Brendon has 20 years of diverse transportation program management and operations experience, having worked in Boston, New York, Philadelphia, Denver and now the San Francisco Bay Area for both non-profit and private sector organizations in various capacities including operations, planning, business management, program management, and advocacy.

Joining Google in 2009, he has overseen extraordinary growth of the nation's largest private corporate shuttle fleet, as well as other transportation programs that reduce single occupancy vehicle demand, resulting in a mode split of less than fifty percent driving alone to Google's Bay Area Headquarters. A native of Natick, Massachusetts, Brendon earned a BS in Urban and Regional Studies at Cornell University's College of Architecture, Art & Planning, as well as an MBA from the University of Colorado, Leeds School of Business.

Fun Facts: -I've been to all 50 United States -I was an on-air DJ for a classic rock FM radio station -I'm a former amateur bicycle racer -I've been playing competitive ultimate frisbee for the last 25 years and recently competed in the Ultimate National Masters Championships

5 RON BROWNSTEIN Editorial Director of Strategic Partnerships, Atlantic Media Company Editorial Director and Columnist, National Journal Senior Political and Election Analyst for CNN

Part journalist, part historian, and all shrewd political observer, Ron Brownstein explains the complexities of American politics with lucid precision. As Editorial Director of Strategic Partnerships of Atlantic Media Company, the editorial director of National Journal, and a senior political and election analyst for CNN, he produces sharp analysis on politics, policy, the electorate, media, healthcare, and the range of issues informed by his strong sense of American political and national history.

Twice a finalist for the Pulitzer Prize, Brownstein was cited for “the clarity, consistency, and quality of his political reporting.” He appears regularly in the Atlantic and pens a bi-weekly column in National Journal and the Los Angeles Times. A prolific and penetrating columnist, Brownstein is, as the Economist said, “one of America’s best political journalists,” and the Washington Post called him “one of the gold-plated names of political journalism who can still shape big-pictures conventional wisdom.” Exclusively represented by Leading Authorities speakers bureau, his speeches reflect the depth of his knowledge, making him one of the most trustworthy predictors of America’s future.

Getting It Right, Time After Time. Before taking over the political coverage for Atlantic Media Company, Brownstein served as the national political correspondent and a columnist for the Los Angeles Times. In his years at the Times, he earned two finalist nods from the Pulitzer Prize Board for his coverage of the 1996 and 2004 presidential elections. His track record led former President Bill Clinton to cite Brownstein as the “one journalist who generally gets it right, explaining what the issues are and what’s going on in the country.” In addition, Brownstein served as chief political correspondent and columnist for U.S. News and World Report for seven months in 1998. He also appeared frequently on Meet the Press, This Week with George Stephanopolous, Face the Nation, the Newshour with Jim Lehrer, and Washington Week in Review. He has been a repeat guest on Charlie Rose (where he also served as a substitute host), Nightline, network morning programs, MSNBC, CNBC, and C-Span. He has also served as an election analyst for ABC.

On the American Beat. Brownstein is the author or editor of six books, including The Power and The Glitter: The Hollywood-Washington Connection and Storming the Gates: Protest Politics and the Republican Revival. His previous book, Reagan’s Ruling Class: Portraits of the President’s Top 100 Officials, was a Washington Post best-seller for five weeks. He was editor and co-author of Selecting a President and Who’s Poisoning America, and his sixth book, The Second Civil War: How Extreme Partisanship Has Paralyzed Washington and Polarized America, was named one of the “10 books to curl up with” for 2007 by the New York Times.

His articles on politics, public policy, books and culture have also appeared in a number of newspapers and magazines, including The New York Times Magazine, Esquire, Vanity Fair, the New Republic, the Financial Times, the Washington Monthly, the Wall Street Journal, the Times of London, the Times Literary Supplement, the Boston Globe, the Chicago Sun-Times, Newsday, and the Miami Herald. Updated WMS 11/14

6 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 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.

7 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 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.

8 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) 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

9 $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

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

10 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 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.

11 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 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

12 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 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 the Executive Committee as Officers. c) A series of succession shall be established to ensure the continuity of the leadership of the

13 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 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

14 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. 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

15 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 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;

16 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.

17 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.

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

18 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.

19 AMERICAN BUS ASSOCIATION, AMERICAN BUS ASSOCIATION FOUNDATION AND NATIONAL BUS TRAFFIC ASSOCIATION ANTITRUST GUIDELINES

It is the policy of the American Bus Association ("ABA"), American Bus Association Foundation (“ABAF”) 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, ABAF and NBTA, including committee meetings, and in connection with any social and other informal gatherings incidental to ABA, ABAF 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, ABAF 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.

A. 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.

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

C. Minutes shall be kept at every formal meeting, and written copies of the minutes shall be distributed to each participant at a meeting.

D. 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. E. A copy of these antitrust guidelines shall be made available to all participants at all ABA, ABAF and NBTA meetings.

F. If a member raises a subject of doubtful legality for

20 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 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, ABAF 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:

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, ABAF and NBTA may collect historical information from members on operations, costs, revenues, use of technology or equipment, and other matters, for

21 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:

a. through routes; b. mileage guides; c. rules; d. reclaim formulas and procedures; e. terminal facility locations and facility accessibility features; and f. 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 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.

22 BOARD MINUTES ABA Spring Board Meeting May 3-4, 2018 Washington, DC

Members in Attendance D. Anderson A. Glickman P. Picknelly C. Anzuoni K. Grzywacz P. Raygorodskaya E. Berardi S. Henry K. Sanders B. Blankenship J. Jalbert C. Shepler B. Blunt T. JeBran M. Shepler H. Blunt D. Johnson A. Spence S. Brooks A. Kinney L. Spruill L. Burtwistle J. Miller F. Tedesco M. Butts R. Moore W. Torres M. Colborne T.J. Morgan F. Tremblay D. DeVivo C. Morris S. Woelfel M. Dickson P. Pantuso C. Young D. Eaton J. Percy T. Fischer

Members Not in Attendance M. Butts W. Dickinson I. Smart B. Cole A. Fiorini N. Twigg J. Conway S. Hadad D. Cornell S. Lee

Guests & Speakers R. Bast T. Hippensteel R. Schweitzer, Counsel A. Berardi C. Laird K. Scopetti R. Cornell R. Martinez M. Trageser S. Courtney J. Meyer D. Wasserman J. Goldwasser S. McGlynn K. Webb B. Henton M. Power P. Ziska

Staff E. Braendel M. Hinton S. Rohde L. Brewer S. McConnell B. Tucker B. Buchanan A. Newhart

Opening Remarks ABA Chairman Don DeVivo welcomed the board to the Marriott Marquis.

Approval of the Previous Meeting Minutes

A motion was passed to approve the minutes from the Marketplace Board Meeting at the

23 Charlotte Marketplace Meeting in Charlotte, NC on January 27, 2018.

Report of the President ABA President & CEO Peter Pantuso covered the following subjects during his report:  ABA staff has had some turnover this year, with 6 new staff members joining within the year  New emphasis on staffing clusters, with multiple departments working together on different subject matters  Working with a $6.5 million-dollar budget with expenses of around $6.4 million  Peter Pantuso went over the dues revenue for the year o Over the last 10 years, there has been a decrease of about $155,000 in dues  Need to re-think dues structure or bring more members in o Think about an annual dues increase with an annual dues increase built into the dues every year and focusing on bringing more operators into ABA  As of this year, the membership department will begin reporting to Peter Pantuso  Pantuso touched on the fact that attending other industry shows has been the best method for recruiting new ABA members  Lynn, Peter, and Roderick will be attending IPW and have discussions with cities about being the future host of the 2023 Marketplace event  He summarized that one of the biggest takeaways from the last “fly-in” was that ABA needs to approach these types of meetings with a unified voice  Pantuso will be meeting with UMA President in the coming weeks to discuss the “fly-in event” and begin planning for next year  One Board member asked about the parity with regards to UMA during the “fly-in” o Staff emphasized the importance of matching up ABA Members and Staff with the right lawmakers when visiting the Hill o Chairman DeVivo mentioned the good relationship between himself and Chairman Bill Shuster  Mr. DeVivo says that he thinks working with UMA during the “fly-in” might not have created the perfect outcomes, but he thinks it may have prevented some negative outcomes amd created a positive step for the industry o ABA was able to walk through UMA’s message with them to make sure we were all unified  Tom JeBran recounted that he thought the “fly-in” was productive, but that he would like to see more participation than the 8 board members who attended the last “fly-in”  Mr. Berardi suggested that ABA be more involved in the orchestration of future “fly-in” events  Mr. Johnson added that he thought the fly-in was successful, but that he would like to see increased board participation in the future  Peter Pantuso highlighted that the number of foundation scholarships started and completed is the highest number it ever has been  The participation of Prevost, MCI, and ABC in the auction boosted the revenue

 An RFP has gone out to see if anyone wants to run the Motorcoach Marketing Council, ABA will not bid but believes materials should be open to the industry

2019 Marketplace Outlook Marketplace Chairman Kim G. brought the group up to speed on developments regarding ABA’s Annual Meeting and Marketplace 2019.  Kim began by letting everyone know that there was a planning meeting in March 2018 in Louisville  Kim announced that the ABA “Gives Back” charity as the Backside Learning Center Meetings and Membership Report  Lynn Brewer announced that the Fall meeting will be at the Fairmont Hotel in Sonoma, CA  Lynn reminded the Board that the Spring Board meeting would be at the Capitol Hilton in Washington DC 2019 and that the 2019 Fall Board meeting would be at the Breakers Hotel in West Palm Beach, FL  Lynn said that Asheville, NC and Savannah, GA were being looked at as potential destinations for Fall 2020 Board meetings; Fall of 2021 looking at the Broadmoor in Colorado or Park City, Utah Time and Place Report  Mr. Berardi raised the point that the fly-in and the Board Meeting would be difficult to combine due to accommodation limitations  Some members expressed interest in the idea of combining the fly-in with the Board meeting to boost participation and consideration was given to holding an ABA policy meeting in consummation with a “fly-in” Guest Speaker  Mr. Pantuso introduced Raymond Martinez, the current FMCSA Administrator, who spoke about the relationship between the FMCSA and the bus industry. 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  Rick Schweitzer spoke about the Fast Act tolling equity provision and the statutory language that indicates over-the-road buses are supposed to be tolled at the same rate as transit vehicles on federally funded highways  Schweitzer indicated that we don’t know which transit agencies will actually have special deals o ABA is looking at state governments and toll rates in 6 or 7 states o Schweitzer encouraged the board to let him know if anyone finds out any information from their state or local governments about this issue of tolling equity

