bus Maintenance and Repair Council (BusMARC) Report

ABA Board Member John Miller delivered the BusMARC Report

• John Miller said that the meeting notes for BusMARC covered the topic comprehensively, and elected not to speak further on BusMARC

Bus Industry Safety Cuncil (BISC) Report

ABA Board Member Alan Glickman was not in attendance but submitted a full report (attached)

BusPAC Report

The BusPAC Report was delivered by ABA Senior Vice President of Government Affairs and Policy Suzanne Rohde

• Suzanne Rohde began by reminding the Board of Directors that the yearly BusPAC fundraising goal is $100,000

o Rohde stated that the current amount raised is around $61,000 • Rohde provided feedback on the ABA fundraiser held for Rep. Yoder, who serves as the

Homeland Security Subcommittee Chair of the House Appropriations Committee and has also been very helpful in trying to restore the bus security grants to $7 million

• Rohde noted use of BusPAC funds, and that 54% of the funds supported Republican members while 46% supported Democrat members, reflecting the current control of each house of Congress, and noted the percentages would change to reflect any changes in control of either body after the election.

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• Rohde re-emphasized the importance of ABA Board Members meeting with Representatives on Capitol Hill, and explained the importance of BusPAC due to its size as mid-sized PAC, bringing more attention and stature to the bus industry.

Time and Place Report

• Mr. Berardi reminded the Board that the next Fall Board Meeting would be in Palm Beach, Florida at The Breakers Hotel

o Mr. Berardi added that the following year’s Fall Board Meeting will take place at the Biltmore Inn in Asheville, NC

• Mr. Berardi raised the topic of holding the ABA Fall Board Meeting in the Western US o Berardi added that the low turnout at this meeting should be grounds for

discussion as to whether or not the “3 to 4 year cycle” of heading West should continue

• Mr. DeVivo suggested the possibility of holding future meetings in a major city rather than a resort location

• After much discussion it was agreed that the Fall 2021 Board meeting would not be held in the west but would be held in the east or mid-west. Some suggested Montreal would be a good destination that would be an urban destination with an international feel

Finance and Budget Committee Report

The Finance and Budget Committee Report was presented by Gene Berardi, Craig Lentzsch, and Eric Braendel.

• Eric Braendel began by reminding the Board that due to poor performance of the ABA Reserve Fund, ABA began looking for a new investment advisor team

• Craig Lentzsch explained that the three main search criteria were fees, approach to the portfolio, and service to the ABA and ABA Foundation

• Craig explained that a committee of board members reviewed a number of firms and narrowed the list to 3 firms for in-person interviews. Ultimately the committee recommended Goldman Sachs to be the new investment advisor. Goldman Sachs won on the approach criteria, the fee criteria, but was slightly behind Morgan Stanley on the service criteria

• The Board voted unanimously to move forward with Goldman Sachs as the new investment advisor for ABA

• Following a question from Don DeVivo, Eric Braendel stated that the transition from TD Bank to Goldman Sachs would take place in the weeks following the 2018 Fall Board Meeting

• In discussing the ABA financials, Eric noted that revenue is $5,650,000 o An overall decrease of $150,000 from 2017 o Other income is up 53% from 2017

• Expenses for 8 months ending August 31, 2018 are $4,654,000

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o An increase of $80,000 over the prior year o Eric Braendel anticipates expenses at the end of 2018 to exceed the prior year by

approximately $80,000 but in a best-case scenario, expenses will exceed revenue by $15,000 and in a worst-case scenario, expenses will exceed revenue by $75,000

• Eric Braendel forecasts that the 2019 budget will have a net of $2,000 • Eric Braendel updated the Board that Ascension signed a 5-year lease for the 111 K

Street address starting in January 2017 and remain a solid tenant • Eric mentioned that the current mortgage expires at the end of 2020 and that the rate for

the 111 K Street building space will likely increase • Eric also discussed a regular annual due increase of 2.5 percent. The board asked to

review this issue again at the January Board meeting but approved 2.5 percent dues increase for the 2019 annual budget

• Chairman Don DeVivo called for a non-binding straw poll vote on whether or not to implement a 2.5% dues increase on an annual basis to keep pace with inflation

o The poll showed 22 Board members in favor of such an increase, and 10 Board members opposed to the increase

• The Board voted unanimously to approve the 2019 budget as presented with a 2.5 percent increase

• Polina Raygorodskya proposed that the Board should discuss exit-survey results at future Board meetings to analyze why certain ABA members are deciding to end their membership

Government Affairs Report

ABA Senior Vice President of Government Affairs and Policy Delivered the Government Affairs Update.

• Suzanne Rohde began the report by updating the Board that there are 9 appropriations bills remaining for Congress this year

o Suzanne added that the Transportation appropriations bill could be be passed soon, but that there are currently partisan policy disputes that are holding the bill up and it will likely be rolled into a continuing resolution.

• Suzanne informed the Board that with the help of ABA’s lobbyists from K & L Gates, language was included in the Interior Bill regarding CUA fees at national parks

o Suzanne said because of this language, ABA was able to have a successful meeting with the Department of Interior

• Rohde mentioned ABA put in a strong effort to obtain an amendment in the FAA re-authorization, but that at last minute it was dropped due to the airports coming out in opposition even thought they were a part of the negotiations of the language.

• Suzanne covered the issue of the proposed version of Rep. Shuster’s bill, recommending the elimination of the partial fuel-tax refund for motorcoaches. She also noted Rep. Shuster is retiring, but since the language is now public, there is a greater likelihood it will come up again.

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• Rohde and Rick Schweitzer are filing a pre-emption petition in an attempt to stop inspections at the San Francisco Airport.

• On the topic of upcoming midterms, Rohde conveyed the impression that Democrats will have a more difficult time than Republicans in trying to obtain a majority in the Senate, but had a very good chance of obtaining control of the House.

• Suzanne also touch on the L&I NPRM and the fact that the Agency listened to industry concerns. But, that the compliance date for the current rule needed to be extended.

• Suzanne also stressed the importance of good industry participation in the Motorcoach census, particularly for lobbying efforts

2019 Marketplace Outlook

Marketplace Chair Kim Grzywacz. brought the group up to speed on developments regarding ABA’s Annual Meeting and Marketplace 2019.

• Kim began by letting the Board now that the new Louisville Convention Center has officially been opened

• Kim announced that the opening night event will be taking place at the Kentucky Derby Museum

• Kim also reported that registrations are only 5% down, even though registrations started a month later this year

Presentation from Guest Speaker, Ron Brownstein

Ron Brownstein spoke about his experiences as a political correspondent, and the current climate of United States politics.

ABA Foundation Report

The ABA Foundation report was presented by ABAF Chair Tom JeBran.

• Tom JeBran opened his report by reminding the Board of Directors that the ABA Foundation Board of Governors met on September 6th at ABA headquarters

• He noted that the ABAF will be pushing hard to make it clear that scholarships are available to all ABA members and their employees or coworkers

o Melanie Hinton added that every ABA company will be receiving a “scholarship in a box” which will demonstrate that application process more clearly

• Tom expressed that the Board of Governors was looking into streamlining the scholarship application process

• Tom also discussed the $500,000 gift from the two anonymous donors and that ABAF staff will begin the fundraising efforts soon

Governance Committee Report

The Governance Committee Report was delivered by John Meier.

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• John Meier began by noting that Tony Fiorini, Mike Butts, and Nicole Twigg were going to be rotating off the Board

o John also noted the Kim Grzywacz would be rotating off from the role of Marketplace Chairman

• John Meier announced that Kim Grzywacz, Jonathan Berzas, and Cindy Brown have been put on the slate to become full-time Board members

• John said that Ron Moore would be terming out of the Executive Committee and Steve Haddad will conclude his 2nd term on the Executive Committee and rotate off, and that Ben Blunt and Bill Torres would be added to that Executive Committee

• John noted that Pete Smith with Smokey Mountain Resorts will be added to the ABA Foundation Board of Governors

Communications Report

ABA Director of Communication & Media Relations Melanie Hinton delivered the Communications Report.

• Melanie Hinton began the report by asking the Board members to fill out a survey for the purposes of better demonstrating who ABA leadership is to the general ABA membership

• Melanie Hinton brought up that ABA will be leading a Marketplace Mondays contest to drum up excitement for Marketplace

• Hinton demonstrated that there is a new “chat” function on the ABA website to help with website inquiries

• Melanie talked about ABA’s new oversite of email correspondence, and being able to determine whether members have opened emails

Bus World Update

ABA President and CEO, Peter Pantuso delivered an updated on the upcoming BusWorld event.

• Peter Pantuso began by showing a video of the upcoming event BusWorld will be having in Russia

• Peter made the Board aware that BusWorld is interested in partnering with ABA for future events

o Pantuso said that the next step, should ABA agree to move forward, would be to hold a BusWorld Academy at ABA Marketplace 2020 in Omaha, NE

o If BusWorld expresses further interest, the organization would partner with ABA for a show in Baltimore in 2021

• Peter Pantuso noted that BusWorld and ABA are planning on sharing a draft budget and draft contract with each other so that both organizations have a better idea of what the agreement will look like

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• Craig Lentzsch expressed the sentiment that the Board must approve any formal agreement on the BusWorld exhibition

• Gene Berardi made a point that he thinks the primary discussion around whether or not to move forward with the BusWorld deal should be centered around the continued success of Marketplace

• Mikie Shepler expressed concern about combining the two events because of the potential negative impact that combining the two would have on the Travel and Tour Members of ABA

• Peter Pantuso underscored the importance of getting more of the ABA operators involved in ABA events, which could happen because of interest in partnering with BusWorld

Presentation from Guest Speaker, Brendon Harrington

Brendon Harrington spoke about the transportation system at Google’s Mountainview campus.

Strategic Planning Report

Don DeVivo led the discussion on the Strategic plan.

• Don DeVivo reminded the Board that there was a meeting in June of 2017 to discuss the strategic plan

• Don emphasized that the Government Affairs department of ABA remains at the forefront when it comes to strategy

• Peter Pantuso expressed that he thinks the Membership Department is headed in a positive direction with the addition of a new Senior Director of Membership

Meetings, Education, and Membership Report

Peter Pantuso presented on meetings, education, and membership.

• Peter announced that all the educational offerings for 2019 Marketplace will be listed in one place

Radar Issues

• Peter Pantuso expressed concern about the potential for a Senator Schumer-led Senate to implement new legislation requiring the bus industry to pay drivers “time and a half” for exceeding a 40-hour work week

• Mikie Shepler, in the wake of an accident with her company, cautioned members of the Board to examine their own insurance policies

o Shepler said that the minimum $5 million dollar insurance requirement is not enough

Additional Documents

STRATEGIC SAFETY COMMITTEE CHAIRMAN'S REPORT TO THE ABA BOARD

30

Alan Glickman - Chairman Strategic Safety Committee September 2018 Sonoma, California The Summer BISC Meeting in Baltimore (Linthicum) Maryland was another big success with 165 member attendees. The keynote speaker was the new FMCSA Administrator Ray Martinez from New Jersey. Most know that he was the former Head of the Motor Vehicle Department in New Jersey. Administrator Martinez, our keynote speaker, spoke of being engaged with operators and working at both the grass roots level along with working with the folks at USDOT. He gave us great insight on future policies related to autonomous vehicles. This was his first industry address. The summer meeting in June included a side trip to the "Bus Museum of Transportation" in nearby Hershey, PA and Executive Coach in Lancaster, PA which was one of the meeting's highlights. Additional Summer Meeting Highlights: • Getting the most info from the new Telematics • Pre-employment screening and reducing the risk of making a poor hire • TSA update • NTSB update • 1O Top OSHA Violations Discussion • Round table super session and discussion on ELD implementation, benefits, challenges, view of our regulators of the new ELD process. 130 attendees participated • Saucon user group meeting • School bus accidents review • Human trafficking concerns There was an excellent presentation by "Fusion Health" on sleep apnea. Fusion Health, currently working with Greyhound has a very robust program to identify and manage sleep issues. Check the Fusion Health website if you are interested in learning about them. In addition, ABA's new school bus council held a "general and education" session. BISC (Security Committee and small committee of others) has collaborated with TSA on new security training video that will accompany new TSA regulations. This has been ongoing since October 2017.

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BISC is currently working on the winter meeting agenda to be held at Marketplace in Louisville. Two keynote speakers will soon be announced. We are currently taking nominations for this year's Norm Littler Safety Award. The BISC West Meeting is being held in Olympic Valley, California in conjunction with the California Bus Association Annual Meeting on October 23, 2018. The BISC West agenda will cover: • Pre-employment screening. • The top 3 Workers Comp injuries and how to prevent them. • ELD Implementation - Discussion on how things are working and what is next. • CVSA enforcement update and motorcoach inspection. • BISC West is poised to be a great partnership opportunity with the California Bus Association. BISC will be part of the main meeting, giving exposure to over 300 CBA attendees. It is also part of all CBA marketing and registration material beginning in June. Al Smith recently was invited to participate in a webinar with the NTSB which was broadcast to 375 people. BISC has strengthened partnership with SYTA and has revisions on the Safety Brochure "Before You Hire a Motorcoach Company". SYTA will be distributing the updated brochure to 80,000 teachers and student trip planners this fall. SYTA hosted a webinar in May reviewing our brochure with more than 250 participants. BISC will also be reviewing criteria for a new SYTA Motorcoach Company Partner Inspection Checklist. BISC continues to be featured in presentations at state association meetings, so far in 2017 mentions and materials were distributed at- Florida Motorcoach Association, DATTCO Expo (CT, BANY, New England, MA associations), Transportation Research Board, Commercial Vehicle Safety Alliance, Wisconsin Motor Coach Association, and Virginia Motorcoach Association to date. BISC took over the Bus Bulletin for a month and sent out 30 promotional messages and references to event registration material to its subscriber database which includes all BISC members.

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Remember the mandate for FMCSA is to remove two existing regulations for every new regulation added. This is an opportunity to identify and remove many onerous and foolish regulations that plague our industry. BISC is now active on Facebook and my goal is to continue to make improvements to the BISC website. Some of my other work in progress efforts are: 1. Creating a BISC safety store to serve as a library and resource for safety and

regulatory information. 2. Enhancing and increasing specific and branded communication to all BISC members

between meetings. 3. Partnering with other safety organizations to create research and education to support

ABA and BISC safety efforts. 4. And, of course, to continue to build BISC membership. By the way, if you are interested you can sign up to be on the NTSB subscription list to get the latest information from the NTSB by logging on to their website. There was a recent one hour webinar on September 13th addressing, "Reducing commercial motor vehicle crashes through the use of video recorders". Investigators and analysts from the NTSB's Office of Highway Safety and Office of Research and Engineering, along with commercial fleet owners representing the truck and bus industries discussed why and how their organizations use video recorders to improve safety. BISC Financials through August 31, 2018 Revenue will hit this year's budget of $55,000, an increase of $15,000 over the prior year period. Expenses are also on budget, showing $56,000 through the eight month period ended August 31 against a full year budget of $64,000. 2019's budget anticipates a lower level of expense, set at $55,000 and we are hopeful of an increase in sponsorship to bring ABA's investment in BISC even closer to break even. Thanks to our generous BISC sponsors which totaled $40,000 for 2017. • ABC Companies - Title sponsor • Bridgestone - Firestone • JJ Keller • National Interstate • NIC Federal

33

• Saucon Technologies • Protective Insurance • Rolling Strong • Prevost • Lancer lnsurance • GPS Industries • The Bus Museum • DC Trails • E-Verifile BISC has room for additional sponsors and I suggest operators who have relationships with strong national companies, who service our industry, contact their companies and alert them of a great opportunity for them to get terrific exposure to all of the top motorcoach companies in North America. Just take a look at our current sponsors to see who they would be joining with as important BISC sponsors. This is truly a great opportunity to expand their industry reach.

34

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35

President’s 2018 Goals Spring ABA Board of Directors’ Meeting

36

Goal(s)

Measure of Success/

Target Performance (entered at start of year)

Performance

1) Government Affairs and Policy - Develop the strategies to ensure that ABA achieves its legislative goals during transportation reauthorization - Work with the ABA Policy Committee to develop appropriate policies - Meet regularly with members of Congress, coalitions, the departments of Transportation, Homeland Security, EPA, OMB, the Administration, and others Regulatory Affairs - Work with the federal agencies responsible for bus safety including FMCSA, NHTSA, and NTSB - Work with other like-minded associations, organizations and coalitions on safety-related matters - Ensure that the GAP staff is fully engaged in the regulatory process and is networking with regulatory agencies.

- Provide appropriate policy development, oversight, and staffing, including outside resources when needed, to achieve success -Advance legislation on sleep apnea, insurance and other related items to slow or enhance pending regulations - Hold regular meetings and calls with the appropriate departments and agencies that impact motorcoach operations and travel - Through BISC and BusMARC, help educate agencies on the operational realities of the motorcoach industry and be proactive regarding safety operations and equipment - Develop and/or work with coalitions - Continually increase participation at BISC and BusMARC - Provide comments to pending regulations and review final and proposed rules to see if ABA comments were adopted - Identify the list of MAP-21 pending and proposed regulations, those that have been adopted, those that moved to proposed regulations, and where ABA’s input was considered Achievements 04/2018

• Led the effort to have the first joint ABA UMA fly-in, responding to member input and requests. More than 116 attended the event, the largest turn out for either association

• Continued reaching out to Members of Congress and Agencies. Established a mini fly-in to bring ABA leaders together with House and Senate Congressional leaders focused on transportation issues and infrastructure

• Working to develop strategies on those issues which we know Congress will address in 2018

• Continued work with FHWA and ABA’s counsel to identify federal toll roads where parity should exist between transits and private motorcoach operators. Received a list of roads in March

• Continued to engage Chicago motorcoach operators and the CVB to change the “party bus” law to exempt charter, tour and scheduled buses from the onerous requirements

• Provided information and guidance to bus operators regarding the new ELD requirements

5 Outstanding

4 Exceeds

3 Target

2 Mostly Meets

1 Does Not Meet

Weight

35%

37

• Continued efforts through the appropriations process to secure funding for security at bus facilities and used the appropriations committee to help block implementation of the Lease and Interchange regulations

• Working with the California Bus Association and California operators on the onerous regulations at SFO Airport

• Supported the efforts of Custom Coach in Maine against the Portland, ME transit system and the University of Southern Maine to push out the private operator

• Held a meeting with the Deputy Secretary of the Department of the Interior regarding the proposal to raise bus entrance fees by as much as 400 percent, and the impact of those increases on bus and tour operators, and the travel industry, especially those at gateway communities

Achievements 09/2018

• Made significant advancements with Intercity Bus Security Grants through congressional efforts and was able to get members of the House Appropriations Committee to support $7 Million in grants, a $5 Million increase. Currently working with the Senate to try and increase the appropriation when bills are conference, assuming no continuing resolution for appropriations

• Successful in working with the Senate introduced and including language in appropriations legislation that directed FMCSA to modify or remove the Lease and Interchange rule by December 2018

• Was able to get an amendment agreed to in the Senate’s FAA bill to establish a working group of airports and airport users, and develop a report on surface/airport related issues. This would be a significant step in addressing situations where airports are treating buses and their passengers as “second class citizens” by putting unfair requirements and burdens on private buses entering airport properties

• Maintained an active and engaged dialog with the National Park Service and other association partners to reduce the burdens of the NPS fee increases that are directed at tour operators and motorcoaches. In some cases these fees could be 4X the existing fees

• Immediately responded to Chairman Shuster’s outline to fund infrastructure by raising fuel taxes by 20 cents over 4 years and

38

eliminating the motorcoach fuel tax exemption of 17 cents, thereby increasing the tax on motorcoach fuel by 17 cents per gallon

• Continuing efforts to work with FHWA, operators and states on the tolling exemption that was adopted as part of the FAST Act. Currently in discussions with law firms to take the case to court in a specific state to set precedence

• Actively worked with a coalition of companies and associations on the Chicago “party bus” regulation.

• Raised $55,000 in BUSPAC funds and $4,500 in the GAP Administrative fund.


• Continued to work for additional $7 million in grant money for bus security grants and was successful in the House while the Senate would not agree to more than the existing $2 million

• By getting report language in the Senate’s transportation appropriations bill on Lease and Interchange, and by working directly with the FMCSA Administrator and staff, was able to push FMCSA to come out with a proposed amended L&I rule. ABA submitted comments to the proposed regulatory change and continues to push FMCSA to act sooner

• As an active member of a coalition working on airport access issues, was able to advance language in the FAA reauthorization bill that would force airports to sit and work with transportation providers on issues of mutual interest, including access

• Since the beginning of the year, when the National Park Service began discussing higher fees for groups and buses coming into parks, ABA has taken a lead role in meetings and lobbying the NPS, Department of Interior and Capitol Hill. We recently retained counsel, a former Bush appointed attorney with the Interior Department, to facilitate a meeting with the Deputy Secretary for Interior and the Acting Director of the NPS. That meeting led to a willingness to have further discussions to clarify and amend some of the proposed practices at NPS including charging CUA fees for tour operators and bus operators on the same trip

• Immediately following the elections, and prior to the end of the year, ABA staff began meeting with the newly elected chairman Peter DeFazio (D-OR)of the House T&I Committee, as well as with Ranking member Sam Graves (R-MO) on elements of the 2019 infrastructure proposals, which may be one of the few pieces of legislation the 116th Congress can agree

39

on. In addition, staff began meeting with Senate Environment and Public Works staff as Senator Barrasso (R-WY) will now be leading the Committee

• Tolling continued to be top priority and as directed by the Board, 20 letters were sent to various jurisdictions seeking information on how they were complying with he FAST Act that creates parity for intercity buses and transit buses on federally funded highways. Responses to those letters are just now coming back

• ABA has been actively engaged in the California Meal and Rest Break rules and working with FMCSA to preempt the requirement for interstate carriers. FMCSA recently came out with a preemptive action exercise their authority for trucks only and ABA is working with UMA and the California Bus Association to petition FMCSA to do the same with buses

40

Goal(s)

Measure of Success/


Performance

2) Meetings and Conventions - Make certain that Marketplace continues to be the dominant industry group travel show - Identify the trends and changes to the market that can have an impact on Marketplace net revenue - Create opportunities to enhance the perceived value of Marketplace to attendees - Achieve financial success by increasing attendance and sponsorships, and holding/reducing costs - Continue to look at opportunities to attract additional groups to be a part of the show and look at opportunities to “merge” shows - Secure cities to host Marketplace for 2018 – 2020 Communications and Publications - Develop a broad communications vision that supports all aspects of ABA and has a marketing focus - Maintain active relationships with trade and national media and communicate regularly on issues of interest - Continue to provide media support to all members and the motorcoach industry when significant events (accidents) or other crises occur - Complete and launch the ABA website redesign - Oversee all ABA publications, ensuring that content is member-driven and valued, and that advertising for all publications trends upward Membership - Expand the membership

- Work with the Strategic Marketplace Committee and staff to continue to grow Marketplace participation and maintain or grow net revenue - Continue to provide a Marketplace that creates perceived value for attendees - Begin to use technology, education, speakers, etc. to create a “must attend” atmosphere for operators and suppliers - Attract more overseas buyers to Marketplace - Attend state and affiliate association meetings, especially where opportunities to present are available - Review the direct and indirect impact on ABA membership of including participation of outside organizations and ABA councils - Make certain that ABA affiliate organizations are part of the membership strategy - Work with database vendors to see what new systems can be put into place and how quickly, and push TEAM to make changes - Regularly reach out to the bus and travel trades and national transportation media and get stories placed - Being available 24/7 and calling companies when we are aware of an accident - Reach out to other associations to look at communications programs that might be a model for ABA - Provide comparisons of web traffic for the old and new ABA websites - Work with publisher to increase net revenue, monitor their success, and make changes if necessary - Continually provide updates on net revenue from publications, less allocated internal costs Achievements 04/2018

• Held a very successful Marketplace in Charlotte with 3400 attendees and approximate net revenue of $1,710,000

• Attend multiple national, state and regional industry meetings including those in PA, MD, VA, WI, and UMA’s Expo

• Worked with video producer at Marketplace to further enhance ABA’s video and electronic capabilities

5 Outstanding

4 Exceeds

3 Target

2 Mostly Meets

1 Does Not Meet

Weight

45%

41

- Look for additional opportunities to get ABA’s message in front of existing members and prospects

• Launched two new councils in January: School Bus Council and the Asian Operators Council

• Provided assistance to 5 operators who had significant accidents both internally and using Kitchen PR

• Served as the industry spokesperson following multiple motorcoach accidents

• Providing assistance to TSA on a new training bus security video • Agreed to join Busing On The Lookout (BOTL), a nonprofit who is focused

on eradicating human trafficking • Appeared multiple times on Road Dog Trucking, a Sirius/XM show • Began restructuring ABA’s membership efforts. Membership staff now

report directly to the president. Retained Jeff Goldwasser to assist in identifying motorcoach operators for membership and utilizing Jeff’s relationship with them to bring them into ABA. Working with a membership consultant on membership materials and strategies and working with a personnel consultant to structure a compensation formula that motivates and rewards employees for increasing and retaining membership

• Worked with Impexium, ABA’s new vendor for an upgraded membership database, to ensure a launch in Q2, prior to Marketplace registration going live


• Made multiple trips to Louisville to prepare for the 2019 Marketplace • Made the final selection of the 2019 Marketplace charity to give back to

the community, selecting the Backside Learning Center at Churchill Downs • Working with sponsors on renewals of their 2018 sponsorship and

working with 7 new sponsors for 2019 • Integrating the new ABA database with the Marketplace appointments

and registration database to ensure the best possible outcome for attendees and for the ABA

• Modified the Marketplace education tracks to integrate BISC and BUSMARC to that attendees to Louisville see all the possible opportunities for education

• Hosting multiple webinars every month, some related to meetings and some related to topical issues facing the industry

• Restructured the membership department to report to the president • Added 177 new members since January 2018

42

• Because of the new member database and communications platform, ABA is now able to send more targeted messages and monitor open and response rates to better determine future methods of communications

• Began segmented campaign interests based on targeted groups • Worked with Communications staff to create a LET’S TALK message,

tagged to: Bus Operators, Hotels and Destinations, Parts and Equipment, and Tour Operators

• Hired a new Senior Director of Membership, Lia Zegeye, from the Automotive Care Association to lead future membership efforts

• Communications efforts focused on NPS fees and other legislative and regulatory issues supported or opposed by ABA

• Continued promoting the fact that ABA is everywhere, on behalf of its members

• Working through the new database and communications portal to get the right message to the right person and to help with recruitment efforts

• Working on a refresh of the ABA website, specifically the front page • Developed marketing automation techniques to help with

communications and membership with multiple paths, or responses, initiate a new path or response

• Put a Live Chat on the website to help members connect easier and faster during regular business hours

• Working on a potential video for driver recruitment that members can modify to fit their needs

• Working with the ABAF on a “Scholarship in a Box” product that can be sent to all members to assist with getting more students to apply for scholarships

• Taking scholarship winners’ testimonials and marketing them to members to show the connection between giving and the awardees

• Using ABAF members to promote giving to the silent and live auction • Responded directly and did interviews with multiple industry and public

media outlets • Provided crisis communications assistance to two ABA operators since

May • Increased participation in every social media outlet

Achievements 12/2018 Membership

43

• Following hiring of a Senior Direction or Membership, restructured the membership department and moved a staff member from the meetings department to support membership efforts

• Identified and reevaluated current membership policies and processes and began changing processes and focus from just recruitment to recruitment and retention

• Increased membership 120 members December 2018 vs. 2017. • Began surveying members who left the association and found that the

primary reasons were lack of engagement, the contact ABA had at the company had departed and/or lack of perceived value

• ABA is now encouraging members to take advantage of benefits and programs, engaging more individuals from each company, and connecting with members throughout the year, especially new members

• A customized and personalized approach to reaching members had been adopted along with tracking engagement of members, using the new database

• Doing more surveys of members, calling and one-on-one conversations with members is all helping to better understand members’ needs