 Schweitzer raised the issue of the New York Thruway litigation in which the American Trucking Association filed a class action lawsuit against the New York Thruway Authority on diversion of toll revenue to the New York canal system o ABA was part of the case but lost the case  Airport access and bus inspection issue at the San Francisco airport was raised o There was a discussion about the SFO inspection program  EMC has petitioned NHTSA for seat-belt exemption on sideways-facing seats o Currently NHTSA determined that there is nothing to indicate that there would be an exemption from having a seat belt for the buses o The EMC is now focused on getting two-point seat belts for sideways facing seats  Mr. Schweitzer says the ABA will draft and industry-response to the ACLU regarding border patrol inspections Audit Committee Report  Mr. Berardi noted that the auditors were very complimentary of the accuracy of the financial work done by CFO Eric Braendel A motion was passed to accept the audit report. Bus Maintenance and Repair Council (BusMarc) Report ABA Board Member John Miller delivered the BUSMARC report.  BusMARC’s fourth meeting took place at ABA’s Annual Meeting and Marketplace in Charlotte. 90 people signed up, but only 66 were in attendance  Some attendees went to other events taking place at the same time  Mr. Miller mentioned that there would be a new BUSMARC sponsor, at the summer meeting, in Johnson & Towers  Mr. Miller brought up the fact that MCI is offering an online training certification program BusPAC Report The BusPAC Report was delivered by ABA Vice President of Government Affairs and Policy Suzanne Rohde.  Suzanne noted that the fundraising goal for the upcoming year will be $100,000 o To this point, BusPAC has raised $50,650  Suzanne emphasized that the PAC always aims for getting full participation from the board  There have been 8 new contributors so far in 2018  Suzanne highlighted 11 events in 2018 that were made possible through BusPAC funds o 58% of PAC funds went to Republican officials and 42% went to Democrats o 65% of funds were spent on the House side and 35% were spent on the Senate side  Suzanne highlighted the fact that ABA only uses PAC funds to help incumbents win reelection rather than trying to help get new people into office o Funds are only going to individual events, not leadership PACs  Recently ABA has focused on events relating to the Appropriations committee

 Suzanne reminded the Board of the creation of the administrative fund o Funds will be used for events that help BusPAC o Funds can be a corporate check and can be tax-deductible o Administrative fund is at $4500 as of now  Suzanne made a point of reminding everyone of the importance of BusPAC in a mid-term election year Finance and Budget Committee Report The Finance and Budget Committee Report was presented by Gene Berardi and Eric Braendel.  Eric reminded the board that the committee met with the investment committees on the Thursday morning before at 8 AM  Eric noted that the benchmark return is 6% o Annual return for ABA portfolio over the previous 3 years was 1.25% o ABA Foundation return was 5.9% o The three committees present at the Thursday morning meeting voted unanimously that ABA would find new investment advisors o TD was originally selected because it holds the mortgage on the ABA 111 K Street Property, and has a banking relationship with the ABA as well  Eric noted the interest in finding new investment advisors by the time of the Fall Board meeting  Eric mentioned that he was hoping some Board members would volunteer with the face- to-face process to interview prospective investment advisors  ABA Foundation endowment’s balance is $6.2 million  Reserve fund for ABA is around $4.8 million o ABA took out $2,050,000 in 2010 for the purchase and build out of 111 K Street office o Reserve funds as of 2018 are back above the 2010 pre-condominium purchase level  Eric reminded the Board about the fact that the Board made a decision 7 years ago to take $100,000 out of the ABA operating account to move it back into the reserve fund on an annual basis  Revenue is already at 75% of yearly budget o Marketplace revenue from January . Provides more than half of the typical revenue o Membership dues revenue is up about 1% o Marketplace revenue is down 2.5%, but within the budget . Missed the budget by a little bit over $200,000 dollars  Due to lower than expected registration numbers  Expenses for the 3 months ending in March 2018 are about $25,000 above the prior year o Membership services expense is higher, $238,000 versus $169,000 from the prior year, because there is a greater amount of salaries and fringe o New association management computer system is more expensive than the prior system

o Meetings and conference expensesfor the 3 months ending in March 2018 are up $25,000 over the prior year  Foundation Board of Governors o Current cash on hand is $242,000 o Current Investments at TD are $6,200,000 o Revenue for 2018 has so far mainly come in the form of the two auctions and the foundation Afterglow event Strategic Safety Report The Strategic Safety Report was provided by Alan Glickman.  Mr. Glickman began by reminding the board that BISC would be June 26-27 in Lithicum, MD, near the BWI Airport o 60 people have already registered  There will be reports at BISC from the FMCSA, NTSA, NTSB, TSA, and CVSA o Agenda discussion will be to talk about top 10 OSHA violations, ELD’s, NYC parking issues, human trafficking, the new and removed DOT regulation requirements  Recent BISC meeting in Charlotte had a record amount of attendees  Would like to see BISC website enhanced by being a little bit more complete and more user-friendly  Prevost is a new BISC sponsor ABA Foundation Report The ABA Foundation report was presented by Tom JeBran.  Mr. JeBran announced that the fundraising committee would be split into three subcommittees o Afterglow committee, auction committee, long-term funding committee o $166,00 raised in Charlotte at Marketplace o $23,000 for afterglow, $41,000 from silent auction, $101,000 from live auction anchor o $97,000 was given out in scholarships  Mr. JeBran emphasized that he would like to see the Board members make an effort to get their staffs to apply for the bus maintenance scholarships  Mr. JeBran noted the quality of the research that the ABA has access to o Mr. Jebran emphasized the importance of the motorcoach census, but also mentioned that more companies need to fill out information on the census form o The census is being conducted once a year and the form is shorter o Biggest current data hole is currently from the larger-sized bus companies o Suzanne reinforced the importance of the motorcoach census in the government affairs department  Mr. JeBran also mentioned the importance of the economic impact of motorcoach travel Communications Report ABA Director of Communication & Media Relations Melanie Hinton delivered the

communications report.  Kicked off Marketplace with state of the industry o Focused on technology this year o Did a large social media push leading up to the show  Have been pushing hashtags along with photos that are being posted  Had contests for people promoting the Charlotte marketplace o Winners would get front row tables at marketplace o Will be doing contest again in Louisville  Marketplace Mondays were days of the week specifically dedicated to promoting marketplace  Launched Heroes of the Industry in January  Have been putting in tons of statements about MPS for Government Affairs and Policy  Social Media interaction has grown 13% since the Fall Board Meeting  A number of states are requiring participation in the Truckers Against Trafficking program to earn a CDL  The ABA email system will allow members to choose what they want to read in terms of correspondence from ABA  Kicked off the ABA Editorial Board formerly known as the Communications Committee Strategic Planning Report The Strategic Planning Report was presented by Peter Pantuso.  Set a three-year plan for 2018, 2019, 2020  The main focus on strategic planning ensures all parts of the association are focused on  K&L Gates has been added as a lobbying group in the past couple of months to enhance government affairs  National Parks have been a hot-button issue for the association this year  ABA has made a point of attending more meetings this year o Partially as an effort to attract new members  ABA is seeking to gain more operators for Marketplace in the future o Operators have been a big draw for getting prospective members to Marketplace  School Bus Council will be a new membership effort  Foundation Fridays will be used as an effort to get people engaged in the auction  Would like to get reserve funds for administration department to 100% in case of a “rainy day” scenario Radar Issues  John Miller brought up the occurrence of charter bus companies using independent contractors as drivers o Mr. DeVivo mentioned that independent contracting used to be popular with airport operators o DeVivo noted that there is potential to look into this in the future

ABA Executive Committee Agenda Fairmont Sonoma Mission Inn & Spa September 25, 2018

In addition to the items on the Board of Directors agenda that will be reviewed during the Executive Committee meeting, the following issues will also be considered and discussed during the Executive Committee meeting.

Other than ABA staff/personnel discussions, all topics typically covered during the ABA Executive Committee will be discussed during the two days of Board meetings.

Any topics that come up during the Board meetings that need additional clarification or discussion will be discussed during the Executive Committee and staff will be available as needed.

1. Review of Personnel 2. President’s Goals and Review 3. New Business 4. Executive Session 5. Adjourn

Staffing (As of 8/31/18) ABA Foundation NBTA Staffing Staffing Eric Braendel ABA President & CEO Brandon Buchanan NBTA President Brad, Eric, Vicki, Shea ABA Foundation (202) 898-2700 President (202) 218-7206 Peter Pantuso (202) 218-7229 Director SIUSA Staffing Program FMA Staffing Eric Braendel Engagement & PAC Shea McConnell Brad Tucker Brad, Eric, Jana, Lynn (202) 218-7206 (202) 898-4690 (202) 218-7206 Program Specialist Shea McConnell (202) 218-7222

Senior Director CFO Senior VP VP Director Senior Director Education, NBTA Coordinator Meetings, Education & Government Affairs Communications & Membership Database & Member Eric Braendel Member Services & Policy Media Relations Lia Zeygeye Services (202) 218-7226 Lynn Brewer Suzanne Rohde Melanie Hinton (202) 218-2234 Vicki Osman (202) 218-7251 (202) 218-7224 (202) 218-7220 (202) 218-7230 Accountant Director Senior Director Membership and Ken Nasse Membership and Director Sponsorship & Meeting Communications & Business (202) 218-7215 Database Regulatory Affairs Planning Marketing Associate Development Coordinator Ex. Dir. BISC Jana Fields Erin Birmingham Roderick Lewis Jake Argarin Brandon Buchanan (202) 218-7213 (202) 218-7246 (202) 218-7216 (202)218-7209 (202) 218-7227

Member ABA Engagement Publisher Coordinator Director YGS Izza Qureshi Policy & Legislation (202) 218-7244 Andrew Newhart (202) 218-7214

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

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

1) Government Affairs and Policy - Provide appropriate policy development, oversight, and staffing, including outside resources when needed, to achieve success 5 - Develop the strategies to ensure that ABA achieves -Advance legislation on sleep apnea, insurance and other related items to slow or Outstanding its legislative goals during transportation enhance pending regulations reauthorization - Hold regular meetings and calls with the appropriate departments and agencies - Work with the ABA Policy Committee to develop that impact motorcoach operations and travel appropriate policies - Through BISC and BusMARC, help educate agencies on the operational realities - Meet regularly with members of Congress, of the motorcoach industry and be proactive regarding safety operations and 4 coalitions, the departments of Transportation, equipment Exceeds Homeland Security, EPA, OMB, the Administration, - Develop and/or work with coalitions and others - Continually increase participation at BISC and BusMARC - Provide comments to pending regulations and review final and proposed rules to Regulatory Affairs see if ABA comments were adopted - Identify the list of MAP-21 pending and proposed regulations, those that have 3