• A new member packet was created that clearly lays out the benefits of membership

• An onboarding and orientation campaign was initiated that will touch new members monthly to ensure they are engaged and that they are retained

• ABA is reevaluating some of the meetings that we participate in to ensure the maximum return on our investment and looking at other meetings that can help advance ABA in underserved markets

• Engaged three new partnerships to add value to the member benefits. These included: Health Halo (healthcare); Perillo Travel VR; and AmeriFuel

• Developed a Master Prospects list to begin better identifying prospects Communications

• Communications continued working across all departments to help engage members, initiate messages to members an provide information to the media

• Drew media attention to the NPS issue and helped draw attention to ABA’s legislative efforts

• Working to personalize messages to members as opposed to blast notices • Tracking member engagement by looking at open rates, who opened

communications, forwarding rates. All of these new tools help to identify which members are actually receiving information vs. those who never look at it

44

• Developed and deployed the Let’s Talk campaign for use shows, in videos and as headers on some releases to engage member

• Continued the highly successful Chat function on the website. More than 400 members have used it and the Communications Department has responded to 1200 inquiries

• Further advanced the Bussing on the Lookout program to support efforts to stop human trafficking

• In December, launched a partnership with School Transportation News to create an operator award, that will be presented at the STN Expo

• Initiated a Meet Your Board Member campaign in response to members at the annual saying they do not know who the Board is

• Promoted Marketplace extensively and used social media to get out messages from the Marketplace Chair

• Distributed the Scholarship in a Box, printed materials that members can use in their place of business to promote the ABA Foundation scholarship program

• Assumed the responsibility for marketing and promotion responsibility for the annual census that is administered by John Dunham and Associates and created a homepage for the census to be easily accessed and completed online. To date it has generated 229 completed surveys, more than in 2017

• Launched a new platform for producing the Insider, using a new company, InLoop, that produces it at no cost to ABA. In addition, InLoop lets you choose the news you want to receive, then the system uses artificial intelligence AI, to help give you added content based on what you are reading and interested in

• Working with YGS, the ABA publishing contractor, to find ways to enhance revenue and save cost. One cost saving measure was to move the Insider out of YGS

Meetings and Education • Working to ensure a successful Marketplace in Louisville • Made numerous trips to Louisville working with CVB and convention

center staff and members as well as understanding the capabilities of the new convention center

• Brought on 18 new Marketplace sponsors while retaining 90+ percent of last year’s sponsors

• Identified a Marketplace Gives Back local charity, The Backside Learning Center

• Celebrated 30 years of the CTIS program 45

• Added new members to the Women in Buses Council and working to enhance the program with an operator-centric focus

46

Goal(s)

Measure of Success/


Performance

3) Financial/Oversight - Manage the ABA, ABAF, NBTA and auxiliary budgets under ABA management, ensure timely reporting, and work with investment managers at TD Bank - Work with the ABA and ABAF Treasurers, and with the Finance and Budget, and Investment Committees

- Achieve a net revenue number that matches or exceeds the annual budget - Hold annual meetings or finance-related committee meetings with detailed reports, and hold meetings with TD Bank staff to review investment policies and results - Work with the ABA auditor to ensure a “clean” audit with no management issues or management letter - Provide regular updates on ABA’s financial position to the Treasurer, and Finance and Budget Committee Achievements 04/2018

• Completed the 2017 audits and did not receive a management letter for ABA, ABAF or the NBTA

• Worked both with TD Bank and with Sandy Springs Bank to ensure the best returns and productivity at the lowest prices

• Transferred $100,000 from the ABA operating account to ABA’s reserve account to continually repay the account and replace the money that was used for purchasing 111 K Street, 9th Floor


• Continued to look for efficiencies in operating ABA through new vendors • Coordinated a member-driven review of ABA’s investment management

services, selected a committee and interview new investment managers for ABA reserves and ABAF investments, met with the Committee August 16, and began working with final firms to make a final recommendation

• Moved multiple ABA and ABAF accounts to Sandy Spring Bank to save $1,000s in fees


• Successfully moved ABA and ABA Foundation to Goldman Sachs • Completed year-end financials prior to mid-January to prepare for Board

meeting and the annual audit • Exceeded budget due to year-end expenses for Board, legal and

legislative programs • Held one face-to-face meeting with Goldman account managers to

discuss the management and future needs of funds for ABA and ABAF

5 Outstanding

4 Exceeds

3 Target

2 Mostly Meets

1 Does Not Meet

Weight

10%

47

48

Goal(s)

Measure of Success/


Performance

4) Special Programs and Projects - Provide leadership to the ABA Foundation - Create meaningful and valuable programs around BISC and BusMARC - Continue to attract new organizations to be a part of ABA (like Skål and FMA) that add revenue and expose companies to ABA - Work with GroupConnect and Info Tree (the contractor/partner with GC) to keep the focus on getting the product user friendly and accepted, and expand the marketing efforts and number of users

- Work with IMG to ensure participation at BISC every other year - Survey BISC and BusMARC participants to determine the perceived value of both programs and provide input to the planning and scheduling - Work to ensure BISC and BusMARC are self-sufficient through registrations, reduced costs and/or sponsorships - Work with other small organizations to incorporate them or provide support, if it fits with ABA’s overall mission - Continue to see that GroupConnect is revenue neutral or positive, and increase the number of active users Achievements 04/2018

• Held very successful BISC and BusMARC meetings in Charlotte, attracting more than 253 and 66 respectively

• Included IMG with the 2018 Marketplace, adding another 200 attendees to the meeting

• Raised $23,960 at Afterglow, $101,050 at the live auction and $41,010 at the silent auction

• Worked with John Dunham & Associates on the 2016 motorcoach census and revised the bus manufacturers’ quarterly survey to include state sales data

• Secured additional BISC sponsorship of Prevost • Began discussions with BusWorld and their interest in holding a BusWorld

show in North America with a soft launch in 2020 and a significant show in 2021

Achievement 09/2018 • Held excellent summer BISC and BusMARC meeting with 165

professionals attending BISC and 65 attending BusMARC • Working with IMG on the 2020 Marketplace participation agreement • Significantly expanded BISC and BUSMARC sponsorship during the

summer meeting • Continued efforts to streamline work on behalf of Skal to ensure

continued participation without going beyond the scope of work and pulling ABA staff from other assignments

5 Outstanding

4 Exceeds

3 Target

2 Mostly Meets

1 Does Not Meet

Weight

5%

49

• Reached out to other state associations regarding management of their meetings and back office

• Began discussions with Prevost and Hard Rock regarding the 2019 Afterglow event

• Held a very productive and focused ABA Foundation meeting in September in DC to work on all aspects of Foundation, including research, scholarships and giving

• Working with the ABAF chairman and others, secured commitments from 2 donors to contribute $500,000 for research, based on receiving $1 Million from other donors


• Held the third successful BISC West in conjunction with CBA, with over 120 attendees

• Hosted a meeting of 7 associations at ABA to discuss how to better work together on various issues and the changing industry. They included: OMCA, IMG, Trailways, NTA, ITTA, SYTA, UMA

• Developed and distributed materials to every member to promote the ABAF Scholarships

• Worked with John Dunham and associates to revisit the 2017 census data collection survey and increased marketing efforts, together with UMA, to get additional participation by operators

• Began the process of soliciting members to support ABAF fundraising efforts

• Reached out to multiple state and travel organizations about the possibility of ABA providing services to them or managing all or parts of their organization

50

Goal(s)

Measure of Success/ Target Performance (entered at start of year)

Performance

5) Organizational Management/Strategic Planning - Maintain an effective and engaged staff that is responsive to the needs of the association and membership, engaged in all aspects of ABA, and works as a team - Look for additional ways to leverage technology to enhance the member experience and to provide valuable content for members - Work with the ABA leadership to create a strategic planning session over the next 12 months - Look at opportunities to outsource, where those opportunities create efficiencies while maintaining effectiveness

- Match the staff with the needs of ABA, make changes where needed, and ensure stability - Continue the annual process of reviews, looking at staff self-evaluations and department evaluations to understand the level of engagement, strengths and weaknesses of every employee Achievements 04/2018

• Hired one staff member to replace Zoe and moved Brad to the Seth position and currently hiring for three positions in communications, meetings and membership departments

• Working with staff to be trained on the new AMS system • Regularly reviewing and holding staff to follow the strategic plan


• Looking at every aspect of the meetings efforts to ensure that they continue to operate at full capacity while Lynn is on leave

• Held multiple internal meeting on the new membership database and met with the company that sold it to ABA to discuss concerns

• Working with each department to see if there is a way to streamline the activities of each department so ensure each department is focused on member services, government affairs, communications, member sales and retention, and revenue and cost containment

• Continuing to review and revise actions to track the goals of the strategic plan


• Began discussions with two outside consultants to review various staffing needs and programs to ensure maximum effectiveness of programs

• In addition to new hires in 2018, maintained existing staff and utilized performance metrics to ensure productivity

• Continually using the new database, Impexium, to improve outreach to members by personalizing communications and targeting messages to specific audiences

5 Outstanding

4 Exceeds

3 Target

2 Mostly Meets

1 Does Not Meet

Weight

5%

51

• Reviewing outsourcing opportunities for at least one of ABA’s current projects and considering others to support existing staffing efforts

• By bringing all staff into the American Society of Association Executives membership (through a special offer) creating additional educational opportunities and resources for staff at every level

52

American Bus AssociationStrategic Plan Draft

2018-2020

Prepared by Rick GoldsteinKensington Consulting Group, Inc.

53

Mission

ABA is committed to maximizing the success of its bus, tour and travel members by:•Representing industry in the government policy arena•Facilitating industry buyer-seller interface•Support industry through engagement, research & education of members to help improve their success

The mission is the fundamental purpose, which is consistent over many years

DraftNew

Mission

Integrated set of choices designed to meet

objectives

Why we exist

Strengths, weaknesses,

opportunities & threats, vs. marketplace,

shapes the strategic focus

How we track progress as we implement the

plan

Specific desired

outcomes

Strategy

Mission SituationAnalysis

StrategicObjectives

BalancedScorecard

54

Strategic Objectives

1. Provide a unified, influential voice with a focus on key issues that impact our members

2. Engage and grow ABA membership 3. Deliver the leading marketplace for member buying/selling4. Support the work of the ABA Foundation5. Publish information to advance the bus and travel industry6. Evolve the ABA organization capabilities to meet member needs

Specific results which can be measured. May change in 3-5 years.

StrategicObjectives

Integrated set of choices designed to meet

objectives

How we track progress as we implement the

plan

Specific targets

Strategy

StrategicObjectives

BalancedScorecard

Why we exist

What we believe, how we behave




Mission & Values

SituationAnalysis

55

Summary of Strategy

Serve as an indispensable resource for:• Motor coach industry advocacy• Facilitating member buying/selling through

Marketplace and other opportunities

Summarize strategic intent

Strategy

Integrated set of choices designed

to meet objectives

How we track

progress as we

implement the plan

Specific targets

Strategy

StrategicObjectives

BalancedScorecard

Why we exist

What we believe, how we behave




Mission & Values

SituationAnalysis

56

Government Affairs1. Strategic Objective: Drive the legislative and regulatory oversight framework at all government levels to eliminate the obstacles and promote the success of our industry

Targets for 2020

Change/modify existing regulations: report on successes

Legislative impact on industry: report on successes

Staff Engagement

Prevent onerous/burdensome regulatory actions: report on successes

Resource management in support of Government Affairs targets

Strategies

Staffing: Maintain a strong internal group complemented by use of outside counsel

Added K&L Gates in addition to Capitol Tax

Create member engagement & understanding, so they participate in advocacy efforts

Open operator meeting at Annual Meeting & Marketplace to increase participation – All are invited to the state association meeting at Marketplace.

Continued associations’ meeting in 2018 and beginning outreach now to state associations to hold a meeting in 2019 and holding quarterly calls with associations and the GAP staff attends many state association meetings

Orchestrate one on one member meetings with targeted legislators and regulators - Held targeted Congressional transportation leadership meetings with ABA leaders

Coalition building to enhance our positions

Seek to provide unified voice (Re-engage with UMA on coordination) Continue to meet with UMA, regularly participate on panels with UMA staff, held 2018 joint fly-in

Gather and use data that supports our advocacy efforts – Data Access issues, National Parks, Airport Access57

Government AffairsStrategies

Conduct research to support policy development in coordination with the Foundation with the objective of repealing/modifying regulations and preventing promulgation of burdensome regulations

Ongoing evaluation of opportunities and threats that could have policy impact

Staff Engagement

Monitor/Review Executive Branch regulatory reform efforts

Review existing regulations; identify regulations for repeal/modification; communicate list to appropriate agency or file petition – Submitted list of regulations for repel or modification to the Trump Administration with the input of members

Track government-wide, agency new administrative actions, engage in rulemaking process as appropriate

Develop/enhance agency relationships

Participate in advisory groups, negotiated rulemakings and other agency meetings – ABA holds seats on the FMCSA Advisory Council and the Travel and Transportation Infrastructure Committee. FMCSA Administrator spoke at the Spring Board Meeting and at the Summer BISC Meeting. ABA met with the new FMCSA general counsel.

Facilitate agency information gathering

Engage ABA membership in efforts to identify regulation for repeal/modification

Educate ABA membership on new administrative initiatives and engage membership in rulemaking process, as appropriate – Ongoing with ELD education. Email updates, conference calls, alerts and briefings on other issues including National Parks fees and the fuel tax.

Enlist Congressional support as necessary – held meeting and hosted fundraiser for Congressman Yoder, a supporter of security grant funding.

Provide scheduled reports on leadership and membership (and unscheduled reports, as appropriate) on regulatory activities to ABA leadership – Monthly GAP newsletter to Board and others, Board reports, tolling memos, and updates on tax reform, infrastructure plans and National Park fees.

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Government Affairs

Strategies

Staff Engagement

Working with ABA leadership, develop/identify ABA legislative policy objectives, including opportunities and threats

Monitor and track legislative activity, seek alignment with ABA policy objectives

Educate and work with legislative offices for support

Work with industry leaders to build, support and advance beneficial legislative activity or defend from negative legislative activity

Pursue coalition building to enhance policy positions – National Park fees, FAA and airport access issues (NAPITA), Unrelated Business Income Tax

Continue to maintain and grow BusPAC, to support participation in Hill related events - $60,500 to date

Participate in Hill events and policy initiatives around D.C. : hearings, round tables, forums

Continue to grow and improve Fly-In participation – Held a joint ABA/UMA fly-in in April 2018 with more than 116 attending, the largest of any industry fly in. Working on 2019 joint fly-in

Identify and facilitate research in support of legislative positions

Maintain strong internal communication, within GAP and ABA generally to ensure proper coordinator and effective execution

Continually evaluate capacity of GAP staff

Ensure availability of appropriate information resources/services – Training, PAC software, subscribed to Bloomberg

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Government Affairs

Strategies

Staff Engagement

Identify need for external resources (e.g. consultants, counsel, lobbyists) – K&L Gates, Capitol Tax and Rick Schweitzer

Work with state/regional association partners to expand resources and reach – Attending and sponsoring every state motorcoach association, when possible, and working with individual associations on common issues (examples: Midwest Motorcoach Assn. on the Chicago party bus ordinance)

Continually evaluate/seek opportunities to build additional legislative/regulatory resource capability at existing ABA events (e.g. Marketplace, BISC, BusMARC etc.)

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Engage and Grow Membership Base

2. Strategic Objective: Continue overall membership growth with focus on all current segments of the motor coach and travel industry – Moved membership to separate department. The membership department will continue to be heavily coordinated with the meetings department.

Targets for 2020$ Dues Revenue (TBD)Number of members by segment

Associate Suppliers 217 Tour Operator 405Bus Operator 726Travel Industry 2,107

3,455 (compared to 3,331 overall membership in 2017)Membership retention 90%+Member engagement measured through association management (database) system (AMS)

Via Informz- a 3rd party marketing communications platform, we have instituted new procedures to help recruit, track campaign analytics, engage and retain members by segmenting content by contact’s interest.

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Strategies

Recruiting Target potential members to attract to ABA in each membership category Segmented prospect campaigns targeted:

2018 ABA- UMA Fly-In: Motorcoach Operators New England area Motorcoach Operators Miami, FL: Tour Operators/Receptive Operators/ Hotels Kentucky: Hotels/DMOs/Museums 2018 Group Tour Media Magazine Tour Operator II leads:

SC,TX,PA,MD,NC,IL,PA,OH,LA. FL,MI,ME, IN, NY

Staff Engagement Conduct pop-up calls to members per category to discuss ABA value. Use these findings in future promotional materials

Capture deeper information on members/prospects with new AMS system Use promo codes to determine effectiveness of campaigns We have begun to utilize promo codes as a method to identify the source of new members and potential

market trends.

Segment travel types and target for membership using detailed operator member profile information

Targeting members in states and regions where staff are attending other meetings Focus on the growing tour operator segment (buyers); define different types of tour operators (buyers) and

determine membership types/levels when appropriate – The Membership Department has placed a priority on the Tour operator/Buyer segment by targeting potential members from these industry conferences: 2018 Discover New England conference, IPW (US Travel) and Ontario Chinse Inbound Tour Operators.

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Engage and Grow Membership BaseStrategies

Target potential members to attract to ABA in each membership category, cont.

Staff Engagement Use Foundation research to enhance and serve DMO segment, national chains and corporate groups Conduct a campaign to attract new travel members; utilize existing DMO’s and schedule meetings with

prospects at their facilities Utilize one on one membership efforts with existing members reaching out to prospects – Staff will be more

strategic in identifying existing member relations with prospects Target council members who are not members of ABA – Creation of the School Bus Council has enabled

ABA to reach out to school bus manufacturers and school bus operators who also own motorcoaches. Bus manufacturers have already expressed an interest in participating

State Associations and industry Meetings/Events

Staff Engagement Obtain conference attendee lists for member/nonmember for post conference follow up – Staff is making a

point of getting lists and following up with attendees immediately after each meeting Membership staff to attend state bus and travel association meetings when appropriate – Attending every

meeting where ABA is invited ABA to sponsor industry meetings and hold “on the road” events Information packet and target lists given to non-membership staff who are attending meetings

ABA staff provides the Membership Department with an attendee’s list for membership prospecting when available. In addition, non-membership staff are provided membership collateral specific to the audience they are reaching out to.

Partner with state associations to offer dual memberships Find ways to keep ABA memorable post-events and/or meetings

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Engage and Grow Membership BaseGeographic and market segments where we are underrepresented

Staff Engagement Use existing data in coordination with ABA’s database to identify underrepresented geographic locations or areas

and target companies within those regions Use future Annual Meeting & Marketplace cities as locations for ABA On-the-Road and identify potential

businesses for membership Membership has current membership campaigns targeting nonmembers located in the Kentucky area.

At travel/tradeshows, schedule appointments with prospects prior to show attendance – Membership has utilized appointment based prospecting at three of the industries largest shows:

Travel South – Biloxi, LA IPW (US Travel) – Denver, CO SYTA – Baltimore, MD

Use BISC and BUSMARC as a resource for new members and schedule meetings with non-member attendees BISC and BUSMARC have been instrumental in providing new Motorcoach Operators and Vendors (Parts and Services,

Finance, Insurance) into the membership prospect pipeline.

Member-to-member recruiting

Staff Engagement Re-energize membership committee with new Member Get A Member campaign Conduct incentivization outreach to increase ABA promotional efforts – Where appropriate, to attract targeted

operators to take appointments at Marketplace, incentives are offered Send personalized messages to prospects identifying existing ABA members in to establish credibility Use ASAE’s Marketing & Membership “Collaborate” portal to get suggestions on Membership Committee

activities/duties to see what other associations are doing to make their Membership efforts effective Membership continually utilizes ASAE’s Collaborate Communities: Greater Washington/National Capital

Community, Membership Marketing, Marketing Section, Sales & Business Development, and Trade Association to identify impactful trends in the marketplace.

Use existing committee members to build comradery with new members to help build a strong, ongoing relationship with the ABA (reinforcing our presence in North America)

Assign ambassadors in segments of the country and utilize them to help recruit in their areas Provide incentives to recruit new members and Marketplace buyers

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Engage and Grow Membership Base Recruiting, cont.

Hire/allocate a dedicated sales person to do membership recruitingStaff Engagement

Currently we have 2 full-time sales people – Using a consultant to help develop membership strategies, engaging Jeff Goldwasser to help reach bus operators, considering a western consultant to help reach out to tour operators, travel prospects and motorcoach companies. Hired Lia Zegeye as the Senior Director of Membership. She was previously Director, Member Relations at the

Auto Care Association.

Use CEO more to help sell (personalized letters, phone calls, meetings, ,etc.) Peter has been featured more often in email prospecting campaigns (cold emails/areas where he‘s

speaking/appointment requests); personalized letters to specific audiences; phone calls, as well as within the member renewal process.

Segment sales by region - This strategy may change depending on the strengths of personnel

Use manufacturer sales force as an extension of ABA with appropriate commissions/incentivesStaff Engagement

Incentivize bus manufacturers’ finance, insurance and sales staff to attract new bus operator members

Direct communication efforts to support membership, recruitment and retention efforts Weekly communication to members with tips and benefits Generate targeted messages to members with relevant issues Utilize AMS to track the success of membership campaigns Ensure staff is informed of ABA’s recruiting goals, efforts and incentives – All staff will be kept

informed of progress and new members that come in to ABA65


Marketing

Publicize our story and fully use social media marketing and interactive communications

Social Media - Facebook & Instagram: In collaboration with the Communication's Department, Membership is targeting Facebook & Instagram communities and is aggressively pursuing companies that are not ABA members.

Staff Engagement

Share member stories from all segments of membership through close coordination with the Communications Dept.

To utilize media platforms and ABA’s communications’ vehicles to increase promotional exposure

Monitor social media to recognize and engage with members

Utilize a marketer or marketing firm to create new membership materials

In collaboration with the Communication's Department, new collateral materials have been created: membership applications, membership brochures, tradeshow pop-up banners and various sections on the website have been revised.

Electronic platform for member communication

Staff Engagement

Utilize AMS system to create member groups and communities

Collecting and sharing member operational issues and solutions

Staff Engagement

Utilize AMS system and other resources to create a content and discussion platform for ABA members to exchange information and solve problems66


Membership satisfaction surveys

Staff Engagement

Utilize AMS system to understand member engagement and score satisfaction with the goal of developing better ways connect with members – Currently utilizing the new email system to analyze email open rates

Additional Valued Services: Scholarship programs, Best practice sharing, Councils, Training programs

Staff Engagement

Continue to create new educational and networking opportunities through Women in Buses – All Councils will be asked to create opportunities to attract additional members

Continue to utilize MKPL education speakers to create more educational opportunities for members

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ABA’s Annual Meeting & Marketplace

3. Strategic Objective: Deliver the leading marketplace for member buying/selling

Targets for 2020

$$ growth – maintain net revenue by reducing expenses

# of Attendees – Grow paid attendees and tour operators taking appointments by 10 percent

ROI for attendees

Strategies

Staff Engagement

Target messages to each segment to increase participation

Utilize AMS to create targeted messages

Create and implement membership target categories (using titles) to customize messaging for a more personalized experience – Targeting Marketplace email communications based on segments such as previous Marketplace attendance

Utilize AMS to track member engagement and reward participating members

Employing gamification options and creating a point system that rewards with engagement opportunities - Tracking email opens.

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ABA’s Annual Meeting & Marketplace Strategies, Cont.

Require Board members to actively engage and participate in the product show and encourage operator participation

Staff Engagement Create panels/roundtables utilizing board members – Held panel at 2018 Marketplace on industry trends,

focusing on technology. Planning future panels

Develop pre-show plan for board members to assist in marketing

Use testimonials from board members to promote the show – record videos at Marketplace and other events promoting benefits

Require board members to work membership booth

Engage and attract the big 10 tour operators with individualized offers for each

Staff Engagement Survey travel industry members to identify operators that they would like to see at ABA events

Set up personal calls/meetings with ABA’s CEO to encourage Annual Meeting & Marketplace attendance – Called targeted list of members

Personally invite operators, pair with an ABA mentor and incentivize when appropriate

Create more reasons for manufacturers/suppliers to be at the Annual Meeting & Marketplace and grow the associate/equipment side participation to attract more operators

Staff EngagementCreate a robust one day exhibit show making ABA’s Annual Meeting & Marketplace a “must attend” event for operators

Re-examine RFP guidelines for timing/space

Draft budget that includes incentives and giveaways for associates

Examine associate full-week participation 69

ABA’s Annual Meeting & MarketplaceStrategies, Cont.

Staff Engagement

Create incentives for manufacturers to bring their operators and vendors

Meet with the manufacturers to determine appropriate incentives for their customers and themselves

Encourage manufacturers and vendors to meet at MKPL by providing appropriate space

Sell as sponsorship package and include product showcase time

Review BISC and BusMARC schedules to allow more educational opportunities and time on the floor

Conduct vehicle and vendor specific training on MKPL floor

Develop product showcase speaking events and use these as sponsorship opportunities

Operator exclusive special event along with educational offerings to draw more operators – Exploring creating a legal conference for CEO’s.

Staff Engagement

Utilize council meetings as educational opportunities for operators

Focus on operational education by expanding the definition to include technology, sales/marketing, small business training outside of BISC and BusMARC meetings

Create and implement a certification program for bus owners that set them apart as a trustworthy industry leader – Exploring the creating of a certification program for BISC and BusMARC

Hold education sessions on the floor that help drive the bottom line (business, insurance, financial, sales) –Education Bites

Conduct vehicle specific/vendor specific training at winter meeting

Develop product showcase speaking opportunities Promote the appointment show and how the tour operation can enhance a bus company’s business

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Strategies, Cont.

Report on ROI and publicize this to attract additional travel participants

Staff Engagement

Utilize post-marketplace research to capture sales and distribute information using a trusted third party

Employ Foundation research to help members justify their budgets and participation – ABA annually conducts an ROI study to measure the value members receive from Marketplace

Continue flexible pricing model

Staff Engagement

BOGO for bus manufacturers/vendors

Maintaining competitive exhibit space pricing with other shows – pricing remains competitive with othershows, including UMA, NTA and SYTA.

Re-evaluate sponsorship program and pricing

Target value-added services e.g. buyers event for operators/equipment suppliers

Staff Engagement

Create exclusive events for Buyers to network (not just breakfast)

Operator to operator sales options

Operator sharing sessions

ABA partners should have “show” specials and should be present at MKPL

Create engagement that programs that encourage operator booth attendance71


Strategies, Cont.

Partner with other shows/events; explore, determine best fit: reach out to their participants – Exploring a partnership with BusWorld to create a North America bus and equipment show , modeled after BusWorldin 7 other locations.

Market the show to communicate the benefits to all target audiences

Staff Engagement

Utilize social media and communication department

Use technology to create mechanism for year around member-to-member engagement

Staff Engagement

MKPL webinars should only be for MKPL attendees

Create year-round access to operators who attend

Give attendees year round access to the MKPL complete research database

Utilize the “Marketplace App” all year

Consider an ABA App as the umbrella software application to help members connect year round

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Foundation*4. Strategic Objective: Support the work of the ABA Foundation

Targets for 2020

Strategies

Communicate the Industry’s impact using Foundation’s data to enhance the advocacy efforts and support membership

Staff Engagement

Create weekly #FoundationFriday Social Media posts – Foundation Fridays were an active part of the 2018 Auction activities

Blog monthly to highlight a Foundation project, Scholar, or ABA Foundation donor/sponsor

Brand ABAF Research to highlight recent studies and impact reports

Engage and inform the ABA Foundation Board of Governors more effectively through quarterly conference calls to update on the Foundation’s ongoing projects

Coordinate with Foundation on research initiatives that will support advocacy

Staff Engagement

Include ABA GAP and Communications staff members in regular meetings – and Meeting staff

In coordination with GAP to develop specific research projects – and promote the need for insustryresearch.