33 - Work with the federal agencies responsible for bus been adopted, those that moved to proposed regulations, and where ABA’s input Target safety including FMCSA, NHTSA, and NTSB was considered - Work with other like-minded associations, organizations and coalitions on safety-related Achievements 04/2018 matters • Led the effort to have the first joint ABA UMA fly-in, responding to - Ensure that the GAP staff is fully engaged in the member input and requests. More than 116 attended the event, the 2 regulatory process and is networking with regulatory largest turn out for either association Mostly Meets agencies. • 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 1 will address in 2018 Does Not Meet • 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 Weight change the “party bus” law to exempt charter, tour and scheduled buses from the onerous requirements 35% • Provided information and guidance to bus operators regarding the new ELD requirements • 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 34 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 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

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

2) Meetings and Conventions - Work with the Strategic Marketplace Committee and staff to continue to grow Marketplace participation and maintain or grow net revenue 5 - Make certain that Marketplace continues to be the - Continue to provide a Marketplace that creates perceived value for attendees Outstanding dominant industry group travel show - Begin to use technology, education, speakers, etc. to create a “must attend” - Identify the trends and changes to the market that atmosphere for operators and suppliers can have an impact on Marketplace net revenue - Attract more overseas buyers to Marketplace - Create opportunities to enhance the perceived value of Marketplace to attendees - Attend state and affiliate association meetings, especially where opportunities to 4 - Achieve financial success by increasing attendance present are available Exceeds and sponsorships, and holding/reducing costs - Review the direct and indirect impact on ABA membership of including - Continue to look at opportunities to attract participation of outside organizations and ABA councils additional groups to be a part of the show and look - Make certain that ABA affiliate organizations are part of the membership at opportunities to “merge” shows strategy - Secure cities to host Marketplace for 2018 – 2020 - Work with database vendors to see what new systems can be put into place and 3 Target 36 how quickly, and push TEAM to make changes Communications and Publications - Regularly reach out to the bus and travel trades and national transportation - Develop a broad communications vision that media and get stories placed supports all aspects of ABA and has a marketing - Being available 24/7 and calling companies when we are aware of an accident focus - Reach out to other associations to look at communications programs that might 2 - Maintain active relationships with trade and be a model for ABA Mostly Meets national media and communicate regularly on issues - Provide comparisons of web traffic for the old and new ABA websites of interest - Continue to provide media support to all members - Work with publisher to increase net revenue, monitor their success, and make and the motorcoach industry when significant events changes if necessary (accidents) or other crises occur - Continually provide updates on net revenue from publications, less allocated 1 - Complete and launch the ABA website redesign internal costs Does Not Meet - Oversee all ABA publications, ensuring that content is member-driven and valued, and that advertising Achievements 04/2018 for all publications trends upward • Held a very successful Marketplace in Charlotte with 3400 attendees and approximate net revenue of $1,710,000 Weight Membership • Attend multiple national, state and regional industry meetings including those in PA, MD, VA, WI, and UMA’s Expo 45% - Expand the membership • Worked with video producer at Marketplace to further enhance ABA’s video and electronic capabilities - Look for additional opportunities to get ABA’s • Launched two new councils in January: School Bus Council and the Asian message in front of existing members and prospects 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 37 database, to ensure a launch in Q2, prior to Marketplace registration going live

Achievements 09/2018 • 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 • 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 38 • 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

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

3) Financial/Oversight - Achieve a net revenue number that matches or exceeds the annual budget - Hold annual meetings or finance-related committee meetings with detailed 5 - Manage the ABA, ABAF, NBTA and auxiliary budgets reports, and hold meetings with TD Bank staff to review investment policies and Outstanding under ABA management, ensure timely reporting, and results work with investment managers at TD Bank - Work with the ABA auditor to ensure a “clean” audit with no management - Work with the ABA and ABAF Treasurers, and with issues or management letter the Finance and Budget, and Investment Committees - Provide regular updates on ABA’s financial position to the Treasurer, and Finance and Budget Committee 4 Exceeds 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 3 Target 39 • 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

Achievements 09/2018 2 • Continued to look for efficiencies in operating ABA through new vendors Mostly Meets • 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 $1,000s in fees Does Not Meet

Weight

10%

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

4) Special Programs and Projects - Work with IMG to ensure participation at BISC every other year - Survey BISC and BusMARC participants to determine the perceived value of both 5 - Provide leadership to the ABA Foundation programs and provide input to the planning and scheduling Outstanding - Create meaningful and valuable programs around - Work to ensure BISC and BusMARC are self-sufficient through registrations, BISC and BusMARC reduced costs and/or sponsorships - Continue to attract new organizations to be a part of - Work with other small organizations to incorporate them or provide support, if ABA (like Skål and FMA) that add revenue and expose it fits with ABA’s overall mission companies to ABA - Continue to see that GroupConnect is revenue neutral or positive, and increase 4 - Work with GroupConnect and Info Tree (the the number of active users Exceeds contractor/partner with GC) to keep the focus on getting the product user friendly and accepted, and Achievements 04/2018 expand the marketing efforts and number of users • 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 3 Target 40 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 2 data Mostly Meets • 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 1 • Held excellent summer BISC and BusMARC meeting with 165 Does Not Meet 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 Weight • Continued efforts to streamline work on behalf of Skal to ensure continued participation without going beyond the scope of work and 5% pulling ABA staff from other assignments • 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

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

5) Organizational Management/Strategic Planning - Match the staff with the needs of ABA, make changes where needed, and ensure stability 5 - Maintain an effective and engaged staff that is - Continue the annual process of reviews, looking at staff self-evaluations and Outstanding responsive to the needs of the association and department evaluations to understand the level of engagement, strengths and membership, engaged in all aspects of ABA, and works weaknesses of every employee

as a team

- Look for additional ways to leverage technology to Achievements 04/2018 4 enhance the member experience and to provide • Hired one staff member to replace Zoe and moved Brad to the Seth Exceeds valuable content for members position and currently hiring for three positions in communications, - Work with the ABA leadership to create a strategic meetings and membership departments planning session over the next 12 months • Working with staff to be trained on the new AMS system - Look at opportunities to outsource, where those • Regularly reviewing and holding staff to follow the strategic plan opportunities create efficiencies while maintaining 3 effectiveness Achievements 09/2018 Target • Looking at every aspect of the meetings efforts to ensure that they continue to operate at full capacity while Lynn is on leave 42 • Held multiple internal meeting on the new membership database and met with the company that sold it to ABA to discuss concerns 2 • Working with each department to see if there is a way to streamline the Mostly Meets 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 1 plan Does Not Meet

Weight

American Bus Association Finance and Budget

Financial and Administrative Report – Seven Months Ended July 31, 2018

The following report provides financial highlights for the seven months ending July 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 July 31, 2018, totals $1,086,000, versus $1,313,000 from a year ago, a decline of approximately 17%. As explained in further detail below, the decline in cash is a combination of a decrease in revenue and an increase in expenses compared to the prior year. Overall revenue declined approximately $100,000, or 2%, while expenses increased approximately $100,000, or 2.5%. ABA’s reserve account had total investments of $4,896,000, versus $4,636,000 from a year ago, representing an increase of $260,000, or approximately 5.5%. ABA transferred $100,000 from the operating account to the TD Private Client Wealth reserve account on April 9, 2018. 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 where it is currently located.

REVENUE

Membership - Membership revenue as of July 31, 2018, totaled approximately $1,586,000 compared to $1,620,000 as of July 31, 2017, representing a decrease of approximately 2.0%. The decrease is limited to the Operator Dues category and is not due to a decrease in members, but the timing of when invoices were sent out compared to the prior year. As we continue to collect Operator Dues through the remainder of the year, dues amounts will equal or exceed the prior year. Below is a breakdown by category of membership revenue:

JULY BUDGET JULY 2018 2018 2017 Membership Operator Dues $ 303,000 $ 360,000 $ 337,000 Associate Dues 67,000 60,000 65,000 Travel Industry Dues 1,124,000 1,225,000 1,127,000 Tour Operator Dues 92,000 80,000 91,000 1,586,000 1,725,000 1,620,000

Meetings - ABA Marketplace makes up a majority of the Meetings & Conferences revenue in the budget. As of July 31, 2018, revenue associated with Marketplace totaled $3,219,000 compared to $3,325,000 as of July 31, 2017, a decrease of 3.0%. There are remaining registrations outstanding which will add to total revenue in 2018 as we receive payments. Total revenue is approximately $200,000 below its budgeted amount of $3,410,000. Below is a breakdown of actual versus budgeted amounts for the different line items that make up total Marketplace revenue:

JULY BUDGET JULY 2018 2018 2017 Marketplace Sponsors $ 436,000 $ 475,000 $ 446,000 Sponsor Passthroughs 84,000 150,000 153,000 Registrations 2,589,000 2,679,000 2,549,000 Displays/Exhibits 36,000 56,000 72,000 Hotel Rebates 74,000 50,000 105,000

43 3,219,000 3,410,000 3,325,000

Apart from Hotel Rebates, each of the sources of revenue for Marketplace experienced a negative variance from its budget. However, due to lower than expected expenses for Marketplace, and using 2017 as a guide in estimating remaining expenses in 2018, we expect to realize a profit from Marketplace 2018 of approximately $1,673,000 compared to a budget of $1,732,000.

Publications - As of July 31, 2018, revenue associated with ABA Publications totaled $324,000 compared to $394,000 in the prior year, representing a decline of 18%. Below is a breakdown by category of publications revenue:

JULY BUDGET JULY 2018 2018 2017 Publications Destinations $ 270,000 $ 601,000 $ 287,000 Motorcoach Marketer 1,000 225,000 4,500 Marketplace Today 29,000 50,000 50,500 ABA Insider/MTN/Web 24,000 99,000 52,000 324,000 975,000 394,000

ABA has continued to experience a decline in advertising revenue in its print and digital publications.

EXPENSE

Government Affairs - As of July 31, 2018, expenses are $697,000 compared to $601,000 in the prior year, representing an increase of approximately $96,000, or 16%. The increase is due to higher monthly fees for lobbying costs and legal fees in 2018 compared to 2017. Currently, ABA has two lobbyists on retainer for a total of $15,000 per month. Until October 2017, ABA had one lobbyist on retainer costing $5,000 per month.

Membership Services - As of July 31, 2018, expenses are $495,000 compared to $439,000 in the prior year, representing an increase of approximately $56,000, or 13%. Part of the increase is due to the transition to a new membership database. 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.

Marketplace – Expenses for Marketplace are $1,297,000, versus $1,391,000 in 2017, a decrease from the prior year of approximately $94,000, or 7%. The reason for the decrease is due in part to lower overall costs for the following items at Marketplace:

JULY BUDGET JULY 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 budgeted profit for Marketplace 2018 is $1,732,000. It is estimated the actual profit for the year will be $1,673,000, approximately $58,000 lower than budget. In 2017, the profit from Marketplace was $1,701,000.

Publications – Expenses in these categories overall are below the prior year as well as their budget for the year. Below is a breakdown of expenses as of July 31, 2018, for each of the publications:

JULY BUDGET JULY 2018 2018 2017

Destinations $ 242,000 $ 513,000 $ 315,000 Motorcoach Marketer 4,000 126,000 4,000 Marketplace Today 55,000 55,000 50,000 ABA Insider 46,000 91,000 50,000 347,000 785,000 419,000

General & Administration - As of July 31, 2018, expenses are $986,000 compared to $862,000 in the prior year, representing an increase of approximately $124,000, or 14%. The increase is due to higher overall costs in the below categories, and with the exception of Legal Services, all have been budgeted for:

JULY BUDGET JULY 2018 2018 2017

Salaries & Fringe 636,000 909,000 571,000 Contributions 6,000 8,750 2,000 Legal Services 6,000 1,000 300 Depreciation 58,000 102,000 35,000 706,000 1,049,000 608,300

Salaries & Fringe – The increase in this category was included in the 2018 budget and are in line with anticipated budget amounts.

Contributions – ABA contributed $5,000 to the Museum of Bus Transportation in 2018. This amount was included in the 2018 budget.

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.

45 46 AMERICAN BUS ASSOCIATION

UNAUDITED FINANCIAL STATEMENTS

FOR THE 7 MONTHS ENDED JULY 31, 2018

& 2019 DRAFT BUDGET

47 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 Category Summary of All Departments 12 Government Affairs & Policy 13 Bus Industry Safety Council 14 Website 15 Communications & Marketing 16 Membership Services 17 Marketplace 18 Board of Directors Meetings 19 CTIS Program 20 Destinations 21 Motorcoach Marketer 22 Marketplace Today 23 ABA Insider 24 General & Administration 25

48 AMERICAN BUS ASSOCIATION STATEMENT OF FINANCIAL POSITION JULY 31, 2018

JULY JULY 2018 2017

ASSETS Current Assets Cash & Equivalents (Note 1) $ 1,085,598 $ 1,312,764 Accounts Receivable (Note 2) 57,049 47,669 Prepaid Expenses (Note 7) 150,672 173,835 Investments (Note 6) 4,895,893 4,635,979 Total Current Assets $ 6,189,212 $ 6,170,247

Property & Equipment (Note Furniture & Equipment 634,418 747,009 Office Condominium - 111 K Street 5,516,743 5,516,743 Less: Accumulated Depreciation 1,396,052 1,393,314 Net Property & Equipment $ 4,755,108 $ 4,870,438

Other Assets Deferred Compensation Assets - 457 Plan (Note 9) 685,251 523,418 Deposits 21,850 - Total Other Assets $ 707,101 $ 523,418

Total Assets $ 11,651,421 $ 11,564,103

LIABILITIES & NET ASSETS Current Liabilities Accounts Payable $ 122,479 $ 99,997 Accrued Expenses 148,108 116,070 Deferred Revenue (Note 3) 1,001,489 1,040,835 Total Current Liabilities $ 1,272,075 $ 1,256,902

Long Term Liabilities Deferred Compensation Liability - 457 Plan (Note 9) 685,251 523,418 Subtenant Furniture Lease Liability 33,588 41,877 Mortgage Payable - 111 K Street 3,063,333 3,183,543 Total Long Term Liabilities $ 3,782,172 $ 3,748,838

Net Assets Unrestricted 6,597,174 6,558,363

Total Liabilities and Net Assets $ 11,651,421 $ 11,564,103

49 AMERICAN BUS ASSOCIATION STATEMENT OF ACTIVITIES FOR THE 7 MONTHS ENDED JULY 31, 2018 & 2019 DRAFT BUDGET

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

REVENUE

Membership Operator Dues $ 369,000 $ 302,692 $ 360,000 336,711 $ 368,070 $ 360,000 Associate Dues 70,000 66,596 60,000 65,509 65,909 60,000 Travel Industry Dues 1,200,000 1,124,217 1,225,000 1,127,299 1,157,604 1,225,000 Tour Operator Dues 82,000 92,074 80,000 90,824 102,604 80,000 $ 1,721,000 $ 1,585,579 $ 1,725,000 $ 1,620,343 $ 1,694,187 $ 1,725,000

Meetings & Conferences Marketplace 3,250,000 3,218,638 3,410,000 3,325,386 3,340,136 3,260,000 Bus Industry Safety Council/BusMARC 70,000 27,900 70,000 39,800 55,200 65,000 $ 3,320,000 $ 3,246,538 $ 3,480,000 $ 3,365,186 $ 3,395,336 $ 3,325,000

Publications Destinations 405,000 270,214 601,000 286,590 446,446 683,000 Motorcoach Marketer 160,000 980 225,000 4,595 168,890 250,000 Marketplace Today 35,000 29,330 50,000 50,557 50,557 50,000 ABA Insider/Buses.org 36,000 23,877 99,000 52,283 74,161 120,000 $ 636,000 $ 324,401 $ 975,000 $ 394,025 $ 740,054 $ 1,103,000

Other Income Contract Services (Note 5) 144,500 107,453 92,500 64,730 134,937 140,000 Rental Income from Office Lease 129,750 73,368 125,775 64,184 115,349 100,000 Miscellaneous (Note 8) 179,250 161,091 134,250 82,891 177,359 74,000 $ 453,500 $ 341,912 $ 352,525 $ 211,805 $ 427,645 $ 314,000

Total Revenue from Operations $ 6,130,500 $ 5,498,429 $ 6,532,525 $ 5,591,359 $ 6,257,222 $ 6,467,000

50 AMERICAN BUS ASSOCIATION STATEMENT OF ACTIVITIES (CONTINUED) FOR THE 7 MONTHS ENDED JULY 31, 2018 & 2019 DRAFT BUDGET

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

EXPENSES

Government Affairs & Policy $ 1,133,167 $ 696,974 $ 1,218,007 $ 600,522 $ 1,014,971 $ 1,286,560 BISC/BusMARC 66,150 67,195 80,200 60,636 94,859 80,000 Website 12,000 19,671 24,138 19,339 28,188 27,900 Communications & Marketing 319,268 205,976 347,184 180,511 314,404 331,573 Membership Services 584,794 495,030 623,291 438,683 698,050 538,380 Marketplace 1,597,375 1,297,300 1,678,328 1,390,921 1,639,152 1,566,330 Board of Directors Meetings 245,665 176,133 266,522 218,724 260,629 194,937 CTIS Program 4,250 3,368 5,350 6,239 6,239 3,100 Destinations 445,728 242,232 513,461 315,193 460,371 644,974 Motorcoach Marketer 121,956 3,850 125,936 3,783 119,118 133,516 Marketplace Today 55,992 56,464 55,000 49,967 49,967 46,410 ABA Insider 64,440 46,392 90,936 49,747 80,051 72,667 General & Administration 1,478,381 986,339 1,437,921 861,548 1,406,862 1,327,020

Total Expenses $ 6,129,166 $ 4,296,924 $ 6,466,274 $ 4,195,813 $ 6,172,861 $ 6,253,367

Net Operating Income/(Loss) 1,334 1,201,505 66,251 1,395,546 84,361 213,633

Investment Income (Net of Investment Fees) 200,000 37,212 200,000 41,086 86,473 200,000 Unrealized & Realized Gains (Losses) - (52,681) - 225,906 344,478 -

Net Income/(Loss) $ 201,334 $ 1,186,036 $ 266,251 $ 1,662,538 $ 515,312 $ 413,633

51 AMERICAN BUS ASSOCIATION STATEMENT OF CASH FLOWS JULY 31, 2018 JULY 2018

CASH FLOWS FROM OPERATING ACTIVITIES

Change in net assets 1,186,036

Adjustments to reconcile change in net assets to net cash (used in) provided by operating activities:

Depreciation and amortization 154,651 Unrealized (appreciation)/ depreciation on investments 7,291 Realized (gain)/loss on sale of investments 45,389 (Increase) decrease in allowance for doubtful receivables Changes in assets and liabilities: (Increase) / Decrease in accounts receivable (6,844) (Increase) / Decrease in interest receivable - (Increase) / Decrease in prepaid expenses 76,432 Increase / (Decrease) in accounts payable 64,512 Increase / (Decrease) in accrued expenses 27,282 Increase / (Decrease) in deferred revenue (2,842,569)

Net cash (used in) / provided by operating activities (1,287,820)

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of property and equipment (17,343) Purchase of investments (2,665,363) Proceeds from sale of investments 2,496,458 (Increase) / decrease in deposits (11,545)

Net cash (used in) / provided by investing activities (197,793)

CASH FLOWS FROM FINANCING ACTIVITIES

Subtenant Furniture Lease Liability (4,878) Mortgage Payable - 111 K Street (70,974)

Net cash (used in) / provided by fianancing activities (75,852)

NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS (1,561,465)

Cash and cash equivalents at beginning of period (01/01/2018) 2,647,064

Cash and cash equivalents at end of period 1,085,598

52 AMERICAN BUS ASSOCIATION NOTES TO FINANCIAL STATEMENTS FOR THE 7 MONTHS ENDED JULY 31, 2018

Note 1 - Cash & Cash Equivalents The following is a breakdown of the cash accounts: Jul-18 Jul-17 Petty Cash Fund $ 500 $ 500 Cash & Cash Equivalents 1,023,124 1,241,742 Investment Reserve Money Market Accounts 61,974 70,522

Total $ 1,085,598 $ 1,312,764

Note 2 - Accounts Receivable The following is a breakdown of accounts receivable: Jul-18 Jul-17 Advertising/Publications $ 9,755 $ 6,502 Less Reserve for Uncollectible Accounts (15,000) (15,000) Foundation - 5,377 NBTA 17,295 8,357 Marketplace/Other 44,999 42,433

Total $ 57,049 $ 47,669

Note 3 - Deferred Revenue The following is a breakdown of deferred revenue: Jul-18 Jul-17 Destinations $ 65,921 $ - Miscellaneous - - Marketplace 771,895 846,243 Membership Dues 163,674 194,592

Total $ 1,001,489 $ 1,040,835

Note 5 - Service Income The National Bus Traffic Association, Skal USA and Florida Motorcoach Association have contracted with ABA to provide them with various administrative, financial and accounting services. Professional services are billed to these entities monthly, based on salary and fringe benefit costs associated with staff time charged to NBTA activities, or based on a contracted rate for Skal USA and Florida Motorcoach Association.