*This strategic planning process was focused on ABA. The ABAF will conduct its own strategic planning exercise at a future date.73

Foundation

Strategies, cont.

Take a lead role in promoting and supporting fundraising efforts for research and scholarships

Staff Engagement

Bolster the Foundation Scholarship program through mailing campaigns highlighting testimonials from student recipients – The 2018-2019 scholarship participation was one of the highest to date. Reach out toprevious scholarship recipients to use for marketing pieces. Create “scholarship in a box” to promote the scholarship program.

Begin the outreach to current and past donors to fund specific research projects that benefit advocacy –Develop a capital campaign to match contributions from an anonymous donor

Invest in staff to support research function

Staff Engagement

Continue utilizing outside research firm – Also looking at other research firms (MJ Bradley & Associates for an environmental study).

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Publishing, Communications and Social Media

5. Strategic Objective: Communicate to the bus and travel industry about ABA, its members and destinations with tour products, best practices, trends, advocacy

Targets for 2020

Members Satisfaction with ABA pubs – Will be sending a publications survey by the end of the year and have already reconstituted the Communications Committee to be an editorial board and ensure the right stories and messages are crafted

Creating positive awareness, member engagement and advocacy – Through social media, press releases, etc.

Readership including web, circulation, etc.

Advertising $ and net income - Actual net proposed by YGS for 2019 is 128,000 but we believe we can increase that by changing the ABA Today and by moving the Insider out of YGS

Outreach to mainstream and trade media

Maintaining a balance between member information value and generating net income

Staff Engagement

The Strategy will be developed using core principles with added emphasis on relationships, partnerships, accountability and results:

Focus on clear objectives and key audiences

Cultivate partnerships with media, regulating agencies, and other associations in the transportation, travel and tourism industry – Busing On The Lookout and Our Roads, Our Safety

Ensure even greater cooperation and sharing of best practices between the national association and state associations

Develop qualitative metrics for tracking results and success – The new database and email system can track open rates and what people are reading

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Publishing, Communications and Social MediaStrategies

Maintain and deliver a portfolio including magazine, membership directory that add value

Where possible, create income from the communications/publications portfolio

Use/include all media channels including traditional print publications, digital and social media

Identify and create/source the right content to match member needs/interests to promote member awareness and engagement – Hired a new marketing associate to help craft messages

Support members with crisis communications – Helped 5 members since the beginning of 2018

Staff Engagement

Advocacy: Drive legislative and regulatory oversight framework at all government levels to eliminate obstacles and promote the success of our industry

Work with GAP on priorities and develop strategies built around them to enhance Advocacy’s impression on influencers – Survey on fuel tax, NPS fees

Promote GAP efforts through email and social media channels to inform and engage members in advocacy efforts

Collaborate with to GAP to create webpages that educates members, government officials and decision-makers on issues important to ABA and the industry

Help build coalitions with other associations and government agencies to promote industry’s safety and security objectives as well as ABA’s reputation and influence on Capitol Hill and governing agencies

Develop media-ready statements on issues that ABA has taken a stance on

Utilize relationships with trade and mainstream media to promote ABA’s voice on issues76


Staff Engagement

Membership

Continue overall membership growth with focus on all segments of the motorcoach, tour and travel industry

Work with membership team to design and implement strategies that compliment membership sales team’s objectives

Promote ABA as the only association businesses in the motorcoach, tour and travel industry need to belong to by publicizing ABA’s story, benefits, etc.

Showcase ABA’s breadth and reach in the industry by showcasing ABA’s presence and leadership at conferences and meetings across the country. #ABAEverywhere #ABAWorkingForYou

Produce content to promote ABA benefits utilizing hard mailings, emails, social media and other platforms to reach a larger audience of members and potential members – All efforts are being made to create a new campaign to reach and communicate with members that has an Amazon/personalized feel to members and prospects. Created new pop-up banners for trade shows that reflect the new campaign.

Utilize social media campaigns to target audiences that are in the industry

Show how ABA promotes its members to consumers – Created Heroes of the Industry where we promote member community service on the website and in Destinations

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Staff Engagement

Annual Meeting & Marketplace – A twitter board was added at Marketplace this year to give members the ability to engage with the show and with each other upon arrival

Deliver the leading marketplace for member buying/selling

Work with Meetings to develop strategies and partnerships that help promote or market the Annual Meeting & Marketplace to a wider audience leading to increased recruitment

Communicate the benefits of attending the show geared to different segments

Utilize social media ad campaign to target potential attendees

Promote the show and its value on social media channels and in publications

Develop attendee referral videos to use throughout the year

Utilize speakers as ambassadors for the show, have them create videos

Develop a user-friendly, engaging show website – Exploring creating a Marketplace microsite

ABA Today will now be under the Communications Department.

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Staff Engagement

ABA Foundation

Work with Foundation team on strategies to best engage members on both the scholarship side and research side of priorities – Plans are to ramp up the scholarship promotion with a kit to members that will have cards, poster and other tools to engage their employees in applying for scholarships

Communicate the industry’s impact utilizing the Foundation’s research data to help enhance advocacy efforts, support membership and build ABA’s reputation – Revamping outreach to promote Motorocoach Census participation

Work with the Foundation team on communications such as press releases, letters and solicitations, and promotions – Scholarship recipient stories promoting the program and encouraging donation

Promote the Foundation’s fundraising efforts through social media channels and publications utilizing videos, blogs and announcements

Publishing, Communications and Social Media:

Communicate the value ABA contributes to the industry and its members

Develop strategies for major ABA programs and refine strategies as needed to create the biggest impact on members and influencers

Develop positive relationships with trade and mainstream media to establish ABA as the industry leader and go-to resource on all things related to motorcoach, travel and tour issues – Growing relationships with NEW media – Bloggers – while continuing to work with trade and mainstream media

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Staff Engagement

Publishing, Communications and Social Media, cont.

Maintain and deliver a portfolio including online publications, magazine, membership directory that add value

Utilize all media channels including traditional print publications, digital and social media to promote ABA, its membership and the industry's impact – Added the Tour Stop in September 2017 to cater to and target travel members. Examining current newsletters and looking at other platforms, including In-Loop, SmartBrief and Multiview

Create the right content to match member needs/interests to promote member awareness and engagement

Provide media support to members dealing with a crisis

Contact or respond to all members involved in any form of crisis and offer to assist with their media efforts the media for them

Grow social media channels members by engaging ABA members and potential members through advertisements, interesting posts and being responsive – Grew social media by 4.1 percent since December 2017

Maintain a provocative website that serves as a resources for all things ABA and in the industry, encouraging them to stay on longer – Working on revamping homepage and exploring an update to the entire site

Promote ABA and benefits of membership to attract new members as well as engage current members across all media platforms

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Staff Engagement

Resources & Tools

Leverage our members into a community that is readily available to respond to media inquiries as well as calls to action on Capitol Hill

Utilize digital social tools as well as traditional tools for outreach to our constituencies such as the ABA website, LinkedIn, Twitter, Facebook, and media databases

Mobilize and utilize ABA Communication, GAP and other committees as well as our councils

Developing deeper and more productive relationships with both mainstream and trade journalists

Continuing to enhance our digital and online activity, through new innovations

Utilize a database of industry statistics as a resource library about the impact of the motorcoach, travel and tourism industry on the U.S. economy

Working Across the Network

Cultivate relationships and membership with the state associations so they are on board with our marketing and communication activities, as well as political grassroots

Maximize the benefits of working together across the country as we deliver this strategy, keeping in mind the unique characteristics of each individual state association as we deliver this strategy

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Organizational Capabilities

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ABA Finance Department

Revenue, excluding investment income, totaled $6,265,000 through 12 months ending December 31, 2018, up $8,000 from $6,257,000 through the same period in 2017. However, actual revenue was approximately $267,000 lower than budgeted for in 2018 due to lower revenue at Marketplace and the continued decline in advertising revenue in ABA’s publications.

Expenses through the 12 months of 2018 were $6,455,000, compared to a budget of $6,466,000, and an increase of $275,000 over the prior year. As a result of the missed revenue, ABA experienced a net loss of approximately $190,000, compared to net income of $84,000 in the prior year. These numbers do not include investment activity.

Current assets at December 31, 2018, consisting of cash, accounts receivable, prepaid expenses and investments total $7,471,000 compared to $7,707,000 last year at this time. It should be noted the investment balances included in these amounts are as of November 30, 2018, as year-end statements were not available at the time these reports were generated. In April 2018, prior to the Spring Board Meeting, ABA transferred $100,000 from its operating account to its reserve account per the decision to build up the investment reserves. This is the 7th consecutive year ABA has contributed $100,000 to the reserve fund in its effort to replenish the funds used to purchase its office condominium. ABA currently plans on contributing an additional $100,000 in April 2019, prior to the 2019 spring meeting.

ABA Government Affairs and Policy (GAP)

EXECUTIVE SUMMARY – January 2019

In support of ABA’s Strategic Plan Objective for Government Affairs & Policy, the Government Affairs and Policy Division (GAP) continued to aggressively engage in both legislative and regulatory matters, pursuing its 2018-2020 ABA Strategic Plan targets. In terms of legislative activities, following a slowdown in legislative activities leading up to the mid-term elections, during the lame-duck session GAP’s advocacy efforts focused on ensuring the achievements made on key FY 2019 appropriations objectives were included in a final funding package at close of Congress. These achievements included language in the House FY 2019 transportation appropriations bill to prohibit FMCSA from using funds to implement the 2015 lease & interchange rule, a funding level of $7 million for the Intercity Bus Security Grant Program in the House FY 2019 homeland security appropriations bill, and language in the report to the FY 2019 Interior appropriations bill concerning the commercial use authorization (CUA) program at the National Park Service. Unfortunately, agreement on a final funding package (or even an extension of funding) could not be reached between the President and Congress by the end of the 115th Congress, which has now led to the partial government shutdown and imperiled two of the three ABA objectives. The report language concerning NPS remains viable; however, if there is no final Interior appropriations bill, the relevance of the language is diminished. As well, little to no progress was made on two other ABA legislative objectives: airport access and data access. Congress did pass a legislation to reauthorize the Federal Aviation Administration, however it did not include the ABA sponsored amendment in support of airport access due to strong opposition from regional airports. As well, although the ABA supported data access amendment was included in autonomous vehicle legislation, opposition to other elements in the bill kept it from passage before the close of the Congress. During this period, with renewed interest in infrastructure, GAP did considerable outreach to both House and Senate offices and the U.S. Department of Transportation, laying groundwork for policy development in the 116th Congress.

On the regulatory/administrative side, following up from the prior board meeting, GAP sent out ABA letters to 20 additional jurisdiction seeking information concerning compliance with the FAST Act tolling/HOV provisions. GAP also led an industry-wide effort in support of FMCSA’s revised L&I rule proposal and FMCSA’s hours of service proposed amendments, filed comments and initiated a petition for preemption of the California meal and rest break rules, and also filed a preemption petition regarding the San Francisco International Airport inspection program. As well, supported a successful broad coalition effort to overturn a Unified Carrier Registration Board decision concerning the inclusion of intrastate school bus fleets in fee calculations.

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During this period, GAP staff attended a number of state/regional association meetings and other industry meetings, including he BISC West session held jointly with the California Bus Association. The GAP staff also conducted outreach to the state/regional associations and held open industry conference calls in support of rulemaking activities, provided monthly GAP updates and guidance on various regulatory matters to ABA’s members, and began revising the ABA website tab “Working For You” to improve its usefulness to ABA members.

Finally, the BusPAC account currently stands at $232,909, with 2018 contributions totaling $73,681, that is $26,319 below our stated goal of $100,000 (and $5,103 below 2017 contributions). BusPAC expenditures/contributions for 2018 totaled $52,000. The PAC Administrative Fund currently stands at $2,250, with 2018 contributions totaling $4750.

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ABA Membership & Business Development

Winter 2019

Report Summary

Membership by The Numbers (Count comparison from December 2017 vs 2018) Membership Category 2018 2017 Associate 204 191 Tour Operator 419 374 Bus Operator 721 675 Travel Industry 2,061 2,044 Total Members 3,405 3,284

• Retention Rate: currently at 91% • Top Three Priorities: policies and processes, best practices, and mission alignment. • Expired Members Feedback: Lack of engagement, contact person no longer with

company, return on investment did not meeting expectation. • New programs/benefits:

o New Member Packet o Retention Plan o Strategic partners (Healthy Halo, Perillo TravelVR, and AmeriFuel) o New Member Onboarding/Orientation Program

• Growth: prospects received from reliable sources, leads, as well as industry events. • Website Maximization: making sure our website is easy to navigate for both current and

potential members. • Member Persona: developing a personal for each member segment to better identify and

serve members, rather than a “one-size-fits-all” approach. • Database:

o We are currently building a Membership Dashboard with all the relevant data that will help us become more efficient, so we can focus on getting the job done.

o Engage and educate staff through Lunch & Learn session o Created the Member Data Clean-up project set with goals, objectives, tactics,

progress/success, and metrics. • Engagement Opportunities to be Developed: Promoting benefits through webinars,

videos, incentives, etc. • 2019 Focus: member engagement, personized and customized approach, promotion via

social and digital media to justify membership (what have you done for me lately?)

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ABA Communications & Marketing Board of Directors Report

Melanie Hinton/Winter 2019

Introduction:

2018 was a busy and successful year for the ABA Communications and Marketing. This fall we revamped the buses.org homepage and a number of pages inside as well as added a Live Chat function where we have had more than 400 people contacted us and answered approx. 1200 inquiries since we launched. We have also been heavily promoting 2019 Marketplace, 2017 Motorcoach Census and 2018-2019 Scholarship program.

With new Senior Director of Membership coming on board, we have helped the membership team streamline and personalize membership promotion as well as retention programs.

Strategic Plan Benchmarks and ABA Communications/Marketing Activities

Advocacy Comms: Drive legislative and regulatory oversight framework at all government levels to eliminate obstacles and promote the success of our industry.

Update:

• ABA Communications has worked with the GAP team on bringing media attention to a number of issues include the National Park Service Fees and CUAs Hike (see Media Hits below), as well as work with influential Capitol Hill news organizations such as the The Hill, Politico and Bloomberg Government to cover ABA’s legislative activities and on transportation issue statements.

• ABA Communications has worked with a number of travel trade press this year to put a spotlight on ABA’s leadership in a number of issues affective the travel and tourism industry such as the travel ban and NPS fees.

• ABA’s continued #WorkingForYou and #ABAEverywhere posts continue to grow and show ABA members that ABA is leading on issue affecting their business. UPDATE: ABA also added Let’s Talk headers to issues such as NPS and FMCSA regulations throughout the year on social and Pete filmed a number of Let’s Talk videos.

• ABA Communications team has been actively working with the GAP team to not only draw member attention to the possible loss of the fuel tax refund but to engage members to give us information that we can take to Congress through videos, surveys and articles in ABA publications and social media.

• ABA Communications has worked with GAP team to reinvent their section of the website to make it easier for Members and State Associates to access top priority issues information.

Membership: Continue overall membership growth with focus on all segments of the motorcoach, tour and travel industry.

Update:

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• ABA has developed a new database system and with that comes the ability to personalize information to members through our new communications system, Informz. ABA is now able to allow members to choose how ABA communicates with them as well track who is opening what and when.

• Utilizing the new database and Informz, ABA Communications has created marketing automation campaigns to help recruit new members as well as stay in contact and “care for” new members throughout their first year. UPDATE: ABA can now track members when they visit buses.org and therefore use that information to further personalize information to members and give them exactly what they are interested in.

• The Communications & Marketing Team has also created a new branding campaign: Let’s Talk that engages members and potential members on ABA activities and issues. The Let’s Talk campaign debuted at the SYTA Annual Meeting in August. UPDATE: ABA also added Let’s Talk headers to issues such as NPS and FMCSA regulations throughout the year on social and Pete filmed a number of Let’s Talk videos.

• Peter has created a number of Let’s Talk videos on issues important to ABA members as well as promote the ABA Foundation and new ABA membership benefits.

• Developed phone wallets promoting ABA.

• Revamped and developed collateral to promote ABA programs and benefits.

• The Communications & Marketing Team has also developed marketing automation techniques to help foster membership growth and retention. UPDATE: ABA MARCOMMS developed an online Membership Welcome Kit (http://www.nxtbook.com/ygsreprints/ABA/aba_welcome_201811/index.php#/1) which is now sent via INFORMZ as part of the membership onboard process.

• ABA Communications has been working closely with Membership team to change the buses.org website to make it more member and potential member friendly. More welcoming. You will have seen that we have changed wording on the top level to be more inclusive. We debuted a new, more user-friendly homepage at the end of September.

• Regularly and consistently promote what ABA offers its membership. Highlights of programs and services, include:

o Advocacy - #ABAWorkingForYou o Crisis Communications Assistance o Marketplace o Discount Partnerships o Networking: Councils, Meetings, Webinars o Education: Marketplace Education, Webinars, Council Meetings, CTIS, Entry Level Driver

Training, John Kennedy on Demand o ABA Foundation Scholarships and Research o Member Promotion: ABA Publications, Member Blogs, Promotional Social Media Pieces,

Member Spotlight, Consumer-focused Promotion

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http://www.nxtbook.com/ygsreprints/ABA/aba_welcome_201811/index.php#/1

• To enhance our Customer Service: In August, ABA launched a live chat opportunity for members and visitors to buses.org who need help finding information on ABA, Marketplace or need to update their membership information. UPDATE: Since its inception more than 400 people have used the live chat option and we have responded to more than 1200 inquiries.

• ABA’s participation in the FMCSA’s Our Roads, Our Responsibility campaign, as well as our partnership with Busing on the Lookout program, continues to raise the profile of ABA not only in the industry but also with government leaders. ABA has taken a lead role in partnerships that deal with our industry and is often the only motorcoach association involved. UPDATE: ABA secured Greyhound Bus Driver Keith Cummings from Chicago to participate in OROS’s Voices of Safety video campaign. Keith and buses will be first video launched in this campaign.

• In September, produced in both English and Spanish HMC videos with Bill Torres and Rod Vasquez of DC Trails promoting the September meeting and belonging to the HMC.

• In December, helped launch a partnership with School Transportation News to create a school bus operator award and have a presence at STN’s EXPO to bolster benefits for SBC members as well as build closer relationship with the publication.

• Created Meet Your Board Members campaign to introduce ABA Board Members to the larger membership as many have mentioned they do not know who the Board Members are. This appeared in social media as well as relevant publications.

• Created an ad for MCI’s annual calendar in both English and French to promote ABA/MCI’s Motorcoach Operator of the Year.

Annual Meeting & Marketplace: Deliver the leading marketplace for member buying/selling.

Update:

• ABA Communications is working closely with Meetings Department to utilize host city and Marketplace Chairman to make compelling social media and email content to share with members. We have utilized our #MarketplaceMondays on social media to highlight either Louisville as the host city or an aspect of the event. Marketplace Chair Kim Grzywacz developed regular videos promoting deadlines and highlights for Marketplace.

• ABA MARCOMMS working with Meetings and Membership Departments developed an appealing Marketplace microsite to promote the event to outside our membership industry professionals. This launched in January 2019 promoting Omaha 2020.

• We will continue using speakers as program ambassadors and ask for them to do videos promoting their education session as well as the event.

• Developed advertising collateral for trade publications as well as for ABA publications and social media to promote programs and special events during Marketplace

• Utilized social media and onsite videos to promote current Marketplace as well as create evergreen material to use throughout the year.

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• Had many speakers write exclusive articles for ABA’s The Insider throughout the year to not only educate but promote their education sessions at Marketplace.

ABA Foundation: Support the work of the ABA Foundation

Update:

• ABA Communications developed Scholarships in a Box set of printed materials and sent to all ABA members to help promote Foundation Scholarships to their employees.

• ABA Communications continues to promote the Foundation and its activities on social media with #FoundationFridays as well as in ABA’s publications.

• ABA Communications & Marketing have taken Scholarship winner testimonials and are utilizing these stories to promote not only donations to the Fund A Future campaign but also to encourage others to apply.

• Utilize ABA and ABA Foundation leadership in blog and video posts throughout the year to help raise awareness of the ABA Foundation scholarships and fundraising. UPDATE: Launched John Percy and Brenda Borwege videos calling for donated Auction items in November.

• ABA Communications continues to work with Dunham & Associates to release the quarterly motorcoach sales survey. UPDATE: ABA sent out three press releases on the surveys.

• ABA Communications took over the communications for the annual Motorcoach Census survey and sent printed and electronic surveys to members and non-members. Created homepage and webpage access to Survey. ABA worked with UMA to have them promote the Census to their members. As of this report (Jan. 4) we have had 229 completed survey returned. This is more than the last Census.

• ABA Comms reached out to universities with travel and tourism programs to promote available ABA scholarships for non-members.

• Created #WOWWednesdays to promote big ticket auction items.

• Launched Percy’s Purse Raffle to promote the purse raffle that will benefit scholarships during Marketplace. Sent emails and promoted on social.

• Sent near weekly Foundation Friday emails to promote the scholarship, auctions and ABA Foundation research.

• Peter taped a video to announce the launch of the 2018-2019 Scholarship season on Dec. 6.

Publishing, Communications and Social Media: Communicate the value ABA contributes to the industry and its members.

Update: Media Engagement:

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In 2018, ABA sent out 34 press releases and statements regarding Marketplace and the ABA Foundation, industry initiatives, happenings within the government affecting the industry, including Congressional tax reform, terrorism and the travel and tourism industry.

Media Hits:

In 2018, we ABA leadership for several interviews and op-eds including: articles in Travel Weekly and Group Travel on NPS fees; Peter wrote an op-ed for Group Travel on the Supreme Court upholding the Trump Administration’s Travel Ban; Peter worked with Travel Weekly on an article on Infrastructure. Peter appeared regularly on Road Dog Radio. Social Media Activities ABA’s social media presence continues to grow. We have been active engaging members on a variety of topics such as National Day celebrations where we promote ABA members; using Louisville CVB and 2019 Marketplace Chairman Kim Grzywacz videos to promote Marketplace as well as Peter doing a number of Let’s Talk videos to bring awareness to our events and Advocacy issues. We are seeing that video is king and will be utilizing videos more in the future.

We continue to see our social media channels grow:

Facebook: 5,223 in Aug. to 5,320 (as of Jan. 4)

Twitter: 4,150 in Aug. to 4,256 (as of Jan. 4)

LinkedIn: 3,580 in Aug. to 3,589 (as of Jan. 4)

Instagram: 855 in Aug. to 984 (as of Jan 4)

To put in context our competitors’ social media numbers are:

United Motorcoach Association Facebook: 2,169 as of Jan. 4 Twitter: 1,359 as of Jan. 3

National Tour Association Facebook: 5,007 as of Jan. 3 Twitter: 10.5k as of Jan. 3

Publications

On Jan. 7, ABA launched a new The Insider with new partner, INLoop. The Insider will utilize AI technology and enable members to choose the news they want to read regarding their part of the industry and that is all they will see – in addition to ABA News – with this new publication. This is another example of ABA personalizing the member’s experience with ABA.

Crisis Communication

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ABA continues its campaign to educate our bus and tour operator members about ABA’s Crisis Communications member benefit. ABA Communications also helped members prepare crisis communications plans as well as deal with customer service communications issues.

QT Transport (3/9)

First Class Tours (3/12)

Storer Transportation (3/26)

Miller Transportation (5/4)

Safety Bus Service (7/16)

Karst Stage (11/30) (pre-emptive statement)

Eyre Bus, Tour and Travel (12/20)

ABA also provided “other” communications assistance to members, whether it was to help them create a crisis communications, deal with difficult customer service situations or working with members to create positive media:

International Stage Lines (4/2)

Anderson Coach and Travel (Early Travel)

OurBus (8/13)

DC Trails (July)

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MEMORANDUM

To: ABA Board of Directors

From: Suzanne Rohde, ABA Senior Vice President for Government Affairs and Policy

Re: Government Affairs and Policy Board Report – 2019 Winter Board Meeting

Date: January 4, 2019

I. OVERVIEW

In support of the ABA 2018-2020 Strategic Plan, the Government Affairs and Policy (GAP) team continued to pursue its strategic objective: Drive the legislative and regulatory oversight framework at all government levels to eliminate obstacles and promote the success of our industry. This report provides an update from the Fall Board Report, dated August 24, 2018, on the strategies and actions undertaken to meet the following GAP Strategic Plan targets:

1. Change/modify existing regulations; prevent onerous/burdensome regulatory actions; report on successes;

2. Legislative impact on industry; report on successes; and

3. Resource management in support of Government Affairs targets.

II. LEGISLATIVE

A. Legislation

The 115th Congress concluded on the morning of January 3, just before the swearing-in of the 116th Congress at noon the same day. The 115th Congress ended in the midst of a partial shutdown of the Federal Government, resulting from the lack of agreement on a final spending measures for parts of the government, including the U.S. Department of Transportation (USDOT), the U.S. Department of Homeland Security (DHS) and the U.S. Department of Interior. At this time, with control of the incoming Congress split between two parties and the continuing White House interest in funding for a border wall, it is unclear when a funding agreement will be reached to restore all operations of the Federal Government.

Prior to the elections, the legislative schedule was very light. After recessing for the mid-term elections, having passed a continuing resolution (CR) to prevent a partial government shutdown, Congress returned the week of November 12 for the “lame duck” session. The primary focus of the session was to reach agreement on a funding package for the remaining 7 FY 2019 appropriations bills. However, the President’s interest in obtaining funding in the FY 2019 Homeland Security appropriations bill for a border wall, continued to plague negotiations for a final funding package.

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As the December 21, 2018, deadline for expiration of the then operative CR approached, on December 19 the Senate passed another CR or “stopgap” funding bill to avoid a partial shutdown by extending funding for the remaining FY 2019 appropriations bills to February 8, 2019. However, the President announced he would not support the Senate’s action. The House then rejected the Senate’s initial proposal on December 20, (after many Senators had left town for the break) and amended it to add $5.7 billion in support of the President’s border wall funding request and sent it back to the Senate for another vote and adjourned for the break. During these antics, there was a great deal of drama on where the White House precisely stood in terms of accepting the Senate’s stopgap measure and pushing the border wall funding battle off; but on December 20, the President made clear his position and House Republicans supported his decision knowing control of the House would change at the start of 2019. On Friday, December 21, with the CR set to expire, the Senate began debating the bill but adjourned without voting, triggering the shutdown. Over the Christmas and New Year’s holidays, leadership on both sides engaged in partisan positioning as the arguments continued over funding for a border wall in the FY 2019 Homeland Security appropriations bill.

Currently, the President appears to be holding strong on his demand for border wall funding and willing to continue with the partial government shut down, while Congresswoman Pelosi (D-CA), confirmed as the Speaker of the House, along with Senator Schumer (D-NY), Minority Leader of the Senate, hold firm to their position of not supporting the President’s demand. To confirm this position, as her first legislative initiative of the Congress, Speaker Pelosi passed a funding package that would finalize FY 2019 funding for all the remaining shutdown government agencies except for DHS which would be funded with CR through February 8, to presumably allow more time for negotiation. Senate Majority Leader McConnell (R-KY) immediately announced he would not bring up the House passed measure, stating the Senate would not bring up a bill the President would not sign. Therefore, although discussions between the White House and the House and Senate leaderships continue, an agreement on funding does not appear imminent.

In terms of ABA interests, several of the outstanding FY 2019 appropriations measures contain provisions/funding of interest, aside from the fact the partial shutdown may impact motorcoach, tour and travel operations. The GAP team’s advocacy efforts continue during this funding standoff, in an effort to protect the key measures achieved in the FY 2019 appropriations process, as well as to lay groundwork for new legislative initiatives in the 116th Congress.

1. Intercity Bus Security Grants – The ABA goal for intercity bus security grant (IBSGP) funding for FY 2019 was $7 million. GAP succeeded in securing $2 million in the FY 2018 omnibus act passed in March, and then successfully advocated for the $7 million in the House FY 2019 Homeland Security appropriations bill while the Senate remained at $2 million. Working jointly with our outside consultants, K&L Gates, and supporting individual company efforts, GAP continued to advocate for a final funding number of $7 million. However, as noted above, the

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FY 2019 Homeland Security appropriations is at the center of the funding battle between Republicans and Democrats in the White House and Congress. Further, because of the pressure for wall funding, all other DHS programs are at risk of being cut including the IBSGP. Until this battle is resolved, we will not know the outcome of IBSGP funding for FY 2019. On a positive note, though, GAP made significant progress this past year in building a broader coalition of bipartisan Congressional support for the program. With the FY 2020 appropriations process soon to be underway, we believe we are in a very strong position in both the House and Senate for the coming funding cycle. As well, with a change in control of the House, GAP believes there is increased potential for seeking reauthorization of the program, although it will face continued opposition in the Senate from Senator Johnson (R-WI).

2. Lease & Interchange – GAP’s success in obtaining both legislative and report language in the House FY 2019 transportation appropriations bill and report language in the Senate bill, played a key role in moving the Federal Motor Carrier Safety Administration (FMCSA) to publish a revised rule proposal on December 4, 2018. Nonetheless, we still need to keep pressure on the Agency to now finalize the revised rule, which is why we continue to advocate for the House’s FY 2019 transportation appropriations measure because it prohibits FMCSA from using funds to implement the 2015 L&I rule. Although we have supportive language in the reports accompanying both the House and Senate FY 2019 transportation appropriations bills, the House bill would be more effectual because it includes the legislative prohibition. However, the House never passed its bill, while the Senate did pass its version of the bill, which may lead the negotiators to adopt the Senate version as a final funding measure, if and when agreement is reached on FY 2019 funding for all government operations. Further, GAP will be continuing to advocate for including similar language to keep pressure on FMCSA, in the FY 2020 appropriations process.

3. FAA Reauthorization – After several delays, and the need for a short term extension, Congress was able to pass a 5-year FAA reauthorization bill (P.L. 115-254) on October 5, 2018, before breaking for the November elections. Although GAP, in coalition with several other partners, successfully negotiated an amendment to establish a working group and develop a report on surface/airport related issues, for inclusion in a final FAA reauthorization bill it failed to be included. We had strong support from Senate Commerce Committee Chairman Thune’s office, who lead the negotiation effort between our coalition and the airports, and we laid the groundwork with House Transportation & Infrastructure (T&I) Chairman Shuster’s office, but Senator Nelson (D-FL) refused to support inclusion of the amendment in the final bill negotiations based on opposition from regional airports in Florida. This was extremely disappointing based on the lengthy and good faith efforts GAP and others put in to negotiate the language. However, on the positive side, the language was not unique to the FAA bill, and GAP is now exploring opportunities to promote the measure for inclusion in an infrastructure or surface reauthorization bill, if such an initiative gains traction in the 116th Congress.

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https://www.congress.gov/115/bills/hr302/BILLS-115hr302enr.pdf

Also, the trucking industry’s efforts to have a preemption provision concerning the California meal and rest break rules included in the FAA reauthorization bill, failed. As this was seen as the last viable legislative vehicle for inserting the preemption language moving this Congress, the trucking industry promptly filed a petition with FMCSA seeking an administrative action to preempt the order (see below).

4. National Parks Fees – Early in the year, as part of its appropriations strategy, GAP began outreach to Congressional offices seeking assistance with its effort to stop the National Park Service’s policy changes to increase park entrance fees and establish requirements for commercial use authorization permits (CUAs). Combined, these actions unfairly target travel to parks via motorcoach. Ignoring ABA’s attempts to engage on these proposals, NPS proceeded to finalize them in April. Once finalized, GAP, with support from K&L Gates, lobbied the House and Senate appropriations committees and successfully obtained language in the House FY 2019 interior appropriations bill report directing the National Park Service (NPS) to work with the industry to address the concerns raised. Although this language was initially helpful in forcing Interior and NPS officials to meet with industry representatives, NPS still proceeded in implementing its policy changes without heed to any of the concerns raised and the implementation process raised additional concerns due to the added confusion and frustration it caused to the industry. In November, ABA hired another consultant that was then able to arrange a meeting in mid-December with Deputy Secretary of the Interior Bernhardt. Based on this meeting, GAP believes some progress was made in educating Interior officials on the burdens of the policy changes and is hopeful some revisions may be made. However, the government shutdown, which is affecting the Department of Interior, threatens further progress on this issue. In order to keep pressure on Interior and NPS, though, the GAP team will be seeking additional language and opportunities through the FY 2020 appropriations process.

5. Data Access – In the fall of 2017, the Ad-Hoc Data Coalition, of which GAP is a member, was successful in obtaining an amendment to S. 1885, a bill to support establishment of highly automated/automate vehicles (HAVs/AVs) (known at the AV-START Act). The AV-START Act, along with a similar House bill, was intended to lay groundwork for implementation and deployment of highly automated and fully autonomous vehicles on public roadways. The coalition’s amendment, intended to protect the right of vehicle owners to data generated by their vehicles, required the establishment of an advisory group to work through issues concerning ownership and control of data generated by HAVs/AVs. Although there was interest in moving this legislation this past fall and again during the lame duck session, objections from trial lawyers and safety advocate groups prevented the Senate from acting on the bill. As these issues are clearly on the forefront with the aggressively evolving autonomous vehicle industry, the coalition will continue to seek opportunities for legislative language to protect vehicle owner rights to data in the 116th Congress, such as any surface infrastructure related proposals.

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6. Infrastructure – During the 115th Congress, the Administration failed in its attempt to gain interest in its $1.5 trillion infrastructure plan, followed then by a last-ditch effort from retiring House T&I Chairman Bill Shuster (R-PA), with his July 23rd infrastructure legislative “discussion draft.” In 116th Congress, many believe there is opportunity for moving some sort of infrastructure package, although the primary stumbling block of funding remains. Both incoming T&I Chairman DeFazio (D-OR) and Ranking Member Graves (R-MO) have expressed interest in developing an infrastructure proposal, although it is unclear there is agreement between them concerning a funding resolution. To date, DeFazio has proposed indexing the existing fuel taxes to average vehicle fuel economy and construction cost increases, capping the increase at about 1.5¢/gallon/year, and issuing bonds based on anticipated revenue. He also wants to include harbors, in this funding package. As well, DeFazio is interested in changing the fee structure, in the longer term, and is interested in a nationwide pilot to move in that direction. Ranking Member Graves is interested in changing the fee structure now, wholesale, to capture users of the system currently unaccounted for under the existing fuel tax scheme. He does not believe a gas tax increase is possible without strong support from the White House. On the Senate side, Chairman Barrasso (R-WY) of the Environment and Public Works Committee has only expressed his opposition to raising taxes, including fuel taxes; while incoming Chairman of the Commerce Committee, Senator Wicker (R-MS) has said only that he supports the idea it is necessary to pay for an infrastructure bill.

As well, with campaigning for the 2020 presidential election already underway coupled with past statements and campaign promises, the President has also demonstrated interest in an infrastructure proposal and has not shied away from the idea of increasing fuel taxes. Many in Washington also view infrastructure as an opportunity to find bipartisan agreement, if it does not become derailed by the security funding debate and border wall. Further, the current funding provisions of the FAST Act are set to expire in 2020, and Chairman DeFazio has announced his intent to have an initial proposal developed by May 2019. However, it is unclear if this proposal will tackle reauthorization of the surface transportation programs or instead focus solely infrastructure.

For these reasons, GAP started laying groundwork for having a “seat at the table” during policy discussions and development of any proposals, this past fall. We met with the staff of incoming Chair DeFazio and Ranking Member Graves, as well with staff from Chairman Barrasso’s (R-WY) Senate Environment and Public Works Committee, and staff in the Policy Office of USDOT who are reportedly also drafting a legislative proposal. We updated the ABA list of policy issues and are currently updating briefing papers for advocacy use, in preparation for organization of the new Congress and committees. As well, GAP is attending various policy forums where Congressional leaders are speaking to gather insight, and we are seeking coalition partnerships to be well positioned as further discussions on infrastructure and legislation take shape.

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B. Mid-Term Elections

As mentioned, and as undoubtedly noted, the 2019 midterm elections resulted in a split control of the two bodies of Congress. In the U.S. Senate, the Republicans continue to hold a slight edge, gaining one additional seat, to maintain control, while in the U.S. House of Representatives the Democrats acquired 40 seats to gain control from the Republicans.

In the Senate, chamber control is achieved with either 50 Republican-held seats (as the sitting Vice President is Republican and serves as the President of the Senate, he constitutes the 51st Republican vote in a tie situation); or alternatively, 51 Democrat-held seats (there are 2 sitting Independents, however they caucus with the Democrats, and thus are counted as Democrat votes in terms of party control). Prior to the mid-term, Republicans held 52 seats to Democrats 48; now Republicans hold 53 seats to Democrats 47.

In the House, a party needs 218 of the 435 seats to control. Prior to the mid-terms, Republicans held 236 seats to the Democrats 193, the Democrats needed to pick up 25 seats to gain control. Following the election, the Democrats hold 235 to the Republicans 199, with one seat still in dispute (North Carolina’s 9th District). This split in power between the two legislative bodies, and the Republican held White House is already proving to be very contentious, as viewed from the annual appropriations process. It remains to be seen what can be accomplished in the coming Congress, particularly in light of the upcoming presidential election in 2020.

III. EXECUTIVE

A. REGULATIONS/GUIDANCE

1. Tolling/HOV: Following up on the Fall 2018 Board meeting, working with General Counsel R. Schweitzer, ABA sent out 20 letters to various jurisdictions seeking information in an effort to establish compliance with the FAST Act tolling/HOV provision, as an interim step before taking further action toward litigation. Based on the list published by the Federal Highway Administration (FHWA), the list of facilities contacted included the following jurisdictions: Texas, California, Illinois, Kentucky, Indiana, Maryland, Michigan, Minnesota, New Jersey, New York, Virginia and West Virginia. To date, ABA has received 7 responses, ranging from “we need more time to respond to your information request” to “we have no information to provide.” Once we have a more complete set of responses, we will provide additional information to the board in support of determining next steps.

As well, as part of GAP’s outreach in preparation for a legislative proposal on infrastructure, GAP raised the issue of compliance with the FAST tolling/HOV provision with the staff of Chairman DeFazio, Ranking Member Graves, and Chairman Barrasso, along with policy staff at the USDOT. GAP’s interest at this point is two-fold, first to play defense in terms of preventing any effort to repeal the provision; and second, to put the staff on notice that we will be seeking additional language for the provision, to facilitate compliance. Additionally, R. Schweitzer has

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continued to his outreach to FHWA, to pressure the Agency to firm up its position on the applicability of the FAST Act provision in Massachusetts.

2. Lease & Interchange: On September 20, 2018, FMCSA finally published a notice of proposed rulemaking to revise the 2015 lease and interchange (L&I) rule; however, the proposal did not extend the compliance date of the 2015 rule which was set for January 1, 2019. GAP immediately lead a campaign petitioning the Agency to extend the compliance date to allow for consideration and finalization of a revised rule. The Agency granted the petitions on December 4, 2018, extending the compliance date to January 2021. As to the NPRM to revise the rule, the proposal addressed all of the concerns raised by the industry, by exempting from the leasing requirements those arrangements between two carriers with operating authority in good standing. The GAP team held several calls with the industry to address the initial compliance date issue as well as comments to the revised rule proposal, and supplied petition templates and comment templates for ABA members use. We are now waiting for FMCSA to finalize the revised L&I rule proposal. However, until the revised rule is finalized, GAP will continue to advocate for language through the FY 2020 legislative appropriation process to assert pressure on the Agency to act.

3. CA Meal & Rest Break Rules: After several failed legislative attempts in the last two Congresses to preempt California statutes and rules requiring employers to give employees meal and rest breaks during a work day (known as the “meal and rest break rules”), as applied to drivers of commercial motor vehicles (CMV) subject to the FMCSA’s hour of service (HOS) regulations, in October 2018 several trucking associations petitioned the FMCSA to preempt the statutes/rules through administrative action pursuant to FMCSA preemption authority. After FMCSA published notice of the petitions, which appeared to cover both CMVs of property and passengers, at the behest of several ABA members, ABA along with these members filed comments in support of preemption. On December 28, 2018, FMCSA published its decision in favor of preempting the meal and rest break rules. In the decision, FMCSA clearly stated its preemption was limited only to CMVs of property; however, the Agency noted it would consider a similar preemption petition for CMVs of passengers. The GAP team is now working with R. Schweitzer and specific ABA members, to file an independent preemption petition request for CMV’s of passengers, and will conduct outreach to the industry in preparation to solicit support for the petition once filed and published.

4. HOS: On August 23, 2018, the FMCSA published an advanced notice of proposed rulemaking (ANPRM) to gather input in support of modifying the part of the HOS rules. Although the notice appears drafted toward trucking operations, several of the rules under consideration for revision apply to passenger carriers as well. The Agency note it was taking this action based on implementation of the electronic logging (ELD) rule and petitions filed by the trucking community. GAP held an industry call to discuss the ANPRM on September 20, 2018, with members, and prepared and filed comments on the proposal, and also prepared a comment template to assist members with filing their own comments. As well, GAP staff attended a

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https://www.govinfo.gov/content/pkg/FR-2018-09-20/pdf/2018-20162.pdf



public listening session to clarify to FMCSA the ANPRM should also apply to the passenger carrier community, based on the provisions it was considering revising.

5. CSA: The FMCSA continues to hold public meetings to gather input from stakeholders on improvements to the Agency’s Compliance, Safety, Accountability program. Also, pursuant to the FAST Act directive, the National Academies of Sciences (NAS) conducted a review of the CSA program and published its report with 6 recommendations, on June 27, 2107. The FMCSA then conveyed a corrective action plan to Congress addressing the NAS findings, in June 2018. In furtherance of the FAST Act directive, on October 15, 2018, the USDOT’s Inspector General announced its initiation of an audit of FMCSA’s corrective action plan. As well, based on conversations with FMCSA staff, GAP is aware of several internal efforts the Agency has underway to address the NAS recommendations. At this time, we still await to learn of what changes FMCSA plans to make to the existing program, and will remain engaged as FMCSA makes further announcements.

6. Personal Conveyance: In June, FMCSA published its revised regulatory guidance on the use of CMVs for personal conveyance. On December 17, 2018, the Commercial Vehicle Safety Alliance filed a petition for rulemaking with the Agency, requesting FMCSA to add a definition to the regulations defining the term “personal conveyance,” and including in the definition a limit on the maximum distance and/or time to qualify. In the ABA comments to the initial guidance published by FMCSA on personal conveyance, GAP also recommended a limit be

7. UCR Fees: On August 21, 2018, FMCSA published an NPRM proposing to lower 2019 UCR fees, as recommended by the Unified Carrier Registration (UCR) Board of Directors. However, because the Agency has not yet finalized the rule, there are currently no fees in place yet for 2019: annual UCR filings were expected to take place October 1 through December 31, 2018, with enforcement beginning on January 1, 2019, but registration and thus enforcement cannot commence without finalizing the rule. The GAP team is closely monitoring FMCSA actions in regard to this rule, to keep members informed of the registration requirements. Also, at the December 12, 2018 UCR Board meeting, ABA, in coalition with the several school bus associations, successfully convinced the UCR Board to exempt from fee calculations school buses that only travel in intrastate commerce to and from school and school-related activities. The change will go into effect for the 2019 fee cycle.

III. RESOURCE MANAGMENT

A. COUNCILS

1. BISC – The 2018 Bus Industry Safety Council (BISC) West meeting took place in Olympic Valley, CA, in conjunction with the California Bus Association annual meeting. The meeting was well attended, at over 120 participants it was a higher turn-out than last year. The topics covered at the meeting were based on a selection from the 3 highest-rated BISC sessions over the past year, and prompted robust discussion. As well, the sessions covered several California-specific compliance issues. Based on this success, CBA has invited BISC West to return again and BISC has committed, naming Eric Gregory to a new position on the BISC Executive

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https://www.nap.edu/read/24818/chapter/1

https://www.fmcsa.dot.gov/sites/fmcsa.dot.gov/files/docs/mission/policy/407251/nas-correlation-study-corrective-action-plan-enclosure-final-june-2018.pdf

https://www.oig.dot.gov/sites/default/files/Audit%20Announcement%20-%20FMCSA%27s%20Corrective%20Action%20Plan%5E10-15-18.pdf


Committee as our BISC West liaison. Mr. Gregory, from Certified Transportation, is the current Vice Chair of the CBA Board.

The 2019 BISC Winter meeting will take place from January 27-28, at the 2019 ABA Annual Marketplace in Louisville, KY. The GAP team has set the agenda, with 22 educational sessions scheduled to take place along with a featured keynote address from FMCSA Administrator Ray Martinez on Sunday. At this time, there are more than 150 registrants for the event. As well, the meeting will feature collaborative cross-over sessions with BusMARC, the Hispanic Motorcoach and School Bus Councils. In terms of sponsors, GAP sent out a sponsor recruitment letter, and BISC Executive Committee members are following up with phone calls to solicit additional sponsors in advance of the meeting. GAP did secure several new sponsors, including a $10,000 sponsorship from MCI. GAP also created additional partnerships and new products with SYTA and TSA throughout the fall, in support of BISC activities. In terms of administrative matters, GAP supported the recent election for BISC Chair, which was won by Pam Martinez from DATTCO. As well, BISC held 5 open conference calls last fall in support of BISC operations. The Summer 2019 BISC meeting will be held June 25-26, 2019 in Baltimore. 2. BusMARC – The 2019 Bus Maintenance and Repair Council (BusMARC) Winter Meeting will also take place in conjunction with the 2019 ABA Annual Marketplace, January 28-29, 2019. The registrations for the event remain consistent with last year’s meeting, at 60 registrants. The GAP staff also have the BusMARC meeting agenda set, with Matt Johnston, Director of Commercial Experience at Design Interactive, featured as keynote speaker. Mr. Johnston will discuss and display augmented reality technology, for use in the maintenance and repair context. As well, BusMARC will feature site visits to Free Enterprise and MCI, and feature education sessions from Braun and MCI.

In terms of new initiatives, GAP will again issue a “Request for Proposals” to seek a new location for holding the Summer 2020 BusMARC meeting. Additionally, BusMARC will undertake a new initiative to partner with MCI to produce the first American certification program for motorcoach mechanics, with the intent of expanding the partnership to other manufacturers. BusMARC will also be partnering with a benchmarking provider. Finally, GAP staff are exploring future partnerships and synergies with the trucking industry’s Technology and Maintenance Council (TMC).

B. STATE/LOCAL AND OTHER ISSUES

In addition to advocacy activities with the federal legislature and executive branch agencies, the GAP team participated in a number of state and regional association meetings over the past several months, including: the California Bus Association Annual Meeting (CBA) (Olympic Valley, CA); the Northwest Motorcoach Association Bus Roadeo and Conference (Spokane, WA); the Bus Association of New York Annual Meeting and Marketplace (BANY) (Cooperstown, NY); and the Minnesota Charter Bus Operators Association Annual Meeting (Mankato, MN), FL). Also, S. Rohde, as ABA’s board member, attended the Operation Life Saver, Inc board meeting

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and joint state conference, in Nashville, TN; and participated in the Association Summit at the Chauffer Driven Trade Show & Conference, Washington, D.C. Additionally, A. Newhart became a member of the Alabama Motorcoach Association Board of Directors, in the fall 2018.

GAP also held an association quarterly meeting conference call with the various state/regional association representatives on October 4, 2018, where we updated the associations on various legislative activities, as well as promoted participation in the Annual ABA Motorcoach Census. We also made the motorcoach census a key talking point at all of the state/regional association meetings we attended in person.

In addition to attending/participating at these scheduled events, GAP continued to lend support to several state associations with on-going local issues. Specifically, ABA worked with the CBA to prepare and then file a petition for preemption of the San Francisco International Airport’s inspection program with FMCSA, and was able to make this a joint filing with the United Motorcoach Association. We are told FMCSA does plan to proceed with this petition by publishing it for comment in the coming months. We also participated by conference call, in support of a BANY initiative, to establish a new bus community group in the city of New York to better promote the bus industry and serve as a resource.

C. MISCELLANEOUS

One last item to update, with regard to resource management, is GAP’s focused on updating and improving the Government Affairs tab on the ABA website. In the interest of providing more direct access to useful and up-to-date information in support of initiatives and topical policy issues, GAP will be rearranging its tab, “Working For You,” to better highlight timely key policy issues at the forefront of activities. We are reordering the tabs within the page, to better reflect items of most interest, and are adding a direct link to the monthly GAP Update while removing outdated/non-useful information. As well, we plan to rewrite the Policy Issues face page to include a colored star rating system, so members can promptly identify the status of an issue. Each Policy Issue page will then serve as a “one-stop” repository site, to access background and ABA materials related to the issue, such as links to NPRMs, calls to action, ABA drafted comment templates etc. By making these changes, GAP intends on enhancing coordination of advocacy activities with state/regional associations and ABA members in general.

VI. BUSPAC

The BusPAC account balance currently stands at $232,909 as we head into the 116th Congress. Of this amount, ABA members and staff collectively contributed $73,680.65, while our 2018 goal was $100,000. In addition to falling short by about $26,319 for 2018, we were also down by $5,103 from 2017 contributions. However, in addition to contributions made to BusPAC in 2018, 14 ABA members contributed $10,250 directly to an ABA campaign event for Congressman Yoder (R-KS), held in September 2018. Taking this into account, total ABA funds collected for political campaign purposes in 2018 was $83,930.65. Unfortunately, Congressman

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Yoder, at the time the Chairman of the House Homeland Security appropriations subcommittee, lost his seat in a close race during the 2018 mid-term elections. Although this is a setback to ABA’s advocacy efforts, because Chairman Yoder supported the $7 million mark in the House FY 2018 appropriations measure, ABA will be in a strong position to advocate for the increased funding in the FY 2019 appropriations process.

In terms of expenditures, for 2018, BusPAC contributed $52,500 toward fundraising events supporting Legislators who supported the motorcoach, tour and travel industry (aside from the $10,250 in ABA member contributions supporting the Yoder event). On many occasions, these contributions were made in conjunction with support from our consultants, K&L Gates, to maximize BusPAC’s impact. In total, GAP staff attended 36 Congressional events this year, hosting or sponsoring 10 of these events. In-line with ABA PAC policy, BusPAC contributions were limited to incumbents, and to their individual campaigns. Also, we focused on those members in key positions to our industry, e.g. chairman/ranking members and other supportive members on transportation and appropriations related committees, with a bi-partisan and chamber balance (i.e. 56/44% Republican/Democrats ratio; and 64/36% House/Senate ratio). As to outcomes, in the wake of the mid-term elections, of the 50 Legislators BusPAC supported in the 2017-2108 cycle, 11 incumbents lost their seats in the mid-term elections and 5 chose to retire after accepting contributions.

The ABA PAC Administrative fund account balance currently stands at $2,250, with a total of $4,750 in contributions to date in 2018. The administrative fund enabled ABA to explore new BusPAC initiatives this past year, such as hosting the event last spring for the spring fly-in and promoting BusPAC at the upcoming 2019 ABA Marketplace. We would strongly urge broader support of this fund by members who are not eligible/inclined to contribute BusPAC.

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American Bus Association Finance and Budget

Financial and Administrative Report – Twelve Months Ended December 31, 2018

The following report provides financial highlights for the twelve months ending December 31, 2018. The report provides information to the board and other interested parties on the financial position of the Association. In addition to describing the financial condition of the Association, this report is intended to highlight variances between actual results and budgeted amounts, and in some cases to prior year actual results.

The ending operating cash balance at December 31, 2018, totals $2,378,000, versus $2,560,000 from a year ago, a decline of approximately 7%. As explained in further detail below, the decline in cash is due to an increase in expenses compared to the prior year. Although total revenue remained unchanged, expenses were approximately $282,000 higher than the prior year.

ABA’s reserve account as of November 30, 2018, had total investments of $4,814,000, versus $4,784,000 from a year ago, representing an increase of $30,000. Year-end statements were unavailable at the time of preparing this report and the related unaudited financial statements. We’ve included a Quarterly Investment Performance Review as of 12/18/2018 prepared by Goldman Sachs, our current investment advisor. Beginning in November 2018, ABA and the ABA Foundation transferred their investment reserve and endowment account to Goldman Sachs from TD Private Client Wealth Group. The transfer of assets was completed before the end of 2018.

REVENUE Membership – Membership revenue as of December 31, 2018, totaled approximately $1,704,000 compared to $1,694,000 as of December 31, 2017, representing a slight increase of less than 1%. Below is a breakdown by category of membership revenue:

DECEMBER BUDGET DECEMBER

2018 2018 2017 Membership

Operator Dues $ 366,000 $ 360,000 $ 368,000 Associate Dues 72,000 60,000 66,000 Travel Industry Dues 1,159,000 1,225,000 1,158,000 Tour Operator Dues 107,000 80,000 103,000

1,704,000 1,725,000 1,694,000

Meetings – ABA Marketplace makes up a majority of the Meetings & Conferences revenue in the budget. As of December 31, 2018, revenue associated with Marketplace totaled $3,236,000 compared to $3,340,000 as of December 31, 2017, a decrease of 3.0%. Total revenue is approximately $175,000 under its budgeted amount of $3,410,000. Below is a

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breakdown of actual versus budgeted amounts for the different line items that make up total Marketplace revenue:


2018 2018 2017 Marketplace

Sponsors $ 436,000 $ 475,000 $ 446,000 Sponsor Passthroughs 84,000 150,000 153,000 Registrations 2,606,000 2,679,000 2,564,000 Displays/Exhibits 36,000 56,000 72,000 Hotel Rebates 74,000 50,000 105,000

3,236,000 3,410,000 3,340,000

Apart from Hotel Rebates, each of the sources of revenue for Marketplace experienced a negative variance from its budget. Although actual revenue was under budget, due to lower than expected expenses for Marketplace, the actual net profit from Marketplace is $1,643,000 compared to a budget of $1,732,000, a difference of $89,000. Publications – As of December 31, 2018, revenue associated with ABA Publications totaled $717,000 compared to $740,000 in the prior year, representing a decline of 3%. Below is a breakdown by category of publications revenue:


2018 2018 2017 Publications

Destinations $ 505,000 $ 601,000 $ 447,000 Motorcoach Marketer 136,000 225,000 169,000 Marketplace Today 29,000 50,000 50,000 ABA Insider/MTN/Web 47,000 99,000 74,000

717,000 975,000 740,000

ABA has continued to experience a decline in advertising revenue in its print and digital publications. Beginning in 2019, ABA will begin using a new vendor to produce the ABA Insider which will result in significant cost savings while keeping revenue at its current level.