53 AMERICAN BUS ASSOCIATION NOTES TO FINANCIAL STATEMENTS (CONTINUED) FOR THE 7 MONTHS ENDED JULY 31, 2018

Note 6 - Investments

The following is a breakdown of reserve fund investments: Jul-18

Cost Market Value TD Reserve Fund Investments $ 4,742,466 $ 4,895,893

Total $ 4,742,466 $ 4,895,893

Jul-17

Cost Market Value TD Reserve Fund Investments $ 4,502,170 $ 4,635,979 Investment in GroupConnect 499,000 -

Total $ 5,001,170 $ 4,635,979

Note 7 - Prepaid Expenses The following is a breakdown of prepaid expenses:

Jul-18 Jul-17 Prepaid Expense-Other $ 91,322 $ 98,375 Prepaid Insurance 17,608 27,357 Marketplace 41,741 48,103

Total $ 150,672 $ 173,835

Note 8 - Miscellaneous Income The following is a breakdown of miscellaneous income:

Jul-18 Jul-17 Affinity Programs $ 68,604 $ 64,211 Hours of Service Cards/Passenger Safety Materials 968 514 CTIS Registrations 1,475 2,225 Label Sales 435 1,440 Miscellaneous 89,610 14,501

$ 161,091 $ 82,891

Note 9 - Deferred Compensation - 457 Plan The American Bus Association maintains a nonqualified deferred compensation plan through Empower Retirement. Employees may elect to defer salary for retirement.

54 AMERICAN BUS ASSOCIATION NOTES TO FINANCIAL STATEMENTS (CONTINUED) FOR THE 7 MONTHS ENDED JULY 31, 2018

Note 10- Property and Equipment

The association depreciates its property over useful lives determined by property type. Below is a schedule showing the various years the property and equipment is depreciated over.

Building 40 Years Furniture 10 Years Phone Equipment 10 Years Computer Equipment 3 Years

55 AMERICAN BUS ASSOCIATION STATEMENT OF ACTIVITIES FOR THE 7 MONTHS ENDED JULY 31, 2018

TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET YTD BUDGET 1st 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

Membership Operator Dues 179,949 180,000 122,743 180,000 - - - - 302,692 360,000 Associate Dues 63,875 45,000 2,721 15,000 - - - - 66,596 60,000 Travel Industry Dues 1,048,057 1,102,500 76,160 61,250 - 30,625 - 30,625 1,124,217 1,225,000 Tour Operator Dues 52,996 40,000 39,078 40,000 - - - - 92,074 80,000 1,344,877 1,367,500 240,702 296,250 - 30,625 - 30,625 1,585,579 1,725,000

Meetings & Conferences Marketplace 3,196,643 3,410,000 21,995 - - - - - 3,218,638 3,410,000 Bus Industry Safety Council/BusMARC 25,500 35,000 2,400 - - 35,000 - - 27,900 70,000 3,222,143 3,410,000 21,995 - - - - - 3,246,538 3,480,000

Publications Destinations 172,846 180,300 26,595 120,200 70,774 150,250 - 150,250 270,214 601,000 Motorcoach Marketer 980 ------225,000 980 225,000 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 5,799 24,750 - 24,750 23,877 99,000 210,165 255,050 37,663 144,950 76,573 175,000 - 400,000 324,401 975,000

Other Income Contract Services 49,365 23,125 42,019 23,125 16,069 23,125 - 23,125 107,453 92,500 Rental Income from Office Lease 31,444 31,444 31,444 31,444 10,481 31,444 - 31,444 73,368 125,775 Miscellaneous 25,736 33,563 122,280 33,563 13,075 33,563 - 33,563 161,091 134,250 106,544 88,131 195,743 88,131 39,625 88,131 - 88,131 341,912 352,525

Total Income From Operations 4,883,729 5,120,681 496,102 529,331 116,197 293,756 - 518,756 5,498,429 6,532,525

56 AMERICAN BUS ASSOCIATION STATEMENT OF ACTIVITIES (CONTINUED) FOR THE 7 MONTHS ENDED JULY 31, 2018

TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET TOTAL BUDGET YTD BUDGET 1st 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 271,728 304,502 293,134 304,502 132,112 304,502 - 304,502 696,974 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 1,492 6,035 - 6,035 19,671 24,138 Communications & Marketing 83,840 86,796 83,881 86,796 38,255 86,796 - 86,796 205,976 347,184 Membership Services 238,418 155,823 211,319 155,823 45,293 155,823 - 155,823 495,030 623,291 Marketplace 1,101,129 1,258,746 127,971 83,916 68,200 167,833 - 167,833 1,297,300 1,678,328 Board of Directors Meetings 42,430 88,841 129,493 88,841 4,210 88,841 - - 176,133 266,522 CTIS Program 3,340 5,350 28 - - - - - 3,368 5,350 Destinations 124,738 154,038 61,427 102,692 56,067 128,365 - 128,365 242,232 513,461 Motorcoach Marketer 951 - 960 - 1,939 - - 125,936 3,850 125,936 Marketplace Today 54,821 55,000 1,643 - - - - - 56,464 55,000 ABA Insider 20,998 22,734 13,473 22,734 11,921 22,734 - 22,734 46,392 90,936 General & Administration 421,685 359,480 356,060 359,480 208,594 359,480 - 359,480 986,339 1,437,921

Total Expenses 2,393,208 2,537,444 1,297,478 1,210,819 606,238 1,320,408 - 1,397,603 4,296,924 6,466,274

Excess of Revenues over Expenses 2,490,521 2,583,237 (801,376) (681,487) (490,041) (1,026,652) - (878,847) 1,201,505 66,251

Investment Income 21,499 50,000 10,187 50,000 5,526 50,000 - 50,000 37,212 200,000 Unrealized & Realized Gains (losses) (177,075) - 35,138 - 89,257 - - - (52,681) -

Net Revenues Over Expenses 2,334,945 2,633,237 (756,051) (631,487) (395,258) (976,652) - (828,847) 1,186,036 266,251

57 AMERICAN BUS ASSOCIATION SUMMARY OF ALL DEPARTMENTS

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $2,093,008 $1,268,259 $2,078,236 $1,205,370 $2,017,863 $2,010,273 Fringe Benefits 602,572 358,544 597,713 364,977 546,100 571,136 Temporary Help 500 18,725 12,000 803 12,165 16,000 Retirement Contributions 0 (2,412) 0 0 0 0 Postage 55,746 29,091 66,050 30,956 59,775 56,318 Educational Assistance 1,000 0 5,000 3,292 7,392 5,000 Recruitment 0 10,588 0 690 778 0 Mailing&Handling 2,500 3,595 6,500 1,175 1,175 6,750 Advertising 0 0 5,000 308 1,054 0 Printing 149,150 65,023 165,500 70,333 135,954 139,743 Photo Services 27,546 27,284 33,000 11,992 27,115 20,000 Duplicating 8,250 5,979 15,150 6,080 11,432 15,750 Telephone 32,000 18,811 27,500 19,673 34,716 27,750 Computer Services 232,401 198,420 183,900 139,518 186,308 113,734 Consulting Services 252,750 141,719 290,000 171,804 232,211 267,800 Contributions 1,250 5,950 8,750 1,750 13,250 6,250 Dues&Subscriptions 89,000 66,650 95,526 63,675 84,445 102,365 Travel 148,596 119,301 143,100 89,783 154,432 159,100 Member travel 57,000 43,677 73,000 45,967 51,075 85,000 Travel-Chairman 7,500 6,295 10,000 4,861 4,861 7,000 Local Expense 4,500 2,551 5,000 2,355 3,985 5,000 Insurance 40,000 42,118 49,000 47,534 47,749 49,000 Legal Services 126,000 122,148 122,000 40,985 102,413 221,500 Meetings&Conferences 135,000 139,856 164,100 79,886 90,097 127,100 Function Costs 325,200 311,903 326,500 316,794 348,759 299,200 Audio Visual 247,700 256,711 346,000 346,676 364,496 290,000 Security 8,500 10,640 8,500 0 0 0 Decorating 204,600 211,856 226,100 301,167 301,347 213,000 Entertainment 2,500 2,568 2,500 634 1,946 2,500 Seminars Registration 10,000 13,776 14,150 10,968 16,948 14,150 Office Supplies 22,500 15,655 28,200 16,817 36,817 26,700 Membership Services 7,500 3,354 10,000 6,224 6,224 10,000 Publishers Expense 253,584 155,232 289,600 201,195 298,910 368,995 Equipment Rental&Maintenance 5,000 4,147 5,000 4,748 5,523 5,000 Internet Access/Computer Rental & Maint 100 0 100 116 116 100 Layout/Design 2,100 1,250 8,500 2,183 2,183 20,300 Office Occupancy 462,235 271,096 464,640 266,843 482,581 469,103 Office Maintenance 13,580 9,633 13,760 6,774 14,852 13,680 Storage 1,500 2,326 3,300 3,236 4,650 2,800 Speakers/Honorariums 105,000 106,100 100,000 82,450 82,450 70,000 Special Events 12,500 4,383 12,500 6,463 10,008 11,000 Promotion 6,000 6,398 10,000 4,771 5,605 5,100 Plaques and Awards 1,750 3,224 2,750 141 1,065 2,100 Prizes 3,000 3,229 3,000 1,375 4,319 3,000 Gratuities 3,000 1,289 5,500 1,664 1,664 7,500 Taxes&Licenses 750 1,857 2,750 1,432 7,349 2,750 Delivery 4,500 3,628 6,500 3,302 6,161 5,750

Taxes-Unrelated Business Income 5,000 2,500 0 0 0 0 Reference Materials 2,250 902 2,250 1,099 1,272 2,250 Auto Leasing 10,200 5,930 10,200 5,818 10,856 9,900 Accounting Services 30,000 28,967 28,500 27,500 27,500 26,500 Payroll Services 6,500 5,224 6,500 4,465 7,867 6,500 Finance Charges 55,000 29,933 55,000 30,818 69,520 55,000 Bank Service Charges 1,000 454 5,000 7,166 6,821 12,000 Commissions 127,200 59,254 195,000 83,110 154,329 220,600 Canadian Exchange Charges 0 133 0 183 183 0 Miscellaneous 0 (1) 0 0 1 0 Depreciation&Amortization 120,848 70,299 116,148 45,389 62,951 65,320 Interest 1,800 902 1,800 523 1,240 0 TOTAL $6,129,166 $4,296,924 $6,466,273 $4,195,811 $6,172,860 $6,253,367

58 AMERICAN BUS ASSOCIATION GOVERNMENT AFFAIRS & POLICY

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $465,514 $284,143 $484,201 $292,366 $479,493 $471,468 Fringe Benefits 126,246 83,670 129,992 92,144 133,896 132,306 Temporary Help 0 0 0 0 0 2,000 Postage 150 57 500 72 106 500 Printing 2,500 1,510 2,500 0 1,332 3,000 Photo Services 50 0 0 30 30 0 Duplicating 2,000 1,369 3,000 729 1,428 3,000 Telephone 5,000 2,553 6,000 3,004 5,028 5,000 Consulting Services 180,000 77,349 225,000 43,064 88,189 200,000 Dues&Subscriptions 55,000 36,930 55,000 34,096 46,740 66,000 Travel 25,000 16,870 25,000 12,196 21,219 25,000 Member travel 2,000 1,213 2,000 0 399 5,000 Local Expense 2,000 1,373 2,500 1,242 1,701 2,500 Legal Services 100,000 87,024 100,000 19,079 62,213 200,000 Meetings&Conferences 4,000 3,785 3,000 0 1,693 0 Function Costs 3,000 1,886 10,000 2,709 2,709 10,000 Audio Visual 1,300 918 4,000 495 495 1,000 Decorating 100 0 100 0 0 0 Seminars Registration 2,000 135 2,000 945 1,565 2,000 Office Supplies 1,000 485 2,000 908 1,179 2,000 Office Occupancy 149,807 90,176 150,714 92,500 160,281 155,187 Promotion 6,000 5,480 10,000 4,749 4,890 100 Delivery 500 47 500 192 384 500 TOTAL $1,133,167 $696,974 $1,218,007 $600,522 $1,014,971 $1,286,561