EXPENSE Government Affairs – As of December 31, 2018, expenses are $1,200,000 compared to $1,015,000 in the prior year, representing an increase of approximately $185,000, or 18%. The increase is due to higher monthly fees for lobbying costs and legal fees in 2018 compared to 2017. Currently, ABA has three lobbying firms on retainer for a total of $21,000 per month. Until October 2017, ABA had one lobbyist on retainer costing $5,000 per month. Below is a breakdown of these costs, with budget, compared to last year:

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2018 2018 2017

Consulting(Lobbying) $ 165,000 $ 225,000 $ 88,000 Legal 167,000 100,000 62,000

332,000 325,000 150,000

Membership Services – As of December 31, 2018, expenses are $755,000 compared to $700,000 in the prior year, representing an increase of approximately $55,000, or 8%. Part of the increase is due to the transition to a new association management system. Because of the change to a new software provider, we have spent more on temporary staff and computer services to move the data from the old database to the new. The second reason for the increase in expenses in the Membership Department is related to Meetings and Conferences, and specifically with the attendance and costs to attend TIA’s Pow Wow conference. We partner each year with SYTA to attend the show and share costs. SYTA paid for the 2017 registration, while ABA has paid for 2018 registration. Therefore, we had fewer upfront costs to attend Pow Wow in 2017. The net cost to attend Pow Wow will be approximately the same year over year, as ABA will be invoicing SYTA its portion of the costs for the show. ABA will recognize SYTA’s portion as Miscellaneous Income when received. Finally, ABA retained a recruiting firm in its efforts to hire a new Senior Director of Membership. The cost for the search and related expenses was approximately $23,000. Marketplace – As of December 31, 2018, expenses for Marketplace are $1,592,000, versus $1,639,000 in 2017, a decrease from the prior year of approximately $47,000, or 3%. The reason for the decrease is due in part to lower overall costs for the following items at Marketplace:


2018 2018 2017

Function Costs $ 211,000 $ 162,500 $ 218,000 Audio Visual 202,000 277,000 310,000 Decorating 207,000 220,000 295,000

620,000 659,500 823,000

The above expenses are largely driven by the venue in which Marketplace is held each year. These costs were lower in Charlotte than in Cleveland. The savings from the above categories of expenses more than offset the increase in computer services costs related to the new Association Management System. ABA continues to use the same Marketplace

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Appointment Database vendor. The budgeted profit for Marketplace 2018 is $1,732,000. The actual profit for the year is $1,643,000, approximately $89,000 lower than budget. In 2017, the profit from Marketplace was $1,701,000. Board of Directors – As of December 31, 2018, expenses are $325,000 compared to $261,000 in the prior year, representing an increase of approximately $64,000, or 25%. The increase in expenses is due to the location and other related costs associated with each of the board meetings. Specifically, the Fall Board Meeting in Sonoma resulted in much higher expenses than ABA has had in the past. Below is a breakdown of the major costs of the board meetings, compared to the prior year and the current budget:


2018 2018 2017

Function Costs(Food) $ 116,000 $ 101,000 $ 67,000 Speakers/Honorariums 23,000 10,000 0 Audio Visual 51,000 40,000 28,000

190,000 151,000 95,000

Publications – Overall, expenses in these categories are below the prior year as well as their budget for the year. Below is a breakdown of expenses as of December 31, 2018, for each of the publications:


2018 2018 2017

Destinations $ 393,000 $ 513,000 $ 460,000 Motorcoach Marketer 125,000 126,000 119,000 Marketplace Today 56,000 55,000 50,000 ABA Insider 72,000 91,000 80,000

646,000 785,000 709,000

General & Administration – As of December 31, 2018, expenses are $1,508,000 compared to $1,407,000 in the prior year, representing an increase of approximately $100,000, or 7%. The increase is due to higher overall costs in the below categories, and with the exception of Legal Services, all have been budgeted for:


2018 2018 2017

Salaries & Fringe $ 968,000 $ 909,000 $ 913,000 Legal Services 9,000 1,000 600 Depreciation 105,000 102,000 44,000

1,082,000 1,012,000 957,600

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Salaries & Fringe – Although Salaries & Fringe Benefits have exceeded their budget in this department, it is important to note that overall costs in these categories across all departments are below their budget. The increase in this category was included in the 2018 budget and are in line with anticipated budget amounts. Employees within the G&A department split their time between G&A and other departments. Generally, this is done in order to maximize the deductions to limit the taxable income produced by advertising activities within ABA publications. The time allocated to G&A was higher than originally budgeted. However, the time allocated to Destinations was lower than originally budgeted. When actual salaries are combined within these departments, the actual expenses are more in line with budgeted amounts. The table below highlights Total Salaries and Fringe Benefits incurred in 2018 across all departments at ABA were below what was originally budgeted.


2018 2018 2017

Salaries $ 2,056,000 $ 2,078,000 $ 2,018,000 Fringe Benefits 582,000 598,000 546,000

2,638,000 2,676,000 2,564,000

Further detail is provided below for total Salaries & Fringe Benefit Costs broken down by department:

DECEMBER BUDGET DECEMBER 2018 2018 2017

Government Affairs $ 611,000 $ 614,000 $ 613,000 Communications 222,000 214,000 194,000 Membership Services 326,000 286,000 339,000 Marketplace 382,000 492,000 380,000 Board of Directors 25,000 35,000 51,000 Destinations 70,000 104,000 63,000 Motorcoach Marketer 23,000 13,000 7,000 ABA Insider 12,000 9,000 3,000 General & Admin 967,000 909,000 914,000 Total Salary & Fringe 2,638,000 2,676,000 2,564,000

Legal Services – Legal counsel was consulted for certain unanticipated personnel issues in 2018. These expenses were not included in the 2018 budget. Depreciation – The increase over 2017 is due to the costs associated with the transition to the new association management system that ABA began depreciating in February 2018.

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AMERICAN BUS ASSOCIATION

UNAUDITED FINANCIAL STATEMENTS

FOR THE 12 MONTHS ENDED DECEMBER 31, 2018**

& 2019 BUDGET

**Investment Reserve balances and activity for 2018 are as of 11/30/2018.Year end statements from Goldman Sachs, ABA's investment advisor, were not available at the timethese statements were prepared. Numbers affected by this are noted with ** on Page 3, and Page 5.

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Contents Page

Financial Statements

Statement of Financial Position 3

Statement of Activities (including 2018 Draft Budget) 4 & 5

Statement of Cash Flows 6

Notes to Financial Statements 7-9

Statement of Activities (With quarterly budget comparison) 10 & 11

Departmental Expense Breakdown by CategorySummary of All Departments 12Government Affairs & Policy 13Bus Industry Safety Council 14Website 15Communications & Marketing 16Membership Services 17Marketplace 18Board of Directors Meetings 19CTIS Program 20Destinations 21Motorcoach Marketer 22Marketplace Today 23ABA Insider 24General & Administration 25

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AMERICAN BUS ASSOCIATIONSTATEMENT OF FINANCIAL POSITION

DECEMBER 31, 2018

DECEMBER DECEMBER2018 2017

ASSETSCurrent Assets

Cash & Equivalents (Note 1) 2,389,366$ 2,647,063$ Accounts Receivable (Note 2) 78,083 50,205 Prepaid Expenses (Note 7) 189,599 227,103 Investments (Note 6)** 4,813,982 4,783,569

Total Current Assets 7,471,030$ 7,707,940$

Property & Equipment (Note Furniture & Equipment 644,664 617,075 Office Condominium - 111 K Street 5,516,743 5,516,743 Less: Accumulated Depreciation 1,504,504 1,245,301

Net Property & Equipment 4,656,902$ 4,888,517$

Other AssetsDeferred Compensation Assets - 457 Plan (Note 9) 740,749 645,864 Deposits 22,100 10,305

Total Other Assets 762,849$ 656,169$

Total Assets 12,890,782$ 13,252,626$

LIABILITIES & NET ASSETSCurrent Liabilities

Accounts Payable 105,007$ 57,967$ Accrued Expenses 160,945 120,826 Deferred Revenue (Note 3) 3,765,411 3,844,058

Total Current Liabilities 4,031,363$ 4,022,851$

Long Term LiabilitiesDeferred Compensation Liability - 457 Plan (Note 9) 740,749 645,864 Subtenant Furniture Lease Liability 30,029 38,466 Mortgage Payable - 111 K Street 3,012,165 3,134,307

Total Long Term Liabilities 3,782,944$ 3,818,637$

Net AssetsUnrestricted 5,076,476 5,411,138

Total Liabilities and Net Assets 12,890,782$ 13,252,626$

** 2018 Balance for Investments is as of November 30, 2018, as year end statements were unavailable when preparing this report.

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AMERICAN BUS ASSOCIATIONSTATEMENT OF ACTIVITIES

FOR THE 12 MONTHS ENDED DECEMBER 31, 2018**& 2019 BUDGET

TOTAL YTD TOTAL YTD TOTAL BUDGET DECEMBER BUDGET DECEMBER BUDGET

2019 2018 2018 2017 2017

REVENUE

MembershipOperator Dues 369,000$ 366,223$ 360,000$ 368,070$ 360,000$ Associate Dues 70,000 72,016 60,000 65,909 60,000 Travel Industry Dues 1,200,000 1,159,323 1,225,000 1,157,604 1,225,000 Tour Operator Dues 82,000 106,863 80,000 102,604 80,000

1,721,000$ 1,704,425$ 1,725,000$ 1,694,187$ 1,725,000$

Meetings & ConferencesMarketplace 3,250,000 3,235,958 3,410,000 3,340,136 3,260,000 Bus Industry Safety Council/BusMARC 70,000 70,112 70,000 55,200 65,000

3,320,000$ 3,306,070$ 3,480,000$ 3,395,336$ 3,325,000$

PublicationsDestinations 405,000 505,128 601,000 446,446 683,000 Motorcoach Marketer 160,000 136,025 225,000 168,890 250,000 Marketplace Today 35,000 29,330 50,000 50,557 50,000 ABA Insider/Buses.org 36,000 46,459 99,000 74,161 120,000

636,000$ 716,942$ 975,000$ 740,054$ 1,103,000$

Other IncomeContract Services (Note 5) 144,500 167,375 92,500 134,937 140,000 Rental Income from Office Lease 129,750 125,774 125,775 115,349 100,000 Miscellaneous (Note 8) 179,250 244,620 134,250 177,359 74,000

453,500$ 537,770$ 352,525$ 427,645$ 314,000$

Total Revenue from Operations 6,130,500$ 6,265,205$ 6,532,525$ 6,257,222$ 6,467,000$

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AMERICAN BUS ASSOCIATIONSTATEMENT OF ACTIVITIES (CONTINUED)

FOR THE 12 MONTHS ENDED DECEMBER 31, 2018**& 2019 BUDGET

TOTAL YTD TOTAL YTD TOTAL BUDGET DECEMBER BUDGET DECEMBER BUDGET

2019 2018 2018 2017 2017

EXPENSES

Government Affairs & Policy 1,133,167$ 1,200,305$ 1,218,007$ 1,014,971$ 1,286,560$ BISC/BusMARC 66,150 67,195 80,200 94,859 80,000 Website 12,000 26,417 24,138 28,188 27,900 Communications & Marketing 319,268 330,214 347,184 314,404 331,573 Membership Services 584,794 755,080 623,291 698,050 538,380 Marketplace 1,597,375 1,592,091 1,678,328 1,639,152 1,566,330 Board of Directors Meetings 245,665 325,447 266,522 260,629 194,937 CTIS Program 4,250 3,368 5,350 6,239 3,100 Destinations 445,728 393,492 513,461 460,371 644,974 Motorcoach Marketer 121,956 125,405 125,936 119,118 133,516 Marketplace Today 55,992 56,464 55,000 49,967 46,410 ABA Insider 64,440 72,102 90,936 80,051 72,667 General & Administration 1,478,381 1,507,595 1,437,921 1,406,862 1,327,020

Total Expenses 6,129,166$ 6,455,175$ 6,466,274$ 6,172,861$ 6,253,367$

Net Operating Income/(Loss) 1,334 (189,970) 66,251 84,361 213,633

Investment Income (Net of Investment Fees)** 200,000 62,279 200,000 86,473 200,000 Unrealized & Realized Gains (Losses)** - (206,973) - 344,478 -

Net Income/(Loss) 201,334$ (334,664)$ 266,251$ 515,312$ 413,633$

**2018 Investment activity above is as of 11/30/2018. Statements from our Investment Advisor were not availablein time to report year end numbers. All other items (revenue and expense) above the investment line are as of 12/31/2018.

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AMERICAN BUS ASSOCIATIONSTATEMENT OF CASH FLOWS

DECEMBER 31, 2018DECEMBER

2018

CASH FLOWS FROM OPERATING ACTIVITIES

Change in net assets (334,664)

Adjustments to reconcile change in net assets to net cash (used in) provided by operating activities:

Depreciation and amortization 265,888 Unrealized (appreciation)/ depreciation on investments 64,045 Realized (gain)/loss on sale of investments 142,928 (Increase) decrease in allowance for doubtful receivables Changes in assets and liabilities: (Increase) / Decrease in accounts receivable (27,878) (Increase) / Decrease in interest receivable - (Increase) / Decrease in prepaid expenses 37,504 Increase / (Decrease) in accounts payable 47,040 Increase / (Decrease) in accrued expenses 40,119 Increase / (Decrease) in deferred revenue (78,647)

Net cash (used in) / provided by operating activities 156,335

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of property and equipment (27,589) Purchase of investments (6,607,472) Proceeds from sale of investments 6,363,402 (Increase) / decrease in deposits (11,795)

Net cash (used in) / provided by investing activities (283,454)

CASH FLOWS FROM FINANCING ACTIVITIES

Subtenant Furniture Lease Liability (8,437) Mortgage Payable - 111 K Street (122,142)

Net cash (used in) / provided by fianancing activities (130,579)

NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS (257,698)

Cash and cash equivalents at beginning of period (01/01/2018) 2,647,064

Cash and cash equivalents at end of period 2,389,366

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AMERICAN BUS ASSOCIATIONNOTES TO FINANCIAL STATEMENTS


Note 1 - Cash & Cash EquivalentsThe following is a breakdown of the cash accounts:

Dec-18 Dec-17Petty Cash Fund 500$ 500$ Cash & Cash Equivalents 2,378,388 2,559,670 Investment Reserve Money Market Accounts 10,477 86,893

Total 2,389,366$ 2,647,063$

Note 2 - Accounts ReceivableThe following is a breakdown of accounts receivable:

Dec-18 Dec-17Advertising/Publications 61,034$ 65,015$ Less Reserve for Uncollectible Accounts (15,000) (15,000) Foundation - - NBTA 10,028 - Marketplace/Other 22,021 190

Total 78,083$ 50,205$

Note 3 - Deferred RevenueThe following is a breakdown of deferred revenue:

Dec-18 Dec-17Destinations -$ -$ BISC 7,500 - Miscellaneous 10,481 10,481 Marketplace 2,683,463 2,675,900 Membership Dues 1,063,968 1,157,677

Total 3,765,411$ 3,844,058$

Note 5 - Service IncomeThe National Bus Traffic Association, Skal USA and Florida Motorcoach Association have contracted with ABA to provide them with variousadministrative, financial and accounting services. Professional services are billed to these entities monthly, based on salary and fringe benefitcosts associated with staff time charged to NBTA activities, or based on a contracted rate for Skal USA and Florida Motorcoach Association.

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AMERICAN BUS ASSOCIATIONNOTES TO FINANCIAL STATEMENTS (CONTINUED)FOR THE 12 MONTHS ENDED DECEMBER 31, 2018**

Note 6 - Investments The following is a breakdown of reserve fund investments:

Cost Market ValueReserve Fund Investments (As of November 30, 2018) 4,738,179$ 4,813,982$

Total 4,738,179$ 4,813,982$

Cost Market ValueReserve Fund Investments (As of December 31, 2017) 4,622,850$ 4,783,569$

Total 4,622,850$ 4,783,569$

Note 7 - Prepaid ExpensesThe following is a breakdown of prepaid expenses:

Dec-18 Dec-17Prepaid Expense-Other 121,164$ 140,876$ Prepaid Insurance 17,456 18,719 Marketplace 50,979 67,508

Total 189,599$ 227,103$

Note 8 - Miscellaneous IncomeThe following is a breakdown of miscellaneous income:

Dec-18 Dec-17Affinity Programs 148,466$ 115,100$ Hours of Service Cards/Passenger Safety Materials 1,666 1,643 CTIS Registrations 1,875 2,475 Label Sales 1,440 2,075 Miscellaneous 91,173 56,066

244,620$ 177,359$

Note 9 - Deferred Compensation - 457 PlanThe American Bus Association maintains a nonqualified deferred compensation plan throughEmpower Retirement. Employees may elect to defer salary for retirement.

Nov-18

Dec-17

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AMERICAN BUS ASSOCIATIONNOTES TO FINANCIAL STATEMENTS (CONTINUED)FOR THE 12 MONTHS ENDED DECEMBER 31, 2018**

Note 10- Property and Equipment

The association depreciates its property over useful lives determined by property type. Below is a scheduleshowing the various years the property and equipment is depreciated over.

Building 40 YearsFurniture 10 YearsPhone Equipment 10 YearsComputer Equipment 3 Years

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AMERICAN BUS ASSOCIATIONSTATEMENT OF ACTIVITIES


TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET YTD BUDGET1st QTR 18 1st QTR 18 2nd QTR 18 2nd QTR 18 3rd QTR 18 3rd QTR 18 4th QTR 18 4th QTR 18 2018 2018

REVENUE

MembershipOperator Dues 179,949 180,000 3,962 180,000 171,147 - 11,165 - 366,223 360,000 Associate Dues 63,875 45,000 1,690 15,000 5,360 - 1,091 - 72,016 60,000 Travel Industry Dues 1,048,057 1,102,500 65,271 61,250 36,752 30,625 9,243 30,625 1,159,323 1,225,000 Tour Operator Dues 52,996 40,000 7,698 40,000 42,567 - 3,602 - 106,863 80,000

1,344,877 1,367,500 78,621 296,250 255,826 30,625 25,101 30,625 1,704,425 1,725,000

Meetings & ConferencesMarketplace 3,196,643 3,410,000 24,955 - 9,325 - 5,035 - 3,235,958 3,410,000 Bus Industry Safety Council/BusMARC 25,500 35,000 2,400 - 41,812 35,000 400 - 70,112 70,000

3,222,143 3,410,000 24,955 - 9,325 - 5,035 - 3,306,070 3,480,000

PublicationsDestinations 172,846 180,300 26,595 120,200 148,157 150,250 157,530 150,250 505,128 601,000 Motorcoach Marketer 980 - - - - - 135,045 225,000 136,025 225,000 Marketplace Today 29,330 50,000 - - - - - - 29,330 50,000 Top 100 Events - - - - - - - - - - ABA Insider/Buses.org 7,010 24,750 11,068 24,750 15,420 24,750 12,961 24,750 46,459 99,000

210,165 255,050 37,663 144,950 163,577 175,000 305,536 400,000 716,942 975,000

Other IncomeContract Services 49,365 23,125 42,019 23,125 29,171 23,125 46,820 23,125 167,375 92,500 Rental Income from Office Lease 31,444 31,444 31,444 31,444 31,444 31,444 31,444 31,444 125,774 125,775 Miscellaneous 25,736 33,563 122,280 33,563 38,687 33,563 57,917 33,563 244,620 134,250

106,544 88,131 195,743 88,131 99,302 88,131 136,181 88,131 537,770 352,525

Total Income From Operations 4,883,729 5,120,681 336,982 529,331 528,029 293,756 471,853 518,756 6,265,205 6,532,525

118

AMERICAN BUS ASSOCIATIONSTATEMENT OF ACTIVITIES (CONTINUED)


TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET YTD BUDGET1st QTR 18 1st QTR 18 2nd QTR 18 2nd QTR 18 3rd QTR 18 3rd QTR 18 4th QTR 18 4th QTR 18 2018 2018

EXPENSES

Government Affairs 271,728 304,502 293,134 304,502 301,815 304,502 333,628 304,502 1,200,305 1,218,007 Bus Industry Safety Council 24,090 40,100 4,950 - 38,155 - - 40,100 67,195 80,200 Website 5,040 6,035 13,139 6,035 6,425 6,035 1,813 6,035 26,417 24,138 Communications & Marketing 83,840 86,796 83,881 86,796 92,533 86,796 69,960 86,796 330,214 347,184 Membership Services 238,418 155,823 211,319 155,823 155,436 155,823 149,907 155,823 755,080 623,291 Marketplace 1,101,129 1,258,746 127,971 83,916 171,684 167,833 191,307 167,833 1,592,091 1,678,328 Board of Directors Meetings 42,430 88,841 129,493 88,841 146,345 88,841 7,179 - 325,447 266,522 CTIS Program 3,340 5,350 28 - - - - - 3,368 5,350 Destinations 124,738 154,038 61,427 102,692 125,243 128,365 82,084 128,365 393,492 513,461 Motorcoach Marketer 951 - 960 - 5,181 - 118,313 125,936 125,405 125,936 Marketplace Today 54,821 55,000 1,643 - - - - - 56,464 55,000 ABA Insider 20,998 22,734 13,473 22,734 21,211 22,734 16,420 22,734 72,102 90,936 General & Administration 421,685 359,480 356,060 359,480 428,867 359,480 300,983 359,480 1,507,595 1,437,921

Total Expenses 2,393,208 2,537,444 1,297,478 1,210,819 1,492,895 1,320,408 1,271,594 1,397,603 6,455,175 6,466,274

Excess of Revenues over Expenses 2,490,521 2,583,237 (960,496) (681,487) (964,866) (1,026,652) (799,741) (878,847) (189,970) 66,251

Investment Income 21,499 50,000 10,187 50,000 12,091 50,000 18,502 50,000 62,279 200,000 Unrealized & Realized Gains (losses) (177,075) - 35,138 - 146,078 - (211,113) - (206,973) -

Net Revenues Over Expenses 2,334,945 2,633,237 (915,172) (631,487) (806,696) (976,652) (992,353) (828,847) (334,664) 266,251

119

TOTAL YTD TOTAL YTD TOTALBUDGET DECEMBER BUDGET DECEMBER BUDGET

2019 2018 2018 2017 2017

Salaries $2,093,008 $2,056,495 $2,078,236 $2,017,863 $2,010,273Fringe Benefits 602,572 582,254 597,713 546,100 571,136Temporary Help 500 30,422 12,000 12,165 16,000Postage 55,746 60,693 66,050 59,775 56,318Educational Assistance 1,000 0 5,000 7,392 5,000Recruitment 0 24,612 0 778 0Mailing&Handling 2,500 4,843 6,500 1,175 6,750Advertising 0 0 5,000 1,054 0Printing 149,150 131,355 165,500 135,954 139,743Photo Services 27,546 27,693 33,000 27,115 20,000Duplicating 8,250 11,248 15,150 11,432 15,750Telephone 32,000 32,245 27,500 34,716 27,750Computer Services 232,401 280,183 183,900 186,308 113,734Consulting Services 252,750 258,075 290,000 232,211 267,800Contributions 1,250 5,950 8,750 13,250 6,250Dues&Subscriptions 89,000 81,715 95,526 84,445 102,365Travel 148,596 178,365 143,100 154,432 159,100Member travel 57,000 60,630 73,000 51,075 85,000Travel-Chairman 7,500 6,295 10,000 4,861 7,000Local Expense 4,500 4,313 5,000 3,985 5,000Insurance 40,000 41,805 49,000 47,749 49,000Legal Services 126,000 225,464 122,000 102,413 221,500Meetings&Conferences 135,000 152,327 164,100 90,097 127,100Function Costs 325,200 380,936 326,500 348,759 299,200Audio Visual 247,700 286,183 346,000 364,496 290,000Security 8,500 10,640 8,500 0 0Decorating 204,600 211,856 226,100 301,347 213,000Entertainment 2,500 4,054 2,500 1,946 2,500Seminars Registration 10,000 17,025 14,150 16,948 14,150Office Supplies 22,500 30,479 28,200 36,817 26,700Membership Services 7,500 10,650 10,000 6,224 10,000Publishers Expense 253,584 241,562 289,600 298,910 368,995Equipment Rental&Maintenance 5,000 4,787 5,000 5,523 5,000Internet Access/Computer Rental & Maint 100 0 100 116 100Layout/Design 2,100 1,672 8,500 2,183 20,300Office Occupancy 462,235 464,473 464,640 482,581 469,103Office Maintenance 13,580 7,767 13,760 14,852 13,680Storage 1,500 4,069 3,300 4,650 2,800Speakers/Honorariums 105,000 121,600 100,000 82,450 70,000Special Events 12,500 8,780 12,500 10,008 11,000Promotion 6,000 7,898 10,000 5,605 5,100Plaques and Awards 1,750 4,253 2,750 1,065 2,100Prizes 3,000 3,229 3,000 4,319 3,000Gratuities 3,000 4,020 5,500 1,664 7,500Taxes&Licenses 750 2,108 2,750 7,349 2,750Delivery 4,500 5,722 6,500 6,161 5,750Taxes-Unrelated Business Income 5,000 2,500 0 0 0Reference Materials 2,250 1,615 2,250 1,272 2,250Auto Leasing 10,200 10,180 10,200 10,856 9,900Accounting Services 30,000 28,967 28,500 27,500 26,500Payroll Services 6,500 9,547 6,500 7,867 6,500Finance Charges 55,000 66,956 55,000 69,520 55,000Bank Service Charges 1,000 950 5,000 6,821 12,000Commissions 127,200 120,664 195,000 154,329 220,600Canadian Exchange Charges 0 293 0 183 0Miscellaneous 0 0 0 1 0Depreciation&Amortization 120,848 121,285 116,148 62,951 65,320Interest 1,800 1,472 1,800 1,240 0TOTAL $6,129,166 $6,455,173 $6,466,273 $6,172,860 $6,253,367

AMERICAN BUS ASSOCIATIONSUMMARY OF ALL DEPARTMENTS

120


2019 2018 2018 2017 2017

Salaries $465,514 $473,661 $484,201 $479,493 $471,468Fringe Benefits 126,246 137,237 129,992 133,896 132,306Temporary Help 0 0 0 0 2,000Postage 150 65 500 106 500Printing 2,500 1,510 2,500 1,332 3,000Photo Services 50 0 0 30 0Duplicating 2,000 2,351 3,000 1,428 3,000Telephone 5,000 4,401 6,000 5,028 5,000Consulting Services 180,000 164,793 225,000 88,189 200,000Dues&Subscriptions 55,000 46,551 55,000 46,740 66,000Travel 25,000 29,453 25,000 21,219 25,000Member travel 2,000 1,213 2,000 399 5,000Local Expense 2,000 2,027 2,500 1,701 2,500Legal Services 100,000 166,543 100,000 62,213 200,000Meetings&Conferences 4,000 4,825 3,000 1,693 0Function Costs 3,000 1,963 10,000 2,709 10,000Audio Visual 1,300 918 4,000 495 1,000Decorating 100 0 100 0 0Seminars Registration 2,000 717 2,000 1,565 2,000Office Supplies 1,000 485 2,000 1,179 2,000Office Occupancy 149,807 154,499 150,714 160,281 155,187Promotion 6,000 6,980 10,000 4,890 100Delivery 500 113 500 384 500TOTAL $1,133,167 $1,200,305 $1,218,007 $1,014,971 $1,286,561

AMERICAN BUS ASSOCIATIONGOVERNMENT AFFAIRS & POLICY

121


2019 2018 2018 2017 2017

Postage $0 $0 $150 $3 $150Printing 700 272 1,500 0 1,500Duplicating 0 0 400 119 700Telephone 0 0 300 138 300Consulting Services 0 0 0 20,000 0Travel 0 0 6,000 3,041 6,000Member travel 0 0 1,000 678 5,000Insurance 9,000 12,382 18,000 17,066 18,000Meetings&Conferences 1,000 700 2,000 657 2,000Function Costs 27,600 30,001 28,000 31,271 28,000Audio Visual 27,400 23,660 19,000 21,468 14,500Office Supplies 200 48 900 267 900Layout/Design 0 0 2,500 0 2,500Plaques and Awards 250 132 250 0 250Delivery 0 0 200 150 200TOTAL $66,150 $67,195 $80,200 $94,859 $80,000

AMERICAN BUS ASSOCIATIONBUS INDUSTRY SAFETY COUNCIL

122


2019 2018 2018 2017 2017

Computer Services $3,000 $3,300 $1,800 $1,350 $2,000Consulting Services 5,000 7,200 8,200 7,988 8,000Depreciation&Amortization 4,000 15,917 14,138 18,851 17,900TOTAL $12,000 $26,417 $24,138 $28,188 $27,900

AMERICAN BUS ASSOCIATIONWEBSITE

123


2019 2018 2018 2017 2017

Salaries $145,458 $172,064 $157,857 $152,414 $151,943Fringe Benefits 64,005 49,772 55,714 42,036 47,467Postage 100 73 100 69 50Advertising 0 0 5,000 1,054 0Printing 1,000 393 1,000 0 5,000Photo Services 20,000 20,681 25,000 20,835 12,000Duplicating 500 583 0 483 0Telephone 3,000 3,029 2,500 3,211 2,500Computer Services 0 795 0 0 0Consulting Services 10,000 11,539 25,000 19,711 30,000Dues&Subscriptions 10,000 10,123 10,000 7,416 10,000Travel 8,000 3,831 9,000 7,435 9,000Member travel 0 0 0 495 0Local Expense 500 642 500 163 500Meetings&Conferences 0 225 0 0 0Function Costs 500 309 500 1,577 1,000Audio Visual 2,000 1,080 0 0 2,000Entertainment 0 149 500 426 500Seminars Registration 3,000 1,443 3,000 1,069 3,000Office Supplies 300 551 300 391 300Layout/Design 0 400 0 0 1,000Office Occupancy 50,905 52,500 51,213 55,325 55,313Promotion 0 0 0 295 0Delivery 0 33 0 0 0TOTAL $319,268 $330,214 $347,184 $314,404 $331,573

AMERICAN BUS ASSOCIATIONCOMMUNICATIONS & MARKETING

124


2019 2018 2018 2017 2017

Salaries $216,939 $249,707 $213,642 $264,915 $214,753Fringe Benefits 58,250 75,796 72,835 73,746 76,693Temporary Help 0 19,362 10,000 10,021 6,000Postage 10,000 14,541 10,200 7,768 10,000Educational Assistance 0 0 0 1,049 0Recruitment 0 23,024 0 88 0Mailing&Handling 500 1,248 500 0 500Printing 2,000 651 8,000 0 2,000Duplicating 2,500 4,408 5,500 4,668 5,550Telephone 6,000 5,743 6,200 7,754 6,150Computer Services 95,700 99,425 79,000 67,754 13,000Consulting Services 20,000 39,842 0 33,080 0Dues&Subscriptions 1,000 2,188 2,500 2,047 2,000Travel 25,000 25,709 26,500 34,422 20,000Local Expense 0 0 0 71 0Legal Services 0 0 0 13,111 0Meetings&Conferences 45,000 71,400 68,000 45,434 65,000Function Costs 12,000 18,338 20,000 23,030 11,700Audio Visual 5,000 6,898 6,000 4,040 5,000Decorating 4,500 4,208 6,000 6,309 3,000Entertainment 0 70 0 0 0Seminars Registration 0 298 0 229 0Office Supplies 2,000 3,923 3,000 3,971 2,500Membership Services 7,500 10,650 10,000 6,224 10,000Layout/Design 0 0 2,500 0 5,100Office Occupancy 50,905 52,500 51,213 54,465 52,733Storage 0 0 500 793 500Promotion 0 0 0 420 5,000Plaques and Awards 0 1,000 0 0 0Prizes 3,000 3,229 3,000 4,049 3,000Delivery 2,000 1,707 3,200 2,465 3,200Finance Charges 15,000 18,924 15,000 25,943 15,000Canadian Exchange Charges 0 293 0 183 0TOTAL $584,794 $755,080 $623,290 $698,050 $538,379

AMERICAN BUS ASSOCIATIONMEMBERSHIP SERVICES

125


2019 2018 2018 2017 2017

Salaries $376,672 $291,775 $373,411 $293,142 $363,979Fringe Benefits 119,645 89,768 118,597 86,474 107,001Temporary Help 500 11,060 2,000 405 2,000Postage 7,500 4,747 13,500 6,981 10,900Mailing&Handling 2,000 3,595 6,000 1,175 6,000Printing 22,950 12,703 25,400 20,142 23,450Duplicating 1,000 1,075 4,000 3,118 4,000Telephone 7,000 7,050 7,000 6,564 7,000Computer Services 80,000 116,291 51,500 56,691 52,000Consulting Services 17,500 11,825 12,050 11,775 12,050Dues&Subscriptions 0 0 0 1,454 0Travel 40,850 55,025 33,850 35,342 29,100Member travel 35,000 31,173 40,000 26,924 45,000Local Expense 0 0 0 108 0Insurance 10,000 8,978 10,000 10,650 10,000Legal Services 0 0 1,000 130 500Meetings&Conferences 81,000 63,673 81,500 21,012 50,500Function Costs 178,600 211,495 162,500 218,677 179,000Audio Visual 177,000 202,465 277,000 309,878 242,500Security 8,500 10,640 8,500 0 0Decorating 200,000 206,936 220,000 295,038 210,000Office Supplies 9,000 12,615 9,000 14,628 8,000Internet Access/Computer Rental & Maint 100 0 100 116 100Layout/Design 2,100 1,272 3,500 2,183 11,700Office Occupancy 79,958 82,350 80,420 85,297 82,700Storage 0 1,356 0 706 0Speakers/Honorariums 95,000 98,600 90,000 82,450 60,000Plaques and Awards 1,500 656 1,500 408 850Prizes 0 0 0 270 0Gratuities 3,000 4,020 5,000 1,534 7,000Taxes&Licenses 0 936 0 607 0Delivery 1,000 1,977 1,000 1,696 1,000Finance Charges 40,000 48,032 40,000 43,577 40,000TOTAL $1,597,375 $1,592,091 $1,678,328 $1,639,152 $1,566,330

AMERICAN BUS ASSOCIATIONMARKETPLACE

126


2019 2018 2018 2017 2017

Salaries $29,511 $20,055 $28,652 $40,386 $9,901Fringe Benefits 6,904 5,370 6,770 10,885 2,636Postage 0 2 100 0 100Photo Services 500 0 1,000 451 2,000Duplicating 250 160 1,000 270 1,000Telephone 0 0 500 407 800Computer Services 0 795 0 0 0Consulting Services 0 0 0 30,194 0Travel 7,000 10,870 7,000 8,058 10,000Member travel 20,000 28,245 30,000 22,579 30,000Travel-Chairman 7,500 6,295 10,000 4,861 7,000Legal Services 25,000 50,289 20,000 26,381 20,000Meetings&Conferences 4,000 10,163 7,000 20,100 7,000Function Costs 100,000 116,202 101,000 66,799 66,500Audio Visual 35,000 51,162 40,000 28,021 25,000Office Supplies 0 0 1,000 64 1,000Speakers/Honorariums 10,000 23,000 10,000 0 10,000Plaques and Awards 0 2,465 1,000 656 1,000Gratuities 0 0 500 130 500Delivery 0 375 1,000 387 500TOTAL $245,665 $325,447 $266,522 $260,629 $194,937

AMERICAN BUS ASSOCIATIONBOARD OF DIRECTORS

127


2019 2018 2018 2017 2017

Postage $0 $0 $0 $0 $100Printing 0 0 100 0 0Duplicating 0 28 0 0 0Travel 750 0 750 648 0Function Costs 3,500 2,628 4,500 4,696 3,000Decorating 0 711 0 0 0Office Supplies 0 0 0 895 0TOTAL $4,250 $3,368 $5,350 $6,239 $3,100

AMERICAN BUS ASSOCIATIONCTIS PROGRAM

128


2019 2018 2018 2017 2017

Salaries $80,496 $53,516 $77,624 $49,035 $84,634Fringe Benefits 26,832 16,215 25,937 14,337 26,115Postage 24,000 26,564 33,000 30,481 25,318Printing 63,000 59,497 71,000 61,421 60,793Telephone 2,400 2,533 0 2,540 0Travel 0 0 0 4,971 25,000Publishers Expense 168,000 150,967 185,700 199,685 286,515Storage 0 1,356 0 887 0Promotion 0 918 0 0 0Commissions 81,000 81,925 120,200 97,014 136,600TOTAL $445,728 $393,492 $513,461 $460,371 $644,975

AMERICAN BUS ASSOCIATIONDESTINATIONS

129


2019 2018 2018 2017 2017

Salaries $10,752 $18,094 $10,443 $5,482 $6,403Fringe Benefits 2,604 5,241 2,493 1,293 1,912Temporary Help 0 0 0 1,739 6,000Postage 12,996 13,172 8,000 13,964 8,700Printing 45,000 44,106 42,000 41,886 33,000Duplicating 0 182 0 226 0Telephone 3,600 3,800 0 3,810 0Publishers Expense 15,000 13,800 18,000 18,280 27,500Storage 0 0 0 120 0Commissions 32,004 27,009 45,000 32,319 50,000TOTAL $121,956 $125,405 $125,936 $119,118 $133,515

AMERICAN BUS ASSOCIATIONMOTORCOACH MARKETER

130


2019 2018 2018 2017 2017

Mailing&Handling $0 $0 $0 $0 $250Printing 12,000 12,223 14,000 11,173 11,000Photo Services 6,996 7,013 7,000 5,800 6,000Travel 6,996 8,362 0 3,128 0Audio Visual 0 0 0 594 0Publishers Expense 23,004 23,000 24,000 19,160 19,160Commissions 6,996 5,866 10,000 10,111 10,000TOTAL $55,992 $56,464 $55,000 $49,967 $46,410

AMERICAN BUS ASSOCIATIONMARKETPLACE TODAY

131


2019 2018 2018 2017 2017

Salaries $7,248 $9,232 $7,037 $2,709 $9,564Fringe Benefits 2,412 3,212 2,199 672 3,283Publishers Expense 47,580 53,795 61,900 61,785 35,820Commissions 7,200 5,863 19,800 14,885 24,000TOTAL $64,440 $72,102 $90,936 $80,051 $72,667

AMERICAN BUS ASSOCIATIONABA INSIDER

132


2019 2018 2018 2017 2017

Salaries $760,418 $768,391 $725,369 $730,287 $697,628Fringe Benefits 195,674 199,643 183,176 182,761 173,723Postage 1,000 1,528 500 403 500Educational Assistance 1,000 0 5,000 6,343 5,000Recruitment 0 1,588 0 690 0Duplicating 2,000 2,463 1,250 1,121 1,500Telephone 5,000 5,688 5,000 5,263 6,000Computer Services 53,701 59,578 51,600 60,513 46,734Consulting Services 20,250 22,878 19,750 21,274 17,750Contributions 1,250 5,950 8,750 13,250 6,250Dues&Subscriptions 23,000 22,853 28,026 26,788 24,365Travel 35,000 45,115 35,000 36,169 35,000Local Expense 2,000 1,644 2,000 1,942 2,000Insurance 21,000 20,445 21,000 20,033 21,000Legal Services 1,000 8,632 1,000 578 1,000Meetings&Conferences 0 1,340 2,600 1,200 2,600Entertainment 2,500 3,835 2,000 1,519 2,000Seminars Registration 5,000 14,568 9,150 14,085 9,150Office Supplies 10,000 12,856 12,000 15,421 12,000Equipment Rental&Maintenance 5,000 4,787 5,000 5,523 5,000Office Occupancy 130,660 122,624 131,080 127,214 123,170Office Maintenance 13,580 7,767 13,760 14,852 13,680Storage 1,500 1,356 2,800 2,145 2,300Special Events 12,500 8,780 12,500 10,008 11,000Taxes&Licenses 750 1,172 2,750 6,742 2,750Delivery 1,000 1,517 600 1,080 350Taxes-Unrelated Business Income 5,000 2,500 0 0 0Reference Materials 2,250 1,615 2,250 1,272 2,250Auto Leasing 10,200 10,180 10,200 10,856 9,900Accounting Services 30,000 28,967 28,500 27,500 26,500Payroll Services 6,500 9,547 6,500 7,867 6,500Bank Service Charges 1,000 950 5,000 6,821 12,000Miscellaneous 0 0 0 1 0Depreciation&Amortization 116,848 105,368 102,010 44,100 47,420Interest 1,800 1,472 1,800 1,240 0TOTAL $1,478,381 $1,507,595 $1,437,921 $1,406,862 $1,327,021

AMERICAN BUS ASSOCIATIONGENERAL & ADMINISTRATIVE

133

AMERICAN BUS ASSOCIATION FOUNDATION

UNAUDITED FINANCIAL STATEMENTS

FOR THE 11 MONTHS ENDED NOVEMBER 30, 2018

134

American Bus Association FoundationBalance SheetNovember 30, 2018

NOVEMBER NOVEMBER2018 2017

Assets

Cash and Cash Equivalents 43,181 274,223

Accounts Receivable 233,162 340,207

Prepaid Expenses 5,125 4,946

Investments 6,437,894 6,059,690

Total Assets 6,719,362 6,679,066

Liabilities and Net Assets

Current LiabilitiesAccounts Payable - -

Due to ABA - -

Deferred Income 15,650 11,925

15,650 11,925

Net AssetsUnrestricted 2,264,313 2,229,397

Temporarily Restricted 4,439,399 4,437,744

6,703,712 6,667,141

Total Liabilities and Net Assets 6,719,362 6,679,066

Note:

Temporarily Restricted Net Assets Comprise:

Scholarship Fund 429,557 390,437

Picknelly Memory Fund 56,987 60,539

Research Fund 3,833,769 3,863,136

Cornell Memory Fund 32,003 33,698

Yellow Ribbon Fund 87,084 89,934

4,439,400 4,437,744

135

American Bus Association FoundationStatement Of ActivitiesEleven Months Ended November 30, 2018

Temporarily Total 2018 TotalUnrestricted Restricted Nov-18 Budget Nov-17

Revenue

Marketplace Afterglow - 24,350 24,350 22,000 22,090

Marketplace Silent Auction - 41,010 41,010 38,000 37,561

Marketplace Live Auction - 91,050 91,050 64,000 79,050

Membership contributions 44,255 3,829 48,084 36,000 44,050

Research Contributions - 10,000 10,000 36,100 31,100

Research Revenue - - - 500 500

Yellow Ribbon Fund - - - -

Yankee Candle - - - -

Other Income 13,099 - 13,099 1,000 5,090

Net assets released from restriction 238,828 (238,828) - - -

Total revenue 296,182 (68,589) 227,593 197,600 219,441

ExpensesPrograms:

Scholarship programs 90,000 90,000 90,000 90,000

Research 56,120 56,120 100,300 75,225

Picknelly Scholarship 5,000 5,000 2,500 -

Cornell Scholarship 2,500 2,500 2,500 2,500

Yellow Ribbon Fund Scholarship 5,000 5,000 5,000 5,000

Supporting Services:

General and administrative 145,769 145,769 94,000 84,854

SPA Retainter 4,803 4,803 4,250 4,878

Marketplace Silent Auction 10,564 10,564 8,500 11,163

Marketplace Live Auction 5,542 5,542 4,000 3,888

Promotion/Marketing 5,039 5,039 20,000 2,308

Total expenses 330,337 - 330,337 331,050 279,816

Excess of Revenues over Expenses (34,155) (68,589) (102,744) (133,450) (60,375)

Investment income, net of investment fees of $42,942 29,458 58,423 87,881 94,361

Realized and unrealized gains/(losses) on investments 12,183 29,232 41,415 200,000 675,889

Change in net assets 7,486 19,066 26,552 66,550 709,875

Net Assets:Beginning 2,256,827 4,420,334 6,677,160 5,957,266

Ending 2,264,313 4,439,399 6,703,712 6,667,141

136

Private Wealth Management

December 18, 2018

American Bus Association

137

Private

Wealth

Management

2

Important Information

Please note the following important information below. Additional important information is included at the end of this presentation.

U.S. Registered ETF / Mutual Fund Performance: If shown, the performance data quoted for U.S. registered exchange traded funds (ETFs) and mutual funds represents past performance and is not a guarantee of future results. Current performance may be lower or higher than the performance data quoted. For the most current performance data, please contact your Private Wealth Management team at the number provided on your monthly statement or toll-free in the U.S. at 1-800-323-5678. A fund’s investment return and the principal value of your investment will fluctuate. As a result, your shares when redeemed may be worth more or less than their original cost.

The performance data for ETFs does not reflect a deduction for commissions that would reduce the displayed performance. You are not subject to a sales charge for mutual funds purchased through PWM. If a sales charge were applicable, the sales charge would reduce the mutual fund’s performance.

138

Private

Wealth

Management

3

IPS TARGET 1 ASSET ALLOCATION PERFORMANCE

Asset Class Value Percent ITD (Cumulative) Date Of

Inception

Deposits & Money Market Funds 0.0% 3.0% 10.0% $37,490 0.6% 0.24% Nov 06, 2018

Investment Grade Fixed Income

25.0 40.0 55.0 1,488,306 24.1 0.37 Nov 04, 2018

Other Fixed Income 496,485 8.0 -1.25 Nov 20, 2018

US Equity2 40.0 60.0 75.0

2,588,486 41.9 -6.98 Nov 04, 2018

Non-US Equity 1,566,942 25.4 -3.56 Nov 04, 2018

Alternative Investments 0.0 3.0 10.0

Total Investment Strategies $6,177,710 100.0% -3.92% Nov 04, 2018

Foundation - Portfolio Overview As of: Dec 18, 2018 Inception Date: Oct 18, 2018 Performance Inception Date: Nov 04, 2018

CURRENT ALLOCATION

INVESTMENT RESULTS ITD

Beginning Investment $0

Ending Investment $6,177,710

Net Deposit and Withdrawal $6,394,292

Investment Results -$216,582

1 Investment Policy Statement target allocation does not distinguish between classes of Fixed Income (Investment Grade and Other) or between classes of Equities

(US and Non-US).

139

Private

Wealth

Management

4

Foundation - Historical Performance As of: Dec 18, 2018 Performance Inception Date: Nov 04, 2018

Major Asset Class / Asset Class Value Percent ITD (Cumulative) Date Of Inception

Cash, Deposits & Money Market Funds $37,490 0.6%

Fixed Income $1,984,791 32.1% -0.04% Nov 04, 2018

Barclays Capital U.S. Aggregate Bond Total Return Index in USD 2.23 Nov 04, 2018

Investment Grade Fixed Income 1,488,306 24.1 0.37 Nov 04, 2018


Public Equity $4,155,429 67.3% -6.41% Nov 04, 2018

MSCI World NTR Index in USD -6.10 Nov 04, 2018

US Equity 2,588,486 41.9 -6.98 Nov 04, 2018

S&P 500 TR Index in USD -6.18 Nov 04, 2018

Non-US Equity 1,566,942 25.4 -3.56 Nov 04, 2018

MSCI EAFE Unhedged Currency TR Index in USD -5.49 Nov 04, 2018


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IPS TARGET 2 ASSET ALLOCATION PERFORMANCE

Asset Class Value Percent ITD

(Cumulative) Date Of

Inception

Deposits & Money Market Funds 0.0% 3.0% 15.0% $15,042 0.3% 0.24% Nov 06, 2018

Investment Grade Fixed Income

35.0 50.0 65.0 2,135,995 45.6 0.71 Nov 04, 2018


US Equity 35.0 50.0 65.0

1,324,002 28.3 -7.10 Nov 04, 2018

Non-US Equity 881,355 18.8 -1.76 Nov 20, 2018

Total Investment Strategies

$4,683,067 100.0% -2.76% Nov 04, 2018

Reserve - Portfolio Overview As of: Dec 18, 2018 Inception Date: Oct 18, 2018 Performance Inception Date: Nov 04, 2018

CURRENT ALLOCATION

INVESTMENT RESULTS ITD

Beginning Investment $0

Ending Investment $4,683,067

Net Deposit and Withdrawal $4,809,809

Investment Results -$126,742

2 Investment Policy Statement target allocation does not distinguish between classes of Fixed Income (Investment Grade and Other) or between classes of Equities

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Reserve - Historical Performance As of: Dec 18, 2018 Performance Inception Date: Nov 04, 2018

Major Asset Class / Asset Class Value Percent ITD (Cumulative) Date Of Inception

Cash, Deposits & Money Market Funds $15,042 0.3%

Fixed Income $2,462,668 52.6% 0.47% Nov 04, 2018

Barclays Capital U.S. Aggregate Bond Total Return Index in USD 2.23 Nov 04, 2018

Investment Grade Fixed Income 2,135,995 45.6 0.71 Nov 04, 2018


Public Equity $2,205,357 47.1% -6.39% Nov 04, 2018

MSCI World NTR Index in USD -6.10 Nov 04, 2018

US Equity 1,324,002 28.3 -7.10 Nov 04, 2018

S&P 500 TR Index in USD -6.18 Nov 04, 2018

Non-US Equity 881,355 18.8 -1.76 Nov 20, 2018

MSCI EAFE Unhedged Currency TR Index in USD -3.09 Nov 20, 2018


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Additional Important Information

Thank you for reviewing this presentation. Please review the important information below.

Our Relationship with Clients. Depending on our relationship with you, we may act as an advisor, a broker-dealer, or both. Our role and obligations vary depending on the

capacity in which we act. Where we act as an advisor, our primary role is to give you advice, help you manage your investments or, where applicable, help you hire another advisor to do so.

Where we act as a broker, our primary role is to execute trades for you based on your instructions and any advice we give you is incidental to our brokerage services. How we are compensated

by you (and sometimes by issuers or managers of investments who compensate us based on what you buy) and how your Private Wealth Management (“PWM”) team is compensated may

change over time and will vary depending on various factors including, but not limited to, whether you are classified as a professional or retail client, have an advisory or brokerage account, and

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and / or how we are compensated based on the capacity in which we act. We are part of a full-service, integrated investment banking, investment management, and brokerage firm. Other firm

businesses may implement investment strategies that are different from the strategies used or recommended for your portfolio.

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Investment Strategy Group (“ISG”). ISG is focused on asset allocation strategy formation and market analysis for PWM. Any information that references ISG, including their model portfolios,

represents the views of ISG, is not research and is not a product of Global Investment Research (“GIR”). If shown, ISG Model Portfolios are provided for illustrative purposes only. Your actual

asset allocation may look significantly different based on your particular circumstances and risk tolerance. If a model performance calculation is provided, it assumes that (1) each asset class was

owned in accordance with the recommended weight; (2) all tactical tilts were implemented at the time the recommendation was made; and (3) the portfolio was rebalanced every time a tactical tilt

change was made and at the end of every quarter (unless a tactical tilt was made within a month of quarter-end). If model performance is shown, it is calculated using the daily returns (actual or

interpolated) of indices that ISG believes are representative of the asset classes included in the model. Results shown reflect the total return but generally do not take into account any investment

management fees, commissions or other transaction expenses, which would reduce returns. The results shown reflect the reinvestment of dividends and other earnings. All returns are pre-tax

and are not adjusted for inflation. Additional information about the model portfolio performance calculation, including asset class benchmarks used for modeling performance and a history of

tactical tilts, is available upon request.

Investment Risks and Information. Risks vary by the type of investment. Additional information regarding investments and risks may be available in applicable product materials. Before

transacting or investing, you should review and understand the terms of a transaction/investment and the nature and extent of the associated risks, and you should be satisfied the investment is

appropriate for you in light of your individual circumstances and financial condition.

• Alternative Investments. Alternative investments may involve a substantial degree of risk, including the risk of total loss of an investor’s capital and the use of leverage, and may not

be appropriate for all investors. Private equity, private real estate, hedge funds, and other alternative investments structured as private investment funds are subject to less regulation

than other types of pooled vehicles and liquidity may be limited. You should review the Offering Memorandum, the Subscription Agreement, and any other applicable offering

documents for risks, potential conflicts of interest, terms and conditions and other disclosures.

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• Commodities. Commodity investments may be less liquid and more volatile than other investments. The risk of loss in trading commodities can be substantial due, but not limited, to

volatile political, market and economic conditions. An investor’s returns may change radically at any time since commodities are subject to abrupt changes in price. Commodity prices are

volatile because they respond to many unpredictable factors including weather, labor strikes, inflation, foreign exchange rates, etc. In a single account, because your position is

leveraged, a small move against your position may result in a large loss. Losses may be larger than your initial deposit. No representation is made regarding the suitability of commodity

investments.

• Currencies. Currency exchange rates can be extremely volatile, particularly during times of political or economic uncertainty. There is a risk of loss when an investor has exposure to

foreign currency or holds foreign currency traded investments.

• Over-the-Counter (“OTC”) Derivatives You should carefully review the Master Agreement, including any related schedules, credit support documents, addenda and exhibits. You may

be requested to post margin or collateral at levels consistent with the internal policies of GS to support written OTC derivatives. Prior to entering into an OTC derivative transaction you

should be aware of the below general risks associated with OTC derivative transactions:

• Liquidity Risk: There is no public market for OTC derivative transactions and, therefore, it may be difficult or impossible to liquidate an existing position on

favorable terms

• Risk of Inability to Assign: OTC derivative transactions entered into with one or more affiliates of Goldman Sachs cannot be assigned or otherwise transferred without

Goldman Sachs’ prior written consent and, therefore, it may be impossible for you to transfer any OTC derivative transaction to a third party.

• Counterparty Credit Risk: Because Goldman Sachs may be obligated to make substantial payments to you as a condition of an OTC derivative transaction, you must

evaluate the credit risk of doing business with Goldman Sachs. Depending on the type of transaction, your counterparty may be Goldman Sachs & Co. LLC, a registered

U.S. broker-dealer, or other affiliate of The Goldman Sachs Group, Inc. As a broker dealer regulated by the Securities and Exchange Commission (“SEC”), Goldman Sachs

& Co. LLC is subject to net capital, financial responsibility rules, and other regulatory requirements designed to protect customer assets. Other subsidiaries of The Goldman

Sachs Group, Inc. may not be registered as a U.S. broker dealer and therefore are not be subject to similar SEC regulation.

• Pricing and Valuation: The price of each OTC derivative transaction is individually negotiated between Goldman Sachs and each counterparty and Goldman Sachs does

not represent or warrant that the prices for which it offers OTC derivative transactions are the best prices available. You may therefore have trouble establishing whether the

price you have been offered for a particular OTC derivative transaction is fair. OTC derivatives may trade at a value that is different from the level inferred from interest

rates, dividends and the underlyer. The difference may be due to factors including, but not limited to, expectations of future levels of interest rates and dividends, and the

volatility of the underlyer prior to maturity. The market price of the OTC derivative transaction may be influenced by many unpredictable factors, including economic

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• Early Termination Payments: The provisions of an OTC derivative transaction may allow for early termination and, in such cases, either you or Goldman Sachs may be

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• Indexes: Goldman Sachs does not warrant, and takes no responsibility for, the structure, method of computation or publication of any currency exchange rates, interest

rates, indexes of such rates, or credit, equity or other indexes, unless Goldman Sachs specifically advises you otherwise.

• Emerging Markets and Growth Markets. Emerging markets and growth markets investments involve certain considerations, including political and economic conditions, the potential

difficulty of repatriating funds or enforcing contractual or other legal rights, and the small size of the securities markets in such countries coupled with a low volume of trading, resulting in

potential lack of liquidity and price volatility.

• Equity Investments. Equity investments are subject to market risk. The value of the securities may go up or down in respect to the prospects of individual companies, particular industry

sectors and/or general economic conditions. The securities of small and mid-capitalization companies involve greater risks than those associated with larger, more established companies

and may be subject to more abrupt or erratic price movements.

• Fixed Income. Fixed income securities investments are subject to the risks associated with debt securities generally, including credit/default, liquidity and interest rate risk. Any

guarantee on an investment grade bond of a given country applies only if held to maturity.

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• Master Limited Partnerships ("MLPs"). MLPs may be generally less liquid than other publicly traded securities and as such can be more volatile and involve higher risk. MLPs may also

involve substantially different tax treatment than other equity-type investments, and such tax treatment could be disadvantageous to certain types of retirement accounts or charitable entities.

• Money Market Funds. Money market fund investments are not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Although money

market funds seek to preserve the value of your investment at $1.00 per share, it is possible to lose money.

• Non-US Securities. Non-US securities investments involve the risk of loss as a result of more or less non-US government regulation, less public information, less liquidity, and greater volatility

in the countries of domicile of the issuers of the securities and/or the jurisdiction in which these securities are traded. In addition, investors in securities such as ADRs/GDRs, whose values are

influenced by foreign currencies, effectively assume currency risk.