59 AMERICAN BUS ASSOCIATION BUS INDUSTRY SAFETY COUNCIL

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Postage $0 $0 $150 $3 $3 $150 Printing 700 272 1,500 0 0 1,500 Duplicating 0 0 400 119 119 700 Telephone 0 0 300 97 138 300 Consulting Services 0 0 0 20,000 20,000 0 Travel 0 0 6,000 1,704 3,041 6,000 Member travel 0 0 1,000 678 678 5,000 Insurance 9,000 12,382 18,000 17,066 17,066 18,000 Meetings&Conferences 1,000 700 2,000 0 657 2,000 Function Costs 27,600 30,001 28,000 10,756 31,271 28,000 Audio Visual 27,400 23,660 19,000 9,945 21,468 14,500 Office Supplies 200 48 900 267 267 900 Layout/Design 0 0 2,500 0 0 2,500 Plaques and Awards 250 132 250 0 0 250 Delivery 0 0 200 0 150 200 TOTAL $66,150 $67,195 $80,200 $60,636 $94,859 $80,000

60 AMERICAN BUS ASSOCIATION WEBSITE

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Computer Services $3,000 $900 $1,800 $900 $1,350 $2,000 Consulting Services 5,000 7,200 8,200 7,988 7,988 8,000 Depreciation&Amortization 4,000 11,571 14,138 10,451 18,851 17,900 TOTAL $12,000 $19,671 $24,138 $19,339 $28,188 $27,900

61 AMERICAN BUS ASSOCIATION COMMUNICATIONS & MARKETING

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $145,458 $100,256 $157,857 $84,937 $152,414 $151,943 Fringe Benefits 64,005 29,202 55,714 26,765 42,036 47,467 Postage 100 60 100 52 69 50 Advertising 0 0 5,000 308 1,054 0 Printing 1,000 393 1,000 0 0 5,000 Photo Services 20,000 20,271 25,000 5,712 20,835 12,000 Duplicating 500 362 0 413 483 0 Telephone 3,000 1,762 2,500 1,920 3,211 2,500 Computer Services 0 795 0 0 0 0 Consulting Services 10,000 11,539 25,000 15,986 19,711 30,000 Dues&Subscriptions 10,000 6,943 10,000 4,116 7,416 10,000 Travel 8,000 1,011 9,000 4,648 7,435 9,000 Member travel 0 0 0 495 495 0 Local Expense 500 339 500 155 163 500 Meetings&Conferences 0 225 0 0 0 0 Function Costs 500 309 500 1,577 1,577 1,000 Audio Visual 2,000 1,080 0 0 0 2,000 Entertainment 0 0 500 238 426 500 Seminars Registration 3,000 204 3,000 745 1,069 3,000 Office Supplies 300 551 300 130 391 300 Layout/Design 0 0 0 0 0 1,000 Office Occupancy 50,905 30,642 51,213 32,292 55,325 55,313 Promotion 0 0 0 22 295 0 Delivery 0 33 0 0 0 0 TOTAL $319,268 $205,976 $347,184 $180,511 $314,404 $331,573

62 AMERICAN BUS ASSOCIATION MEMBERSHIP SERVICES

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $216,939 $143,759 $213,642 $145,813 $264,915 $214,753 Fringe Benefits 58,250 44,536 72,835 47,146 73,746 76,693 Temporary Help 0 18,725 10,000 398 10,021 6,000 Postage 10,000 6,561 10,200 3,614 7,768 10,000 Educational Assistance 0 0 0 1,049 1,049 0 Recruitment 0 9,000 0 0 88 0 Mailing&Handling 500 0 500 0 0 500 Printing 2,000 0 8,000 0 0 2,000 Duplicating 2,500 1,173 5,500 1,884 4,668 5,550 Telephone 6,000 3,249 6,200 4,102 7,754 6,150 Computer Services 95,700 93,310 79,000 61,414 67,754 13,000 Consulting Services 20,000 23,622 0 33,080 33,080 0 Dues&Subscriptions 1,000 1,183 2,500 2,047 2,047 2,000 Travel 25,000 16,516 26,500 16,242 34,422 20,000 Local Expense 0 0 0 71 71 0 Legal Services 0 0 0 1,300 13,111 0 Meetings&Conferences 45,000 61,573 68,000 39,463 45,434 65,000 Function Costs 12,000 11,255 20,000 15,912 23,030 11,700 Audio Visual 5,000 5,192 6,000 809 4,040 5,000 Decorating 4,500 4,208 6,000 6,309 6,309 3,000 Entertainment 0 70 0 0 0 0 Seminars Registration 0 0 0 0 229 0 Office Supplies 2,000 3,276 3,000 3,012 3,971 2,500 Membership Services 7,500 3,354 10,000 6,224 6,224 10,000 Layout/Design 0 0 2,500 0 0 5,100 Office Occupancy 50,905 30,642 51,213 31,432 54,465 52,733 Storage 0 0 500 726 793 500 Promotion 0 0 0 0 420 5,000 Plaques and Awards 0 1,000 0 0 0 0 Prizes 3,000 3,229 3,000 1,375 4,049 3,000 Delivery 2,000 883 3,200 1,069 2,465 3,200 Finance Charges 15,000 8,581 15,000 14,010 25,943 15,000 Canadian Exchange Charges 0 133 0 183 183 0 TOTAL $584,794 $495,030 $623,290 $438,683 $698,050 $538,379

63 AMERICAN BUS ASSOCIATION MARKETPLACE

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $376,672 $177,696 $373,411 $177,359 $293,142 $363,979 Fringe Benefits 119,645 57,151 118,597 59,632 86,474 107,001 Temporary Help 500 0 2,000 405 405 2,000 Postage 7,500 4,450 13,500 4,755 6,981 10,900 Mailing&Handling 2,000 3,595 6,000 1,175 1,175 6,000 Printing 22,950 12,388 25,400 20,013 20,142 23,450 Duplicating 1,000 425 4,000 1,455 3,118 4,000 Telephone 7,000 4,105 7,000 3,776 6,564 7,000 Computer Services 80,000 68,076 51,500 46,441 56,691 52,000 Consulting Services 17,500 11,825 12,050 11,775 11,775 12,050 Dues&Subscriptions 0 0 0 0 1,454 0 Travel 40,850 46,123 33,850 26,251 35,342 29,100 Member travel 35,000 30,601 40,000 25,423 26,924 45,000 Local Expense 0 0 0 46 108 0 Insurance 10,000 8,978 10,000 10,650 10,650 10,000 Legal Services 0 0 1,000 0 130 500 Meetings&Conferences 81,000 63,673 81,500 21,012 21,012 50,500 Function Costs 178,600 211,495 162,500 218,677 218,677 179,000 Audio Visual 177,000 202,465 277,000 309,878 309,878 242,500 Security 8,500 10,640 8,500 0 0 0 Decorating 200,000 206,936 220,000 294,858 295,038 210,000 Office Supplies 9,000 2,512 9,000 2,432 14,628 8,000 Internet Access/Computer Rental & Maint 100 0 100 116 116 100 Layout/Design 2,100 1,250 3,500 2,183 2,183 11,700 Office Occupancy 79,958 48,064 80,420 49,248 85,297 82,700 Storage 0 775 0 292 706 0 Speakers/Honorariums 95,000 98,600 90,000 82,450 82,450 60,000 Plaques and Awards 1,500 0 1,500 141 408 850 Prizes 0 0 0 0 270 0 Gratuities 3,000 1,289 5,000 1,534 1,534 7,000 Taxes&Licenses 0 936 0 607 607 0 Delivery 1,000 1,898 1,000 1,528 1,696 1,000 Finance Charges 40,000 21,352 40,000 16,809 43,577 40,000 TOTAL $1,597,375 $1,297,300 $1,678,328 $1,390,921 $1,639,152 $1,566,330

64 AMERICAN BUS ASSOCIATION BOARD OF DIRECTORS

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $29,511 $16,863 $28,652 $22,639 $40,386 $9,901 Fringe Benefits 6,904 4,658 6,770 7,321 10,885 2,636 Postage 0 2 100 0 0 100 Photo Services 500 0 1,000 451 451 2,000 Duplicating 250 160 1,000 270 270 1,000 Telephone 0 0 500 295 407 800 Computer Services 0 795 0 0 0 0 Consulting Services 0 0 0 30,194 30,194 0 Travel 7,000 9,190 7,000 6,070 8,058 10,000 Member travel 20,000 11,863 30,000 19,371 22,579 30,000 Travel-Chairman 7,500 6,295 10,000 4,861 4,861 7,000 Legal Services 25,000 29,211 20,000 20,291 26,381 20,000 Meetings&Conferences 4,000 9,898 7,000 19,411 20,100 7,000 Function Costs 100,000 54,329 101,000 62,467 66,799 66,500 Audio Visual 35,000 23,395 40,000 24,955 28,021 25,000 Office Supplies 0 0 1,000 0 64 1,000 Speakers/Honorariums 10,000 7,500 10,000 0 0 10,000 Plaques and Awards 0 1,972 1,000 0 656 1,000 Gratuities 0 0 500 130 130 500 Delivery 0 0 1,000 0 387 500 TOTAL $245,665 $176,133 $266,522 $218,724 $260,629 $194,937

65 AMERICAN BUS ASSOCIATION CTIS PROGRAM

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Postage $0 $0 $0 $0 $0 $100 Printing 0 0 100 0 0 0 Duplicating 0 28 0 0 0 0 Travel 750 0 750 648 648 0 Function Costs 3,500 2,628 4,500 4,696 4,696 3,000 Decorating 0 711 0 0 0 0 Office Supplies 0 0 0 895 895 0 TOTAL $4,250 $3,368 $5,350 $6,239 $6,239 $3,100