• Options. Options involve risk and are not suitable for all investors. The purchase of options can result in the loss of an entire investment and the risk of uncovered options is potentially

unlimited. You must read and understand the current Options Disclosure Document before entering into any options transactions. The booklet entitled Characteristics and Risk of Standardized

Options can be obtained from your PWM team or at https://www.theocc.com/about/publications/character-risks.jsp. A secondary market may not be available for all options. Transaction costs

may be significant in option strategies that require multiple purchases and sales of options, such as spreads. Supporting documentation for any comparisons, recommendations, statistics,

technical data, or other information will be supplied upon request.

• Real Estate. Real estate investments involve additional risks not typically associated with other asset classes, such as sensitivities to temporary or permanent reductions in property values for

the geographic region(s) represented. Real estate investments (both through public and private markets) are also subject to changes in broader macroeconomic conditions, such as interest

rates.

• Structured Investments. Structured investments are complex, involve risk and are not suitable for all investors. Investors in structured investments assume the credit risk of the issuer or

guarantor. If the issuer or guarantor defaults, you may lose your entire investment, even if you hold the product to maturity. Structured investments often perform differently from the asset(s)

they reference. Credit ratings may pertain to the credit rating of the issuer and are not indicative of the market risk associated with the structured investment or the reference asset. Each

structured investment is different, and for each investment you should consider 1) the possibility that at expiration you may be forced to own the reference asset at a depressed price; 2) limits

on the ability to share in upside appreciation; 3) the potential for increased losses if the reference asset declines; and 4) potential inability to sell given the lack of a public trading market.

• Tactical Tilts. Tactical tilts may involve a high degree of risk. No assurance can be made that profits will be achieved or that substantial losses will not be incurred. Prior to investing, you must

determine whether a particular tactical tilt is suitable for them.

• U.S. Registered Mutual Funds / Exchange Traded Funds (“ETFs”) or Exchange Traded Notes (“ETNs”). You should consider a fund’s investment objectives, risks, charges and

expenses, and read the summary prospectus and/or the Prospectus (which may be obtained from your PWM Team) carefully before investing, as they contain this and other relevant

information. You may obtain documents for ETFs or ETNs for free by 1) visiting EDGAR on the SEC website at https://www.sec.gov/; 2) contacting your PWM team; or 3) calling toll-free at 1-

866-471-2526. Unlike traditional mutual funds, ETFs can trade at a discount or premium to the net asset value and are not directly redeemable by the fund. Leveraged or inverse ETFs, ETNs,

or commodities futures-linked ETFs may experience greater price movements than traditional ETFs and may not be appropriate for all investors. Most leveraged and inverse ETFs or ETNs

seek to deliver multiples of the performance (or the inverse of the performance) of the underlying index or benchmark on a daily basis. Their performance over a longer period of time can vary

significantly from the stated daily performance objectives or the underlying benchmark or index due to the effects of compounding. Performance differences may be magnified in a volatile

market. Commodities futures-linked ETFs may perform differently than the spot price for the commodity itself, including due to the entering into and liquidating of futures or swap contracts on a

continuous basis to maintain exposure (i.e., “rolling”) and disparities between near term future prices and long term future prices for the underlying commodity. You should not assume that a

commodity-futures linked ETF will provide an effective hedge against other risks in your portfolio.

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https://www.sec.gov/

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Security-Specific References. Any reference to a specific company or security is not intended to form the basis for an investment decision and is included solely to provide examples or

provide additional context. This information should not be construed as research or investment advice and should not be relied upon in whole or in part in making an investment decision. GS, or

persons involved in the preparation or issuance of these materials, may from time to time have long or short positions in, buy or sell (on a principal basis or otherwise), and act as market makers

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third parties or by you. GS assumes no responsibility for the accuracy of such information. Information may vary from that reflected by your custodian and is as of the date of the materials

provided to us. As an accommodation to you, we may also reflect certain investments unrelated to services provided by GS, for which GS does not perform any due diligence, verify the

accuracy of information, or provide advice. Unless otherwise agreed in writing, we have not assessed whether those investments fit within your investment objective and the asset classification

shown may not be accurate.

Off-Platform Investments. To the extent you ask us for guidance in connection with investment opportunities not offered by GS, such as investments in private funds, private debt or equity,

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ISG/GIR Forecasts. Economic and market forecasts presented (“forecasts”) reflect either ISG’s or GIR’s views and are subject to change without notice. Forecasts do not take into account

specific investment objectives, restrictions, tax and financial situation or other needs of any specific client. Forecasts are subject to high levels of uncertainty that may affect actual performance

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indication or projection of returns of any given investment or strategy. Forecasts are estimated, based on capital market assumptions, and are subject to significant revision and may change

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Performance / Estimated Income / Estimated Cash Flow. Past performance is not a guide of future results and may include investments no longer owned in current or closed accounts.

Current performance may be lower or higher than the performance data quoted. To request the most current or historical performance data, or asset classification schema information, please

contact your PWM team at the number provided on your monthly statement or toll-free in the U.S. at 1-800-323-5678. Performance reports, where shown, generally present the relevant time

weighted performance, which is a combination of daily returns compounded over a specified time period with the removal of the deposit and withdrawal impacts, and may show internal rate of

return calculations where requested. Aggregate performance may not equal the sum of returns at an investment level. Performance for advisory accounts is currently calculated net of any

management fees and might include investments for which actual market prices are not currently available, and does not include private equity positions. Performance for alternative

investments is calculated using the value of the last available partnership capital statement or NAV. If included, estimated income figures and estimated private equity future cash flows are

estimates of future activity, and actual results may vary substantially. GS&Co. has adjusted performance calculations for certain asset classes or strategies and may do so in the future.

Performance of net cash (i.e., cash less margin debit) is generally included in the total performance calculation but not displayed separately. Option performance is included in the performance

of the asset class of the underlier. Margin loans are generally excluded from advisory performance but included in brokerage performance calculations. Mutual fund and ETF investment returns

and the principal value of your investment will fluctuate. As a result, your shares when redeemed may be worth more or less than their original cost. The performance data for ETFs does not

reflect a deduction for commissions that would reduce the displayed performance. You are not subject to a sales charge for mutual funds purchased through PWM. If a sales charge were

applicable, the sales charge would reduce the mutual fund’s performance.

Indices / Benchmarks. Any references to indices, benchmarks, or other measure of relative market performance over a specified period of time are provided for your information only and is not

indicative of future results. In addition to the benchmark assigned to a specific investment strategy, other benchmarks (“Comparative Benchmarks”) may be displayed, including ones displayed

at your request. Managers may not review the performance of your account against the performance of Comparative Benchmarks. There is no guarantee that performance will equal or exceed

any benchmark displayed. Where a benchmark for a strategy has changed, the historical benchmark(s) are available upon request. Inception to date (“ITD”) returns and benchmark / reference

portfolio

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returns may reflect different periods. ITD returns for accounts or asset classes only reflect performance during periods in which your account(s) held assets and / or were invested in the asset

class. The benchmark or reference portfolio returns shown reflect the benchmark / portfolio performance from the date of inception of your account or your initial investment in the asset class. If

displayed, estimated income figures are estimates of future activity obtained from third party sources.

Indices are unmanaged. The figures for the index reflect the reinvestment of all income or dividends, as applicable, but do not reflect the deduction of any fees or expenses which would reduce

returns. Investors cannot invest directly in indices. Investors cannot invest directly in indices. Where appropriate, relevant index trademarks or index information has been licensed or sub-licensed

for use. Inclusion of index information is not intended to imply that the relevant index or its affiliated entities sponsor, endorse, sell, or

promote the referenced securities, or that they make any representation or warranty regarding either the advisability of investing in

securities (generally or specifically) or regarding the ability of the index to track market performance. Contact your PWM team for

more information. The following table provides an example of the effect of management and incentive fees on returns.

The magnitude of the difference between gross-of fee and net-of-fee returns will depend on a variety of factors, and the

example has been simplified.

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values. Certain positions may be provided by third parties or may appear without a price if GS is unable to obtain a price and/or the security is not actively traded for a certain amount of time.

Pricing sources and methods are available upon request and are subject to change.

Fees and Charges. We have two pricing models for advisory relationships: a comprehensive fee model and a product based model. You should consider factors, including, but not limited to,

your financial needs and circumstances, investment objectives, services provided under the model, your preferences, and the size of your account. Certain account fees and expenses may be

more or less expensive depending on the model chosen. Actual fees may differ from estimated fees due to differences in strategies and amounts invested in particular strategies or overall.

Charges applied to your accounts and transactions may include execution charges (including commissions, commission equivalents, mark-ups, mark-downs and dealer spreads), investment

advisory fees, and custody fees. When we act as broker, we are generally compensated by an execution charge on a trade by trade basis. When we act as advisor, we generally earn a fee

based on assets under management and may also be earning execution charges. More information about fees and charges is included in our account agreements, fee schedules and trade

confirmations. If estimated fees are shown herein, we have included a description of our fee calculation methodology.

Where applicable, GS receives fees for certain of the Family Office Services. In the course of providing such Family Office services, GS or its subsidiaries or affiliates may offer additional services

and/or products for which additional fees or commissions are charged. These offerings create a conflict of interest and clients may be asked to acknowledge their understanding of such conflict.

Certain fees associated with Family Office Services are either charged as a single bundled fee while other fees are charged as supplemental fees, which are identified in the Family Office

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Tax Information. GS does not provide legal, tax or accounting advice, unless explicitly agreed in writing between you and GS, and does not offer the sale of insurance products. You should

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presentation, including, if shown, in the Tax Summary section, does not constitute tax advice, has not been audited, should not be used for tax reporting, and is not a substitute for the applicable

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Notice to ERISA / Qualified Retirement Plan / IRA / Coverdell Education Savings Account (collectively, “Retirement Account”) Clients: Information regarding your Retirement Account(s)

included in this presentation is for informational purposes only and is provided solely on the basis that it will not constitute investment or other advice or a recommendation relating to any person’s

or plan’s investment or other decisions, and that none of GS, its affiliates or their employees is a fiduciary or advisor with respect to any person or plan by reason of providing the material or

content in the presentation including under the Employee Retirement Income Security Act of 1974 or Department of Labor Regulations. Unless GS agrees otherwise, any target allocation shown

for such Retirement Account represents decisions you have communicated to GS regarding such asset allocation, without any advice or recommendations from GS, after considering your

financial circumstances, objectives, risk tolerance and goals.

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GS Family Office Services. Where GS provides or refers Family Office Services, it will do so based on individual client needs. Not all clients will receive all services and certain activities may fall

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Upon your request, the Family Office Wealth Advisory Services (“WAS”) team may discuss with you various aspects of financial planning; the scope of such planning services will vary among

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prediction or projection of performance of an investment or investment strategy. Such services may not address every aspect of a client’s financial life; topics that were not discussed with you may

still be relevant to your financial situation. In providing financial services, GS will rely on information provided by, or on behalf of, clients and is not responsible for the accuracy or completeness of

any such information, nor for any consequences related to the use of any inaccurate or incomplete information. Where materials and/or analyses are provided to you, they are based on the

assumptions stated therein, which are likely to vary substantially from the examples shown if they do not prove to be true. These examples are for illustrative purposes only and do not guarantee

that any client will or is likely to achieve the results shown. Assumed growth rates are subject to high levels of uncertainty and do not represent actual trading and may not reflect material economic

and market factors that may have an impact on actual performance. GS has no obligation to provide updates to these rates.

Not a Municipal Advisor. Except in circumstances where GS expressly agrees otherwise, GS is not acting as a municipal advisor and the opinions or views contained in this presentation are not

intended to be, and do not constitute, advice, including within the meaning of Section 15B of the Securities Exchange Act of 1934.

Additional Information for Ayco Clients. References in this presentation to “PWM team” shall include your Ayco team. Ayco may provide tax advice, accounting advice, bill pay, and

bookkeeping services to certain clients. Ayco does not provide brokerage services. As part of its financial counseling services, Ayco may provide you with certain reports where similar information

contained herein is presented differently or in more or less detail. You should view each report independently and raise any questions with your Ayco team.

No Distribution; No Offer or Solicitation. This material may not, without GS’ prior written consent, be (i) copied, photocopied or duplicated in any form, by any means, or (ii) distributed to any

person that is not an employee, officer, director, or authorized agent of the recipient. This material is not an offer or solicitation with respect to the purchase or sale of any security in any jurisdiction

in which such offer or solicitation is not authorized or to any person to whom it would be unlawful to make such offer or solicitation.

© 2018 Goldman Sachs. All rights reserved.

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Name

Term Expiration

Membership Category

# of Buses

Term Expiration 20201 Dane Cornell Associate

2 Ian Smart Associate

3 François Tremblay Associate

4 Julia Conway Charter-Tour 46

5 John Meier Charter-Tour 56

6 Bill Torres Charter-Tour 51

7 Linda Burtwistle Charter-Tour 1654

8 Daryl Johnson Enterprise 10

9 Buddy Young Enterprise 10

10 Gene Berardi Fixed Route 130

11 Ben Blunt Fixed Route 35

12 Steve Woelfel Fixed Route 67

13 David Eaton Tour

14 Chris Shepler Travel

15 John Percy Travel

16 Luke Busskohl Marketplace Chair

17 Peter Pantuso President & CEO

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3 Karen Sanders Charter-Tour 231

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5 TJ Morgan Enterprise 13

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7 John Miller Fixed Route 91

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11 Bill Blankenship Non Voting 1493

12 Stephanie Parr-Brooks Tour

13 A.J. Kinney Tour

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6 Kim Grzywacz Enterprise 13

7 Al Spence Enterprise 9

8 Chris Anzuoni Fixed Route 37

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12 Ron Moore Fixed Route 40

13 Bryan Cole Tour

14 Cindy Brown Travel

15 Mikie Coffman Travel

16 Stephanie Lee Travel

17 Linda Spruill Travel

Honorary1 Thomas Morgan NA

2 Woody Blunt NA

3 Ron Eyre NA

4 Craig Lentzsch NA

BOARD ROTATION SCHEDULE

Expiration Category # of Directors Member Type Current Members

2020 Associate 3 Associate 5 (max 6)

2020 Charter-Tour 4 Charter-Tour 10 (min 6)

2020 Enterprise 2 Enterprise 6 (min 6)

2020 Fixed Route 3 Fixed Route 12 (min 6)

2020 Tour 1 Travel 6 (max 6)

2020 Travel 2 Tour 4 (max 6)

2020 Marketplace Chair 1 Honorary 4 ( min 1)

2020 President & CEO 1 Marketplace Chair 1 (min 1)

TOTAL 17 Non-Voting 1 (max 4)

President and CEO 1 (max 1)

Expiration Category # of Directors2021 Non Voting 1 TOTAL VOTING* 44 (max 50/min 35)

2021 Charter-Tour 4 *does not include CEO, MKPL Chair, Honorary, Non-Voting

2021 Enterprise 2

2021 Fixed Route 4 TOTAL MEMBERS 512021 Tour 2

TOTAL 13

Expiration Category # of Directors2022 Associate 2

2022 Charter-Tour 3

2022 Enterprise 2

2022 Fixed Route 5

2022 Tour 1

2022 Travel 4

TOTAL 17

ROTATION SUMMARY STATISTICS

2019 ABA Proposed Executive Committee

Board Office

Board Officers

Expiration Date

Committee Position

Committee Member

Expiration Date

Committee Position

Committee Member

Expiration Date

Board Chairman (3 yr term)

Don Devivo

2021 Policy Committee Chair (2 yr term)

Jim Jalbert 2021 At-Large (2 yr term) (6 yr max)

Karen Sanders

2020 (1st term)

Board Vice Chairman (3 yr term)

Gene Berardi

2021 Fixed Route Representative (2 yr term) (6 yr max)

Ben Blunt 2021(1st term)

At-Large (2 yr term) (6 yr max)

Bill Torres

2021(1st term)

Immediate Past Chairman (3 yr term)

John Meier

2021 Charter & Tour Representative (2 yr term) (6 yr max)

Terry Fischer

2020 (1st term)

At-Large (2 yr term) (6 yr max)

Steve Woelfel

2020 (1st Term)

Executive Committee Treasurer (1 yr term)

John Miller

2020 Enterprise Representative (2 yr term) (6 yr max)

Buddy Young (2nd term)

2020 At-Large (2 yr term) (6 yr max)

Chris Shepler

2021(2nd term)

ABA President & CEO (1 yr term)

Peter Pantuso

2020

Terms that end in January 2020:

-John Miller - Treasurer-Terry Fischer, Charter & Tour Representative

-Buddy Young, Enterprise Representative

-Karen Sanders, At-Large-Steve Woelfel, At-Large-Peter Pantuso, President & CEO

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TIME & PLACE REPORT January 2019

BOARD MEETINGS Spring Board Meeting 2019 May 1 – 2, 2019 Capital Hilton Washington, DC Spring Board Meeting 2020 April 27 – 28, 2020 Conrad Hilton Washington, DC

Fall Board Meeting 2019 Sept. 23 – 24, 2019 The Breakers Resort Palm Beach, FL Fall Board Meeting 2020 Sept. 21 – 22, 2020 The Inn at Biltmore Asheville, NC

Spring Board Meeting 2021 April 26 – 27, 2021 Conrad Hilton Washington, DC

MARKETPLACE MEETINGS

American Bus Marketplace 2020 Jan. 10 – 14, 2020 Omaha, NE American Bus Marketplace 2021 Jan. 29 – Feb. 2, 2021 Baltimore, MD

American Bus Marketplace 2022 Jan. 7 – 11, 2022 Grapevine, TX American Bus Marketplace 2024 Jan. 5 – 9, 2024 Nashville, TN

ADDITIONAL MEETINGS BISC/BusMARC Summer Meeting 2019 June 25 – 27, 2019 BWI Airport, MD Entertainer Motorcoach Council May 2019 Nashville, TN

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2018 MEMBERSHIP BOARD REPORT MEMBERSHIP DEPARTMENT OVERVIEW The newly formed membership department is responsible for recruitment, retention, renewal, engagement, membership programs and services, and database management. The Membership team consists of: Lia Zegeye, Senior Director of Membership Roderick Lewis, Director of Membership & Business Development Jake Argarin, Membership & Database Coordinator For the 4th quarter 2018, the membership department placed special emphasis in three major areas:

• Identifying and evaluating current membership policies and processes • Enhancing and building new processes and best practices • Alignment of new member plan with ABA’s mission

In addition, we have worked on converting “qualified” leads from previously attended tradeshows, targeted email campaigns, and “call-ins” from companies inquiring about joining the association. Companies interested in attending ABA’s Annual Meeting & Marketplace were sold both on membership/Marketplace as a bundled package that included membership through December 31, 2019 or June 30, 2020 depending on the member category. Though overall this process has been fruitful, there has been a reluctance in renewing membership, if those members with the bundled packet were not able to attend Marketplace, emphasizing the need to create or enhance additional benefits. Membership by The Numbers (Count comparison December 2017 vs 2018) Membership Category 2018 2017 Associate 204 191 Tour Operator 419 374 Bus Operator 721 675 Travel Industry 2,061 2,044 Total Members 3,405 3,284 Retention rate: 91% MEMBER RETENTION & OUTREACH EFFORTS All members were sent renewal invoices and a letter from the President & CEO. In addition, we have sent reminder emails via Informz (our email marketing platform). We have been analyzing the results received through Informz to evaluate the open-rate, click-through rate, bounced emails and unsubscribed members. Based on the outcome, further outreach efforts are underway.

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In addition, the Membership department has conducted a targeted expired member outreach campaign. The purpose of the campaign was to simply understand the reason behind the lack of action to renew, especially with long-term members. Based on the information gathered and analyzed, the top three reasons why members leave ABA were:

• Lack of overall engagement: members joined membership for one specific benefit and when they no longer need that specific benefit, they will not renew.

• Contact person no longer with the member company: we only have one contact person per company that is engaged with us. When they leave the company or move into another division, the membership fall through the cracks.

• Lack of real/perceived value: the ROI did not meet expectations.

Key Takeaways from Campaign: • Encourage members to take advantage of member benefits and programs created with

them in mind. If the specific program is no longer of value, we will enhance or remove from our benefits packet.

• Engage more than one individual at each member company. • Connect with members throughout the year to understand expectations and

challenges and help them navigate into the right direction. Next Steps: The information gathered and analyzed will be used to:

• Customize and personalize our approach and address any issues early in the membership lifecycle.

• Clearly, data is important, help us cater to member needs, and in the long run increase the value of membership

• Evaluate if our value proposition is resonating with the intended audience, or do we need be repackaged and/or repriced

• Track level of engagement Furthermore, we will continue to assess members needs through survey, calls, one-on-one meetings, focus groups, etc. We have been utilizing emails and calls to communicate with members. However, in the coming months, we will be taking advantage of social and digital media platforms and newsletters to highlight our benefits. NEW MEMBER PACKET We have created a new member packet that includes all our programs, benefits, products and services in one place and on a digital format. The goal is to change our first-year member communication from a transaction to experience. Information includes:

o A welcome video from the President & CEO o New member login credential o Crisis Communications o Education o Councils

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o Member Discounts o ABA Publications, Gov’t Affairs o Marketplace o ABA Foundation o ABA Leadership o ABA Staff o Events o Member Rewards o Membership Renewal Information

We have also shared a customized member packet to all current members. MEMBERSHIP GROWTH As a team, we have been aggressive in the development of new prospect lists, following through on new leads, identifying ways to better market our services and benefits, researching current members, as well as capitalizing on the expectations from 2017.

While target groups have included member prospects from conferences ABA staff has participated in, the Membership staff has attended the following conferences/shows in the 4th quarter.

• Chauffer Driven Conference: Motorcoach Operators/ Parts and Services companies • BISC WEST and 2019 California Bus Association: Motorcoach Operators/ Parts and

Services companies • LCT/NLA East: Motorcoach Operators/ Parts and Services companies • Student Youth Travel Association: Tour Operators/Hotels/Attractions/DMOs • National Tour Association • Ontario Motorcoach Association: Motorcoach Operators/ Tour

Operators/Hotels/Attractions/DMOs Follow-up sales campaigns have included the following audiences:

• Discover New England nonmember attendees • 2018 International Pow Wow (IPW) • 2018 Student Youth Travel Association (SYTA) • Leads captured via Social Media (Facebook and LinkedIn) • “Call-ins” (inbound calls generated from email campaigns, ABA members referrals,

general information inquiries, etc.) with specialized pricing. • Cold Calls – Calls to nonmember prospects

2019 ABA MEMBERSHIP RETENTION PLAN Overall Objectives & Key Action Steps

• Retain an ever growing, engaged and more diverse membership base • Increase overall ABA member retention rate from 91% to 96% by the end of December

31, 2020 • Determine membership retention methods

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• Communicate the value of membership • Implement incentive program for current members • Engagement opportunities to be developed and utilized

Preliminary Retention Plan for Q1 & Q2 February 2019

• Send a personalized email to member detailing ABA’s next major project relevant to their business (i.e. upcoming operator legislation G & A, BISC Meeting, etc.) Projects the association is currently working on. The goal is to communicate value and enhance their overall membership experience.

• Focus on retention of third year members (those who joined in 2017). Reduce drop-off rate after third year of membership by engaging this group first.

March 2019

• Contact top line members from 2018 (members who stood out: those who’ve referred others to join, were active on ABA-related social media posts, registered for multiple webinars, volunteered at Marketplace) to serve on the Membership Committee.

• Invite members to monthly targeted ABA webinars. • Personalize and customize outreach to target group.

April 2019

• Identify most at-risk members (bounced back emails, disconnected phone numbers, Primary contact no longer there, etc.) and target them for additional contact by the Membership committee.

• Ask membership committee members to relate their most valued membership experience or benefits and use those statements as quotes for recruitment and retention purposes.

• Utilize industry trade shows and opportunities to engage members. Interview members and ask them what programs seek to improve their membership experience. Use this information as an insight for future retainment programs.

May 2019

• Invite members to monthly targeted ABA webinars. • Send members a targeted email (with relevant and valuable content).

June 2019

• Conduct a member survey of our least active members (members that have not attend Marketplace, webinars, etc.). Let those who respond know that you are listening to them by telling them that we will try to do what they suggested on the survey and make improvements.

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Engagement Opportunities to be developed and utilized:

• Create Online resources – such as webinars and videos to convey the benefits of membership.

• Advertise the value of membership throughout the www.buses.org using strategic pop-ups with links to further exploration and use of the website.

• Conduct member visit in conjunction with ABA Membership staff travel schedule. Implement Incentive Program for Current Members

• Improve Recognition and rewards for current members recruiting new members. • Board and membership committee serve as knowledge center to help identify target

companies in specific territories. • Give a special incentive to top membership recruiters.

NEW MEMBER ONBOARDING/ORIENTATION PROGRAM Based on the membership lifecycle, we have now created a new member orientation program. Joining ABA is a business investment, and upon joining members expect ABA to provide a competitive advantage. Therefore, getting membership engaged from day one is a key component of brand awareness and increasing overall engagement level. We have now implemented touchpoints throughout the 1st year of membership. The new onboarding program includes 5 phases:

• Phase 1: Onboarding: We must be proactive and responsive so that we start off on the right foot. It’s important to follow through in a timely manner. The new member is building an opinion about ABA. First impressions matter.

• Phase 2: Connecting: This month is all about developing our connection with new members, understand who they are, and what they really need (not what we think they need). Personalize the experience to truly welcome them into our organization.

• Phase 3: Engaging: Now we know what they need, let’s put out the roadmap and find ways to engage with us as early as possible. This phase is fundamental to retention. We can use these months to make sure our first two months’ strategies were successful and that we are on the right path.

• Phase 4: Retention: New members are now transitioning into active members. They know who we are and what we do, they understand the value of membership. Retaining members is less expensive/time consuming than attaining new members, it’s important to do our best to keep the ones we have.

• Phase 5: Renewal, Survey & Best Practices: It’s time to send out the renewal notice with a thank you message. Surveying our members ensures that we are meeting their needs but also help us detect areas where we can make improvements, as well as identify most valuable programs for a specific segment

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of the industry. This phase will help us reevaluate retention best practices and strategy.

MEMBERSHIP WEBSITE MAXIMIZATION We are currently evaluating the membership website to make sure the most important elements are accessible and easy to navigate for current and potential members. We will continue to solicit member feedback and use website analytics effectively.

NEW STRATEGIC PARTNERSHIPS

• Healthy Halo: Based on the most current survey, 95% of our members are interested in affordable healthcare benefits. In fulfilling that promise, we have joined forces with Healthy Halo insurance services to offer our members affordable healthcare options, so that our members expand their current healthcare benefits, attract and retain high-quality employees, giving them a competitive edge in the market.

• Perillo TravelVR: ABA has partnered with PerilloTravelVR to provide a new exclusive benefit to ABA members only. With this new partnership, ABA members can take advantage of Perillo’s expertise in virtual reality video production and distribution to promote our member products such as tours, hotels, resorts and attractions.

• AmeriFuel: Managing fuel efficiently and effectively is critical for any fleet owner. ABA has now partnered with AmeriFuel to help members reduce cost, save time, and streamline their fuel program. AmeriFuel can help members develop a customized fueling program, which includes much more than just quality fuel. Competitive pricing, comprehensive reporting, tracking and monitoring tools, fuel cards, and Cardlock options offer optimal control and security.

MEMBERSHIP DEVELOPMENT

• The creation of a “Master Prospects” list – an effort designed to capture up to date prospect information.

• We are currently developing “Member Persona” by member segment, which will help us better identify the needs of current and future members, as well as better target communication efforts. Information gathered includes:

o Membership type o Age o Common challenges and problems they are trying to solve o Size of their organization o Title or job function o Specific common interests (events, subscriptions, etc.) o Annual investment o Level of participation in events and programs

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• Why they joined, what they like about the organization, what they dislike • What other industry organizations they belong to • What they are looking to get out of interacting with your organization • Most-used benefits • Website and social media interaction • Primary needs • Level of satisfaction with your organization • Barriers to renewing or joining.