66 AMERICAN BUS ASSOCIATION DESTINATIONS

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $80,496 $24,782 $77,624 $29,104 $49,035 $84,634 Fringe Benefits 26,832 8,178 25,937 9,811 14,337 26,115 Postage 24,000 17,132 33,000 22,280 30,481 25,318 Printing 63,000 38,236 71,000 39,146 61,421 60,793 Telephone 2,400 1,473 0 1,474 2,540 0 Travel 0 0 0 4,971 4,971 25,000 Publishers Expense 168,000 100,767 185,700 144,925 199,685 286,515 Storage 0 775 0 480 887 0 Promotion 0 918 0 0 0 0 Commissions 81,000 49,971 120,200 63,003 97,014 136,600 TOTAL $445,728 $242,232 $513,461 $315,193 $460,371 $644,975

67 AMERICAN BUS ASSOCIATION MOTORCOACH MARKETER

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $10,752 $1,163 $10,443 $1,239 $5,482 $6,403 Fringe Benefits 2,604 462 2,493 333 1,293 1,912 Temporary Help 0 0 0 0 1,739 6,000 Postage 12,996 0 8,000 0 13,964 8,700 Printing 45,000 0 42,000 0 41,886 33,000 Duplicating 0 15 0 0 226 0 Telephone 3,600 2,210 0 2,211 3,810 0 Publishers Expense 15,000 0 18,000 0 18,280 27,500 Storage 0 0 0 0 120 0 Commissions 32,004 0 45,000 0 32,319 50,000 TOTAL $121,956 $3,850 $125,936 $3,783 $119,118 $133,515

68 AMERICAN BUS ASSOCIATION MARKETPLACE TODAY

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Mailing&Handling $0 $0 $0 $0 $0 $250 Printing 12,000 12,223 14,000 11,173 11,173 11,000 Photo Services 6,996 7,013 7,000 5,800 5,800 6,000 Travel 6,996 8,362 0 3,128 3,128 0 Audio Visual 0 0 0 594 594 0 Publishers Expense 23,004 23,000 24,000 19,160 19,160 19,160 Commissions 6,996 5,866 10,000 10,111 10,111 10,000 TOTAL $55,992 $56,464 $55,000 $49,967 $49,967 $46,410

69 AMERICAN BUS ASSOCIATION ABA INSIDER

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $7,248 $8,620 $7,037 $2,090 $2,709 $9,564 Fringe Benefits 2,412 2,890 2,199 552 672 3,283 Publishers Expense 47,580 31,465 61,900 37,110 61,785 35,820 Commissions 7,200 3,417 19,800 9,995 14,885 24,000 TOTAL $64,440 $46,392 $90,936 $49,747 $80,051 $72,667

70 AMERICAN BUS ASSOCIATION GENERAL & ADMINISTRATIVE

TOTAL YTD TOTAL YTD YEAR END TOTAL DRAFT BUDGET JULY BUDGET JULY DECEMBER BUDGET 2019 2018 2018 2017 2017 2017

Salaries $760,418 $510,977 $725,369 $449,825 $730,287 $697,628 Fringe Benefits 195,674 127,797 183,176 121,274 182,761 173,723 Retirement Contributions 0 (2,412) 0 0 0 0 Postage 1,000 828 500 181 403 500 Educational Assistance 1,000 0 5,000 2,243 6,343 5,000 Recruitment 0 1,588 0 690 690 0 Duplicating 2,000 2,447 1,250 1,210 1,121 1,500 Telephone 5,000 3,459 5,000 2,794 5,263 6,000 Computer Services 53,701 34,544 51,600 30,763 60,513 46,734 Consulting Services 20,250 10,185 19,750 9,717 21,274 17,750 Contributions 1,250 5,950 8,750 1,750 13,250 6,250 Dues&Subscriptions 23,000 21,594 28,026 23,416 26,788 24,365 Travel 35,000 21,229 35,000 13,926 36,169 35,000 Local Expense 2,000 839 2,000 841 1,942 2,000 Insurance 21,000 20,758 21,000 19,819 20,033 21,000 Legal Services 1,000 5,912 1,000 315 578 1,000 Meetings&Conferences 0 0 2,600 0 1,200 2,600 Entertainment 2,500 2,498 2,000 396 1,519 2,000 Seminars Registration 5,000 13,437 9,150 9,278 14,085 9,150 Office Supplies 10,000 8,782 12,000 9,172 15,421 12,000 Equipment Rental&Maintenance 5,000 4,147 5,000 4,748 5,523 5,000 Office Occupancy 130,660 71,572 131,080 61,370 127,214 123,170 Office Maintenance 13,580 9,633 13,760 6,774 14,852 13,680 Storage 1,500 775 2,800 1,739 2,145 2,300 Special Events 12,500 4,383 12,500 6,463 10,008 11,000 Plaques and Awards 0 120 0 0 0 0 Taxes&Licenses 750 921 2,750 825 6,742 2,750 Delivery 1,000 768 600 512 1,080 350

Taxes-Unrelated Business Income 5,000 2,500 0 0 0 0 Reference Materials 2,250 902 2,250 1,099 1,272 2,250 Auto Leasing 10,200 5,930 10,200 5,818 10,856 9,900 Accounting Services 30,000 28,967 28,500 27,500 27,500 26,500 Payroll Services 6,500 5,224 6,500 4,465 7,867 6,500 Bank Service Charges 1,000 454 5,000 7,166 6,821 12,000 Miscellaneous 0 (1) 0 0 1 0 Depreciation&Amortization 116,848 58,728 102,010 34,938 44,100 47,420 Interest 1,800 902 1,800 523 1,240 0 TOTAL $1,478,381 $986,339 $1,437,921 $861,548 $1,406,862 $1,327,021

71 72 AMERICAN BUS ASSOCIATION FOUNDATION

UNAUDITED FINANCIAL STATEMENTS

FOR THE 7 MONTHS ENDED JULY 31, 2018

73 American Bus Association Foundation Balance Sheet July 31, 2018

JULY JULY 2018 2017 Assets

Cash and Cash Equivalents 172,636 195,303 Accounts Receivable 286,781 326,833 Prepaid Expenses 5,125 4,946 Investments 6,406,989 5,930,302

Total Assets 6,871,530 6,457,384

Liabilities and Net Assets

Current Liabilities Accounts Payable - - Due to ABA - - Deferred Income 7,650 4,335 7,650 4,335

Net Assets Unrestricted 2,295,107 2,150,253 Temporarily Restricted 4,568,773 4,302,796 6,863,880 6,453,049

Total Liabilities and Net Assets 6,871,530 6,457,384

Note:

Temporarily Restricted Net Assets Comprise: Scholarship Fund 436,855 376,487 Picknelly Memory Fund 57,945 58,361 Research Fund 3,952,884 3,748,766 Cornell Memory Fund 32,541 32,485 Yellow Ribbon Fund 88,548 86,697 4,568,773 4,302,796

74 American Bus Association Foundation Statement Of Activities Seven Months Ended July 31, 2018

Temporarily Total 2018 Total Unrestricted Restricted Jul-18 Budget Jul-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 17,960 3,829 21,789 36,000 22,535 Research Contributions - - - 36,100 31,100 Research Revenue - - - 500 500 Yellow Ribbon Fund - - - - - Yankee Candle - - - - - Other Income 6,850 - 6,850 1,000 5,085 Net assets released from restriction 172,783 (172,783) - - - Total revenue 197,593 (12,544) 185,049 197,600 197,921

Expenses Programs: Scholarship programs 90,000 90,000 90,000 90,000 Research 50,150 50,150 100,300 50,150 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 61,224 61,224 94,000 62,727 SPA Retainter 4,803 4,803 4,250 4,530 Marketplace Silent Auction 10,489 10,489 8,500 11,058 Marketplace Live Auction 5,542 5,542 4,000 3,888 Promotion/Marketing 4,439 4,439 20,000 2,308 Total expenses 239,147 - 239,147 331,050 232,161

Excess of Revenues over Expenses (41,554) (12,544) (54,098) (133,450) (34,240)

Investment income, net of investment fees of $36,353 15,471 30,780 46,251 53,824 Realized and unrealized gains/(losses) on investments 64,363 130,203 194,566 200,000 476,198

Change in net assets 38,280 148,439 186,719 66,550 495,782

Net Assets: Beginning 2,256,827 4,420,334 6,677,160 5,957,266 Ending 2,295,107 4,568,773 6,863,880 6,453,048

75 BOARD ROTATION SCHEDULE

M ember

Te s rm Expi hip Category # of Buses N r ame ation

Term Expiration 2019 1 Warren Dickinson Associate NA 2 Polina Raygorodskaya Associate NA 3 Doug Anderson Charter-Tour 42 4 Don DeVivo Charter-Tour 83 5 Tony Fiorini Charter-Tour 80 6 Al Spence Enterprise 9 7 Chris Anzuoni Fixed Route 37 8 Michael Colborne Fixed Route 639 9 Steve Haddad Fixed Route 64 10 Jim Jalbert Fixed Route 27 11 Ron Moore Fixed Route 40 12 Bryan Cole Tour NA 13 Mike Butts Travel NA 14 Mikie Coffman Travel NA 15 Stephanie Lee Travel NA 16 Linda Spruill Travel NA 17 Kim Grzywacz Marketplace Chair 18 Nicole Twigg Non Voting 19 Peter Pantuso President & CEO

Term Expiration 2020 1 Dane Cornell Associate NA 2 Ian Smart Associate NA 3 François Tremblay Associate NA 4 Julia Conway Charter-Tour 5 Scott Henry Charter-Tour 182 6 John Meier Charter-Tour 56 7 Bill Torres Charter-Tour 8 Linda Burtwistle Charter-Tour 1654 9 Daryl Johnson Enterprise 10 Buddy Young Enterprise 10 11 Gene Berardi Fixed Route 130 12 Ben Blunt Fixed Route 13 Steve Woelfel Fixed Route 67 14 David Eaton Tour NA 15 Chris Shepler Travel NA 16 John Percy Travel NA

Term Expiration 2021 1 Alan Glickman Charter-Tour 40 2 Terry Fischer Charter-Tour 37 3 Francis Tedesco Charter-Tour 795 4 TJ Morgan Enterprise 13 5 Cam Morris Enterprise 13 6 Karen Sanders Enterprise 15 7 John Miller Fixed Route 91 8 Tom JeBran Fixed Route 63 9 Mike Dickson Fixed Route 10 Peter Picknelly Fixed Route 265 11 Bill Blankenship Non Voting 1493 12 Stephanie Parr-Brooks Tour NA 13 A.J. Kinney Tour

Honorary 1 Thomas Morgan NA 2 Woody Blunt NA 3 Ron Eyre NA 4 Craig Lentzsch NA

76 BOARD ROTATION SCHEDULE

ROTATION SUMMARY STATISTICS Member Type Current Members (Max/Min) Associate 5 (max 6) Charter-Tour 11 (min 6) Expiration Category # of Directors Enterprise 6 (min 6) 2019 Associate 2 Fixed Route 12 (min 6) 2019 Charter-Tour 3 Travel 6 (max 6) 2019 Enterprise 1 Tour 4 (max 6) 2019 Fixed Route 5 Honorary 4 ( min 1) 2019 Non Voting 1 Marketplace Chair 1 (min 1) 2019 Tour 1 Non-Voting 2 (max 4) 2019 Travel 4 President and CEO 1 (max 1) 2019 Marketplace Chair 1 2019 President & CEO 1 TOTAL VOTING* 44 (max 50/min 35) TOTAL 19 *does not include CEO, MKPL Chair, Honorary, Non-Voting