ASSOCIATION MANAGEMENT SOLUTION (AMS) – DATABASE - IMPEXIUM Goal: Optimal utilization of database resources and centralize data:

• We are currently building the Membership Dashboard o Retention o Renewal activities o Budget vs. Actual o Pending membership application status o Member vs. non-member activities o Enhancement of membership invoice o Import tools (prospects, member communities, etc.) o Develop, maintain, and measure outreach campaign to prospects

• Staff engagement through Impexium Lunch & Learn Program: In helping engage and

educate staff, we are sharing videos on how to navigate through various topics important to each department.

MEMBER DATA CLEAN-UP PROJECT Goal

• To have a robust membership database that can be used as a resource to create or enhance our programs, as well as create a personalized member experience.

• To have the ability to deliver targeted communications for a range of projects and can be filter not only by title but roles and/or responsibilities.

• To utilize ABA’s vertically integrated structure of the organization as a competitive advantage.

• To ensure members are informed and engaged with the products and services offered by ABA.

Objectives • Identify current database structure

o Does the current structure support the goal of the organization? o Identify the number of current member company contacts

Do we have enough number of key contacts from each member company to support our goal?

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Do we have the “right” contact at each company to ensure engagement and retention?

Tactics for Execution • How to collect member data

o Email primary contact o Utilize a group data management tool that will allow the primary contact

to review and update current member data (add new employees to take advantage of member benefits, remove those no longer with company, update addresses, etc.)

How to determine progress and success

• Membership staff to establish long- and short-term goals, monitor and track progress Metrics

• Increase member company CEO data by 50% by end of the year. • Increase second contact information by 50%. • decrease the number of bounced back email to single digit. • Increase overall member engagement. Definition of engagement: Increase the number of

products and services purchased, open rate of ABA communications, member retention rate, webinar participation, etc.

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ABA Communications & Marketing Board of Directors Report

Melanie Hinton/Winter 2019

Introduction:

2018 was a busy and successful year for the ABA Communications and Marketing. This fall we revamped the buses.org homepage and a number of pages inside as well as added a Live Chat function where we have had more than 400 people contacted us and answered approx. 1200 inquiries since we launched. We have also been heavily promoting 2019 Marketplace, 2017 Motorcoach Census and 2018-2019 Scholarship program.

With new Senior Director of Membership coming on board, we have helped the membership team streamline and personalize membership promotion as well as retention programs.

Strategic Plan Benchmarks and ABA Communications/Marketing Activities

Advocacy Comms: Drive legislative and regulatory oversight framework at all government levels to eliminate obstacles and promote the success of our industry.

• Work with Advocacy team on priorities and develop strategies built around them to enhance Advocacy’s impression on influencers.

• Promote Advocacy efforts through email and social media channels to inform and engage members in advocacy efforts.

• Deliver to Advocacy a website that educates members, government officials and decisionmakers on issues important to ABA and the industry.

• Help build coalitions with other associations and government agencies to promote industry’s safety and security objectives as well as ABA’s reputation and influence on Capitol Hill and governing agencies.

• Develop media-ready statements on issues that ABA has taken a stance on. Utilize relationships with trade and mainstream media to promote ABA’s voice on issues.

Update:

• ABA Communications has worked with the GAP team on bringing media attention to a number of issues include the National Park Service Fees and CUAs Hike (see Media Hits below), as well as work with influential Capitol Hill news organizations such as the The Hill, Politico and Bloomberg Government to cover ABA’s legislative activities and on transportation issue statements.

• ABA Communications has worked with a number of travel trade press this year to put a spotlight on ABA’s leadership in a number of issues affective the travel and tourism industry such as the travel ban and NPS fees.

• ABA’s continued #WorkingForYou and #ABAEverywhere posts continue to grow and show ABA members that ABA is leading on issue affecting their business. UPDATE: ABA also added Let’s

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Talk headers to issues such as NPS and FMCSA regulations throughout the year on social and Pete filmed a number of Let’s Talk videos.

• ABA Communications team has been actively working with the GAP team to not only draw member attention to the possible loss of the fuel tax refund but to engage members to give us information that we can take to Congress through videos, surveys and articles in ABA publications and social media.

• ABA Communications has worked with GAP team to reinvent their section of the website to make it easier for Members and State Associates to access top priority issues information.

Membership: Continue overall membership growth with focus on all segments of the motorcoach, tour and travel industry.

To help Membership achieve their objective, Communications will:

• Work with Membership and Marketing team to continue to design and implement strategies that compliment membership sales team’s objectives.

• Promote ABA as the only association businesses in the motorcoach, tour and travel industry need to belong to by publicizing ABA’s story, benefits, etc.

• Showcase ABA’s breadth and reach in the industry by showcasing ABA’s presence and leadership at conferences and meetings across the country. #ABAEverywhere #ABAWorkingForYou

• Produce content to promote ABA benefits for hard mailings, emails and social media content to reach a larger audience of potential members. Utilize social media for an ad campaign targeting audiences that are in the industry or want to be a part of the industry.

• Promote ABA members to others in the industry and consumers to showcase how ABA helps members business.

• Create more personalized communications to members that will help their business, i.e. “How Tos”, industry trends, etc .

Update:

• ABA has developed a new database system and with that comes the ability to personalize information to members through our new communications system, Informz. ABA is now able to allow members to choose how ABA communicates with them as well track who is opening what and when.

• Utilizing the new database and Informz, ABA Communications has created marketing automation campaigns to help recruit new members as well as stay in contact and “care for” new members throughout their first year. UPDATE: ABA can now track members when they visit buses.org and therefore use that information to further personalize information to members and give them exactly what they are interested in.

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• The Communications & Marketing Team has also created a new branding campaign: Let’s Talk that engages members and potential members on ABA activities and issues. The Let’s Talk campaign debuted at the SYTA Annual Meeting in August. UPDATE: ABA also added Let’s Talk headers to issues such as NPS and FMCSA regulations throughout the year on social and Pete filmed a number of Let’s Talk videos.

• Peter has created a number of Let’s Talk videos on issues important to ABA members as well as promote the ABA Foundation and new ABA membership benefits.

• Developed phone wallets promoting ABA.

• Revamped and developed collateral to promote ABA programs and benefits.

• The Communications & Marketing Team has also developed marketing automation techniques to help foster membership growth and retention. UPDATE: ABA MARCOMMS developed an online Membership Welcome Kit (http://www.nxtbook.com/ygsreprints/ABA/aba_welcome_201811/index.php#/1) which is now sent via INFORMZ as part of the membership onboard process.

• ABA Communications has been working closely with Membership team to change the buses.org website to make it more member and potential member friendly. More welcoming. You will have seen that we have changed wording on the top level to be more inclusive. We debuted a new, more user-friendly homepage at the end of September.

• Regularly and consistently promote what ABA offers its membership. Highlights of programs and services, include:

o Advocacy - #ABAWorkingForYou o Crisis Communications Assistance o Marketplace o Discount Partnerships o Networking: Councils, Meetings, Webinars o Education: Marketplace Education, Webinars, Council Meetings, CTIS, Entry Level Driver

Training, John Kennedy on Demand o ABA Foundation Scholarships and Research o Member Promotion: ABA Publications, Member Blogs, Promotional Social Media Pieces,

Member Spotlight, Consumer-focused Promotion

• To enhance our Customer Service: In August, ABA launched a live chat opportunity for members and visitors to buses.org who need help finding information on ABA, Marketplace or need to update their membership information. UPDATE: Since its inception more than 400 people have used the live chat option and we have responded to more than 1200 inquiries.

• ABA’s participation in the FMCSA’s Our Roads, Our Responsibility campaign, as well as our partnership with Busing on the Lookout program, continues to raise the profile of ABA not only in the industry but also with government leaders. ABA has taken a lead role in partnerships that deal with our industry and is often the only motorcoach association involved. UPDATE: ABA secured Greyhound Bus Driver Keith Cummings from Chicago to participate in OROS’s Voices of

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http://www.nxtbook.com/ygsreprints/ABA/aba_welcome_201811/index.php#/1

Safety video campaign. Keith and buses will be first video launched in this campaign.

• In September, produced in both English and Spanish HMC videos with Bill Torres and Rod Vasquez of DC Trails promoting the September meeting and belonging to the HMC.

• In December, helped launch a partnership with School Transportation News to create a school bus operator award and have a presence at STN’s EXPO to bolster benefits for SBC members as well as build closer relationship with the publication.

• Created Meet Your Board Members campaign to introduce ABA Board Members to the larger membership as many have mentioned they do not know who the Board Members are. This appeared in social media as well as relevant publications.

• Created an ad for MCI’s annual calendar in both English and French to promote ABA/MCI’s Motorcoach Operator of the Year.

Annual Meeting & Marketplace: Deliver the leading marketplace for member buying/selling. To help Meetings achieve their objective, Communications will:

• Work with Meetings to develop strategies and partnerships to help sell the Annual Meeting & Marketplace to a wider audience and lead to member recruitment.

• Communicate the benefits of attending the show geared to different segments.

• Utilize social media ad campaign to target potential attendees

• Promote the show and the value on social media channels and publications.

• Develop attendee referral videos to use throughout the year.

• Utilize speakers as Ambassadors for the show, have them create videos.

• Develop a user-friendly, engaging show website.

Update:

• ABA Communications is working closely with Meetings Department to utilize host city and Marketplace Chairman to make compelling social media and email content to share with members. We have utilized our #MarketplaceMondays on social media to highlight either Louisville as the host city or an aspect of the event. Marketplace Chair Kim Grzywacz developed regular videos promoting deadlines and highlights for Marketplace.

• ABA MARCOMMS working with Meetings and Membership Departments developed an appealing Marketplace microsite to promote the event to outside our membership industry professionals. This launched in January 2019 promoting Omaha 2020.

• We will continue using speakers as program ambassadors and ask for them to do videos promoting their education session as well as the event.

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• Developed advertising collateral for trade publications as well as for ABA publications and social media to promote programs and special events during Marketplace

• Utilized social media and onsite videos to promote current Marketplace as well as create evergreen material to use throughout the year.

• Had many speakers write exclusive articles for ABA’s The Insider throughout the year to not only educate but promote their education sessions at Marketplace.

ABA Foundation: Support the work of the ABA Foundation

To help the ABA achieve its objective of supporting the ABA Foundation, Communications will:

• Work with Foundation team on strategies to best engage members on both the scholarship side and research side of priorities.

• Communicate the industry’s impact utilizing the Foundation’s research data to help enhance advocacy efforts, support membership and build ABA’s reputation.

• Work with the Foundation team on communications such as press releases, letters and solicitations, and promotions.

• Promote the Foundation’s fundraising efforts through social media channels and publications utilizing videos, blogs and announcements.

Update:

• ABA Communications developed Scholarships in a Box set of printed materials and sent to all ABA members to help promote Foundation Scholarships to their employees.

• ABA Communications continues to promote the Foundation and its activities on social media with #FoundationFridays as well as in ABA’s publications.

• ABA Communications & Marketing have taken Scholarship winner testimonials and are utilizing these stories to promote not only donations to the Fund A Future campaign but also to encourage others to apply.

• Utilize ABA and ABA Foundation leadership in blog and video posts throughout the year to help raise awareness of the ABA Foundation scholarships and fundraising. UPDATE: Launched John Percy and Brenda Borwege videos calling for donated Auction items in November.

• ABA Communications continues to work with Dunham & Associates to release the quarterly motorcoach sales survey. UPDATE: ABA sent out three press releases on the surveys.

• ABA Communications took over the communications for the annual Motorcoach Census survey and sent printed and electronic surveys to members and non-members. Created homepage and webpage access to Survey. ABA worked with UMA to have them promote the Census to their

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members. As of this report (Jan. 4) we have had 229 completed survey returned. This is more than the last Census.

• ABA Comms reached out to universities with travel and tourism programs to promote available ABA scholarships for non-members.

• Created #WOWWednesdays to promote big ticket auction items.

• Launched Percy’s Purse Raffle to promote the purse raffle that will benefit scholarships during Marketplace. Sent emails and promoted on social.

• Sent near weekly Foundation Friday emails to promote the scholarship, auctions and ABA Foundation research.

• Peter taped a video to announce the launch of the 2018-2019 Scholarship season on Dec. 6.

Publishing, Communications and Social Media: Communicate the value ABA contributes to the industry and its members.

• Develop strategies for major ABA programs and refine strategies as need to create the biggest impact on members and influencers.

• Maintain and deliver a portfolio including online publications, magazine, membership directory that add value. This will be measured by annual survey. Goal is to keep satisfaction rate above 80 percent.

• Utilize all media channels including traditional print publications, digital and social media to promote ABA, its membership and the industry's impact.

• Create the right content to match member needs/interests to promote member awareness and engagement. One message does not fit all. Will develop messaging on all programs and events geared to motorcoach operators and the travel and tourism members.

• Provide media support to members dealing with a crisis. Will contact or respond to all members involved in any form of crisis and offer to handle the media for them.

• Grow social media channels members by engaging ABA members and potential members on through advertisements, interesting posts and responding to members when they comment.

• Maintain a provocative website to encourage people to stay on longer and act as a resource for all things ABA and in the industry.

• Promote ABA, its story, and benefits of membership to attract new members as well as engage current members across all media platforms.

Mainstream and Trade Media Engagement: Position ABA as a leader and valued resource that the media can rely on for factual information on the industry, members as well as legislative and regulatory efforts that affect the industry.

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• Develop positive relationships with trade and mainstream media to establish ABA as the industry leader and go-to resource on all things related to motorcoach, travel and tour issues.

• Develop media-ready statements on issues that ABA has taken a stance on. Utilize relationships with trade and mainstream media to promote ABA’s voice on issues.

• Promote ABA members to media to showcase ABA's reach in the industry.

• Research new media contacts in traditional media outlets as well as bloggers.

• Maintain up-to-date, current media database.

• Promote ABA leaders as sources for media to use to develop stories or have industry voice in stories.

Update: Media Engagement:

In 2018, ABA sent out 34 press releases and statements regarding Marketplace and the ABA Foundation, industry initiatives, happenings within the government affecting the industry, including Congressional tax reform, terrorism and the travel and tourism industry.

Media Statements:

The Effects of a Partial Federal Government Shutdown on Industry

ABA, School Transportation News Partner to Create More Benefits for ABA’s SBC Members

Industry Leaders Meet to Discuss Parks and Other Issues

ABA, Coalition Partners Succeed in Overturning UCR Fees for Intrastate School Bus Contractors

ABA, Busworld Announce Partnership to Bring Renowned Busworld Academy to ABA’s 2020 Marketplace

ABA Foundation Motorcoach Manufacturing Report Sees Another Strong Quarter

ABA Foundation Accepts Generous Donation from U.S. Tours

ABA Congratulates Board Member for Appointment to DOT Advisory Committee on Human Trafficking

FMCSA Proposes to Revise Lease & Interchange Rule, ABA & Industry React

ABA Response to Amtrak “Threatening” to Use Buses to Move People

ABA Welcomes Lia Zegeye to Lead New Membership Initiatives

ABA Foundation Board of Governors Plot Road for Future Leaders of Group Travel Industry

ABA Congratulates Successful FY 2018 Intercity Bus Security Grant Recipients

ABA Foundation Congratulates Class of 2018 Scholarship Recipients

ABA Foundation Report Says Motorcoach Manufacturing Sales Grow in Second Quarter

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ABA Expresses Disappointment in Chairman Shuster’s Infrastructure Proposal

ABA Releases Statement on Supreme Court Ruling to Uphold Administration Travel Ban

ABA Foundation Report Says Motorcoach Manufacturing Sales Stay Steady in First Quarter

ABA and MCI Launch New Motorcoach Driver of the Year Award

NPS Announces Revised Entrance Fee and CUA Proposal

First United Motorcoach Industry Fly-in a Success

Don’t Get Stranded Because You are Not ELD Compliant

ABA Partners with Busing on the Lookout to Combat Human Trafficking

ABA Foundation Names New Leadership

ABA, John Kennedy Consulting Premiere Partner Announce New Member Benefit

ABA and UMA Team Up for Legislative Fly-In

ABA Foundation Report Says Motorcoach Manufacturing Sales Grew in Q417

ABA Congratulates Raymond Martinez as New FMCSA Administrator

ABA Supports Rebuilding Infrastructure, Wary of Financing

Congratulations to the Award Winners Recognized at ABA’s Annual Meeting & Marketplace

Congratulations to the CTIS Class of 2018

ABA Elects New 2018 Leadership and Board Members During Annual Meeting

ABA Responds to National Travel & Tourism Office Report on the Decline of Inbound Travelers into the US

ABA Announces the Formation of the Asian Motorcoach Council and School Bus Council

Media Hits:

In 2018, we ABA leadership for several interviews and op-eds including: articles in Travel Weekly and Group Travel on NPS fees; Peter wrote an op-ed for Group Travel on the Supreme Court upholding the Trump Administration’s Travel Ban; Peter worked with Travel Weekly on an article on Infrastructure. Peter appeared regularly on Road Dog Radio. In addition to these activities, ABA was covered by the following news outlets: Bloomberg Government

Politico Influence

Politico Morning Transportation

Metro Magazine

Travel Weekly

e-Turbo News

FTN News

Newsday

Leisure Group

East Idaho News

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School Bus Fleet

International Travel Report

Targeted News Service

Travel Wire News

Mass Transit Magazine

Washington Post

Pensacola News Journal

Social Media Activities

ABA’s social media presence continues to grow. We have been active engaging members on a variety of topics such as National Day celebrations where we promote ABA members; using Louisville CVB and 2019 Marketplace Chairman Kim Grzywacz videos to promote Marketplace as well as Peter doing a number of Let’s Talk videos to bring awareness to our events and Advocacy issues. We are seeing that video is king and will be utilizing videos more in the future.

We continue to see our social media channels grow:

Facebook: 5,223 in Aug. to 5,320 (as of Jan. 4)

Twitter: 4,150 in Aug. to 4,256 (as of Jan. 4)

LinkedIn: 3,580 in Aug. to 3,589 (as of Jan. 4)

Instagram: 855 in Aug. to 984 (as of Jan 4)

To put in context our competitors’ social media numbers are:

United Motorcoach Association Facebook: 2,169 as of Jan. 4 Twitter: 1,359 as of Jan. 3

National Tour Association Facebook: 5,007 as of Jan. 3 Twitter: 10.5k as of Jan. 3

Publications

On Jan. 7, ABA launched a new The Insider with new partner, INLoop. The Insider will utilize AI technology and enable members to choose the news they want to read regarding their part of the industry and that is all they will see – in addition to ABA News – with this new publication. This is another example of ABA personalizing the member’s experience with ABA.

Crisis Communication

ABA continues its campaign to educate our bus and tour operator members about ABA’s Crisis Communications member benefit. ABA Communications also helped members prepare crisis communications plans as well as deal with customer service communications issues.

QT Transport (3/9)

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First Class Tours (3/12)

Storer Transportation (3/26)

Miller Transportation (5/4)

Safety Bus Service (7/16)

Karst Stage (11/30) (pre-emptive statement)

Eyre Bus, Tour and Travel (12/20)

ABA also provided “other” communications assistance to members, whether it was to help them create a crisis communications, deal with difficult customer service situations or working with members to create positive media:

International Stage Lines (4/2)

Anderson Coach and Travel (Early Travel)

OurBus (8/13)

DC Trails (July)

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2019 MARKETPLACE BOARD REPORT MEETINGS, EVENTS, AND EDUCATION DEPARTMENT

Submitted by Lynn Brewer DEPARTMENT OVERVIEW This department is responsible for all meetings, events, sponsorships, event data management, and education programs:

• ABA’s Annual Meeting & Marketplace • Board of Director Meetings • Marketplace Advisory Committee and Subcommittees • Marketplace Education Program • Certified Travel Industry Specialist Program • Florida Motorcoach Association Meetings • Regional and Training Meetings • Sponsorships for all Association Activities • Women in Buses Council Program and Meetings • Webinar Program • ABA Council Meetings:

• Bus Industry Safety Council (BISC) • Bus Maintenance and Repair Council (BusMARC) • Hispanic Motorcoach Council • Entertainer Motorcoach Council • Asian Motorcoach Council • School Bus Council

Staff members include: Lynn Brewer, Senior Vice President of Meetings, Events and Education Vicki Osman, CTIS, Senior Director of Meetings, Event Technology and Education Jana Fields, Senior Director of Sponsorships and Meeting Planning Izza Qureshi, Coordinator, Meetings and Events

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https://www.buses.org/personnel/staff/izza-qureshi

2019 ANNUAL MEETING & MARKETPLACE JAN. 25 – 29, 2019 LOUISVILLE, KY Host City Louisville Louisville hosted Marketplace just three years ago, in 2016. Since that time, the convention center has been totally renovated, there is a brand-new convention center hotel, and the entire downtown area boasts dozens of new attractions and restaurants. Louisville will offer:

• Pre/Post FAM Tours – 75 operators pre-registered • 10 Sightseeing Tours on Saturday – full capacity • Explore Louisville on Saturday Night • The Julep, Jockeys and Generosity Sunday Night Event will be held at the Kentucky

Derby Museum • Dine Around Louisville on Monday Night • Louisville at Your Leisure badge discount program available all week

The Kentucky International Convention Center (KICC) has gone through a $207 million renovation and is now open after two years of construction. The new KICC includes an additional 50,000 feet of exhibit space, a 175-seat theater and more than 50 meeting rooms. Upgrades include color-changing LED walls in a 40,000 square foot ballroom, more natural lighting and more windows in the lobby. Marketplace Registration

MKPL 2019

MKPL 2018

MKPL 2017

MKPL 2016

MKPL 2015

BUYERS 765 870 743 821 674 AT BUYERS 300 318 318 324 307 DMO 484 491 570 588 616 LODGING 371 401 407 421 433 ATTRACTIONS 621 631 695 736 697 REC OP/CHARTER 111 110 ASSOCIATES 215 210 282 257 196

TOTAL 2626 2761 2755 2876 2673

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Marketplace Networking Floor Exhibits

ASSOCIATES SPONSORS

COACH DISPLAYS 20

FULL WEEK BOOTHS 49 77

ONE DAY BOOTHS 9

ABA Gives Back Charity The Backside Learning Center at Churchill Downs was chosen as the 2019 ABA Gives Back Charity. Since its inception, the BLC has evolved into a comprehensive resource center, providing an array of educational programming, an after-school program for the children of backside workers, social services and referrals, and translation and interpretation. Of equal importance, they serve as a community center and a “home away from home” for the nearly 1,000 workers at Churchill Downs racetrack who find themselves far from family and friends. Churchill Downs has generously donated two tickets to the 2019 Kentucky Derby. Those tickets will be raffled off and the proceeds will go to the Backside Learning Center. Specifically, we are hoping to raise enough money to purchase a van so that BLC can transport the children to camps and after-school programs. Other fundraising opportunities include:

• Souvenirs and Wearables • Commemorative Bourbon Bottles • Donation Boxes • Photo Opportunities with Pat Day • Shop Local area

Sponsorships

• We have 88 signed sponsorship contracts. The majority of the sponsorship contracts are signed by multiple partners, allowing them to have more bigger exposure and combine their dollars.

• We have 18 new sponsors this year for Marketplace. • Sponsorship fees total $411,000. • MCI is the title sponsor for the Women In Buses Program. • Our largest sponsors are:

• New York State DMO Association is a new sponsor for the Monday Operator Breakfast.

• Group Sales Box Office is sponsoring the Monday All Delegate luncheon.

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• Branson CVB is bringing back the ice cream booth. • Myrtle Beach Area CVB has changed their sponsorship from an Operator

breakfast to a Super Floor Lounge. • Guide Service of Washington and Entertainment Cruises partnered to sponsor the

Operator Breakfast Buffet on Tuesday. • Norwegian Cruise Line is sponsoring the operator booth signs. • Best Western Hotels & Resorts is sponsoring complimentary WiFi throughout the

convention center. • Las Vegas Convention & Visitors Authority will provide the Afternoon Operator

Coffee and the Operator Water Stations on the Business Floor. ABA’s Annual Meeting and Sunday Opening Lunch The Annual Meeting has been moved back into the Sunday All-Delegate Lunch and the entire event has been renamed and energized. The Opening Celebration Lunch will feature music, inspiration and celebrations. Legendary Kentucky Derby jockey Pat Day will speak on the ABA Gives Back Charity and his extraordinary career, Louisville’s own America’s Got Talent contestants Linkin Bridge will entertain, and we will celebrate the 30th anniversary of ABA’s Certified Travel Industry Specialist program and congratulate the Class of 2019. Peter will update the members on how ABA is working, we will vote on the new Board of Directors nominees. New This Year

• The ABA Lounge has been reimagined as The Hub, which will be the location of the Education Bites as well as the member lounge.

• The Business Floor has been upgraded to offer more room to prepare for appointments in a relaxed atmosphere.

• The ABA Foundation Booth is more centrally located and will host only the silent auction. The four Live Auction buses will be in their respective manufacturers space.

• Impexium could not accommodate the complexities of Marketplace registration on time, so we are using the TEAM database for 2019 Marketplace registration. We had to create an API to transfer information between the two systems and to provide the best possible experience for our registered delegates

• The Marketplace App launched in December and includes real-time personal information, including delegate appointment schedules. New this year, the App will include education and event surveys.

• The new registration and passport information from TEAM are non-flash sites, making it easier for the attendee to use on all devices.

• We utilized Survey Monkey to complete Buyer Options surveys for their onsite booth needs which include the choice of table and chairs and the option to order electricity.

• Tuesday lunch time has been shortened so that the appointment day will end earlier. • The State and Regional Association Roundtable meeting has been increased to 2 ½ hours. • Kim Grzywacz created personalized videos every two weeks that we used across our

social media channels.

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• Butchertown Market, a very popular local retailer in Louisville, created a pop-up shop for the Shop Local Louisville component. A percentage of their proceeds will go to the Backside Learning Center.

• Technology • Professional Development • Sales & Marketing • Motorcoach Safety • Motorcoach Innovations • Motorcoach Regulatory & Compliance • Motorcoach Maintenance & Repair

• We are offering 15 Education Bite sessions on the Marketplace Networking Floor and have 18 professional at Marketplace.

CERTIFIED TRAVEL INDUSTRY SPECIALIST PROGRAM

• Celebrating 30 Year Anniversary at Marketplace: special recognition at Sunday Lunch • 25 new enrollees • 2019 Schedule and Rates to be released in January

WEBINAR SERIES

• The MEMS department hosts a minimum of 2 webinars each month. • The Webinar series was expanded and currently offers 35 seminars for on demand

viewing for up to one year. • Partnered with the communications department to create Education Express, which is a

monthly update of education programs, webinars and webinars on demand. • Developing exclusive partnerships with professional speakers for discounts on their

services and products for ABA members. • Contracted with 18 Marketplace speakers for the Marketplace Webinar series which will

include 18 webinars in 9 categories and will run June 2018 - May 2019. BISC/BUSMARC SPONSORSHIPS FOR 2019

• We are working with ABC Companies to resign them as the Title Sponsor for BISC and for BusMARC.

• We currently have new sponsorships from MCI for BISC and for BusMARC. • We have 4 pending sponsor contracts for BISC: Bridgestone, Motorcoach Tire Sales,

GPS Industries and Saucon • Bridgestone is considering becoming a sponsor for BusMARC.

MOTORCOACH MARKETER

• Working with Impexium to create the following: • Online proofing template and approval • Export reports for each section • Custom queries for quality checks and follow up

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• Proofing to members in October• Publication and mailing rescheduled for January due to delay in Impexium’s custom

query and reporting tools

WOMEN IN BUSES COUNCIL • Kim Grzywacz, CIT Signature Transportation is the Women in Buses Chairman.• We have 194 total council members.• We gained16 new members in 2018.• We secured Motor Coach Industries as the title sponsor of WIB.• Women in Buses Award received 11 nominations for 10 individuals.• Michelle Wiltgen, National Interstate Insurance, is 2019 award winner• Marketplace on-site meeting:

• 60 Participants Pre-Registered• Networking Focus Roundtables• Speaker on Grant-Writing/RFPs: Lynn Sansone

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