Expiration Category # of Directors TOTAL MEMBERS 52 2020 Associate 3 2020 Charter-Tour 5 2020 Enterprise 2 2020 Fixed Route 3 2020 Tour 1 2020 Travel 2 TOTAL 16

Expiration Category # of Directors 2021 Associate 0 2021 Charter-Tour 3 2021 Enterprise 3 2021 Fixed Route 4 2021 Non Voting 1 2021 Tour 2 2021 Travel 0 TOTAL 13

77 2018 ABA Executive Committee

Terms that end in January 2019: -John Miller - Treasurer -Jim Jalbert, Policy Committee Chair -Ron Moore, Fixed Route Representative -Steve Haddad, At-Large -Chris Shepler, At-Large -Peter Pantuso, President & CEO

Board Board Expiration Committee Committee Expiration Committee Committee Expiration Office Officers Date Position Member Date Position Member Date Board Don 2021 Policy Jim Jalbert 2019 At-Large Karen 2020 Chairman Devivo Committee (2 yr term) Sanders (1st term) (3 yr term) Chair (6 yr max) (2 yr term) Board Vice Gene 2021 Fixed Route Ron Moore 2019 At-Large Steve 2019 Chairman Berardi Representative (3rd term) (2 yr term) Haddad (2nd term) (3 yr term) (2 yr term) (6 yr max) (6 yr max) Immediate John 2021 Charter & Tour Terry 2020 At-Large Steve 2020 Past Meier Representative Fischer (1st term) (2 yr term) Woelfel (1st Term) Chairman (2 yr term) (6 yr max) (3 yr term) (6 yr max)

Executive John 2019 Enterprise Buddy 2020 At-Large Chris 2019 Committee Miller Representative Young (2 yr term) Shepler (1st term) Treasurer (2 yr term) (2nd term) (6 yr max) (1 yr term) (6 yr max) ABA Peter 2019 President & Pantuso CEO (1 yr term)

78 2018 AUDIT COMMITTEE

Gene Berardi Chair Adirondack Trailways Doug Anderson Member Anderson Coach & Travel Craig Lentzsch Member John Miller Member Miller Transportation Steve Woelfel Member Jefferson Lines Don DeVivo Ex-Officio DATTCO Inc. Pete Pantuso Staff Eric Braendel Staff

The Audit Committee is the Board Committee principally charged with the following responsibilities:

• Assessing the adequacy of internal controls and risk management systems • Overseeing the financial and compliance reporting at year end • Overseeing the audit process • Selecting the independent auditor

The ABA Vice Chairman chairs the Audit Committee.

79 2018 AUTONOMOUS VEHICLE COMMITTEE

John Meier Chair Badger Bus Ben Blunt Member Concord Coach Lines Linda Burtwistle Member Coach USA Michael Colborne Member Pacific Western Transportation Dane Cornell Member ABC Companies Polina Raygorodskaya Member Wanderu Ian Smart Member Motor Coach Industries Buddy Young Member Capitol Bus Lines Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO

Autonomous Vehicle Committee: The Autonomous Vehicle Committee is an ad hoc ABA committee that monitors technological advancements that would enable autonomous motorcoach operations, and evaluates the potential for autonomous vehicles to enter and impact the industry.

80 2018 BUSPAC COMMITTEE

Peter Picknelly Chair Peter Pan Bus Lines Dane Cornell Member ABC Companies James Jalbert Member C & J Lines Ron Moore Member Burlington Trailways TJ Morgan Member Citizen Auto Stage Lines John Percy Member Niagara Tourism & Convention Corp. Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Inc. Suzanne Rohde Staff ABA

The BUSPAC Committee is the Board Committee principally charged with overseeing the administration and execution of a motorcoach industry Political Action committee. BUSPAC is entrusted with contributing to the political campaigns of members of the U.S, House and Senate who support the private over-the-road motorcoach industry. It obtains its funds by soliciting contributions from all authorizing company’s executive and administrative employees.

81 2018 BYLAWS COMMITTEE

Al Spence Chair A.S. Midway Trailways Doug Anderson Member Anderson Coach & Travel Gene Berardi Member Adirondack Trailways Bryan Cole Member Super Holiday Tours Terry Fischer Member Transportation Charter Services Stephanie Lee Member Group Sales Box Office Ron Moore Member Burlington Trailways Camilla Morris Member Oneonta Bus Lines Don DeVivo Ex-Officio DATTCO Inc. Richard Schweitzer General Counsel ABA Pete Pantuso Staff ABA

The Bylaws Committee is the Board Committee principally charged with reviewing and updating the ABA Bylaws. Another important function of this committee is to ensure the adherence to the Bylaws in all actions and duties undertaken by and attributed to the Board.

82 2018 Editorial Board

Doug Anderson Member Anderson Tour & Travel Chris Anzuoni Member Plymouth & Brockton Ben Blunt Member Concord Coach Lines Brenda Borwege Member ABC Companies Vicki Bowman Member Motor Coach Industries Mike Butts Member Visit Charlotte Mikie Shepler Member Ride the Ducks - Seattle Bryan Cole Member Super Holiday Tours Jim Diebel Member Hanover Holiday Tours Sara Hamlin Member Greater Birmingham CVB Sean Hughes Member Coach USA/MegaBus.com Randy Kester Member Burlington Trailways Patti Lloyd Member Cape Cod CVB Don Meador Member Landmark Hotel Group TJ Morgan Member Gray Line of Tucson John Percy Member Niagara Tourism & Convention Corporation Pat Plodzeen Member Motor Coach Industries Danielle Powell Member Anderson Tour & Travel Jackie Spencer Member Destination Cleveland Linda Spruill Member Beau Rivage Resort & Casino Stacey Yates Member Louisville CVB Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Erin Birmingham Staff ABA Melanie Hinton Staff ABA Pamela Brossman Staff YGS Staff Kristy Freeman Staff YGS Staff Ashley Reid Staff YGS Staff

The Communications Committee brings marketing and public affairs experts within the industry together with ABA's Communications, Marketing & Media Relations department to serve as strategic counselors as ABA works to provide members with new messaging tools to reach target audiences. The group leverages its collective intellectual capital to act as a sounding board for insights on new projects, identifies future challenges, and prioritizes issues to help the industry enhance its image and elevate awareness of the value it provides to society. The group works toward consensus to ensure that ABA speaks with one industry voice in its external outreach to the media, policy-makers and consumers.

83 2018 ENVIRONMENTAL COMMITTEE

TJ Morgan Chair Citizen Auto Stage Lines/Gray Line of Tucson Ron Bast Member Go Riteway Julia Conway Member Big Bus Tours USA Terry Fischer Member Transportation Charter Services Joe Gillis Member Northwest Navigator Luxury Coaches Peter Grunwaldt Member Premier Alaska Tours Louis Hotard Member ABC Companies David Kestenbaum Member University of Vermont Stephanie Parr-Brooks Member Globus Scott Riccio Member NorthEast Trailways Linda Spruill Member Beau Rivage Resort & Casino Patricia Ziska Member Motor Coach Industries Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Inc. Peter Pantuso Staff ABA Brandon Buchanan Staff ABA

The Environmental Committee is the Board Committee charged with developing, reviewing and directing ABA's strategic initiatives to elevate awareness among key audiences that motorcoaches are the greenest way to travel. Committee members examine ways to raise the visibility of the role motorcoaches play in environmental stewardship, and discuss ways to leverage motorcoaches' eco- friendliness among policy-makers. The Committee will also work closely with the ABA Communications Committee to investigate how to continuously improve the ways in which the green coach story is delivered to elected officials, ABA members, the media and consumers.

84 2018 ETHICS COMMITTEE

Buddy Young Chair Capitol Bus Lines Doug Anderson Member Anderson Coach & Travel Chris Anzuoni Member Plymouth & Brockton Street Railway Co. Bill Blankenship Member Greyhound Lines Bryan Cole Member Super Holiday Tours Julia Conway Member Big Bus Tours USA Dane Cornell Member ABC Companies Alan Glickman Member Starr Tours John Miller Member Miller Transportation Ron Moore Member Burlington Trailways TJ Morgan Member Citizen Auto Stage Company/Gray Line Tours of Tucson Cam Morris Member Oneonta Bus Lines Stephanie Parr Brooks Member Globus Karen Sanders Member Bus Supply Charters Al Spence Member A.S. Midway Trailways Steve Woelfel Member Jefferson Lines Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Inc. Richard Schweitzer Counsel ABA Peter Pantuso Staff ABA

The Ethics Committee is the Board Committee principally charged with reviewing and ruling on charges of violation of the Association's Code of Ethics. A violation of the Code of Ethics may warrant censure, monetary fine, suspension of membership, withdrawal of membership privileges, or expulsion from the ABA. Another important function of this committee is to investigate and resolve complaints regarding newly submitted applications for ABA membership and complaints that a member is no longer eligible for membership.

85 2018 EXECUTIVE COMMITTEE

Don DeVivo Chair Gene Berardi Vice Chair John Meier Immediate Past Chair John Miller Secretary/Treasurer Terry Fischer Member (Charter-Tour Rep.) Jim Jalbert Member (Policy Committee Chair) Ron Moore Member (Fixed Route Rep.) Buddy Young Member (Enterprise Rep.) Steve Haddad Member (At-Large) Karen Sanders Member (At-Large) Chris Shepler Member (At-Large) Steve Woelfel Member (At-Large) Peter Pantuso President & CEO Bill Blankenship Guest Linda Burtwistle Guest Francis Tedesco Guest

The purpose of the Executive Committee is to provide oversight, advice and coordination of the development and implementation of strategic initiatives and related projects by the Board of Directors.

The ABA Chair chairs the Executive Committee.

86 2018 FINANCE AND BUDGET COMMITTEE

Gene Berardi Chair Adirondack Trailways Doug Anderson Member Anderson Coach & Travel Alan Glickman Member Starr Tours Jim Jalbert Member C & J Lines Tom JeBran Member Trans-Bridge Lines Daryl Johnson Member J & J Tours and Charters John Miller Member/Treasurer Miller Transportation Inc. Ian Smart Member Motor Coach Industries Steve Woelfel Member Jefferson Lines Don DeVivo Ex-Officio DATTCO Inc. Eric Braendel Staff ABA

The Finance and Budget Committee will be the committee principally charged with developing and reviewing the ABA budget, investments and other finances. The Finance and Budget Committee will help develop the proposed budget each year and will provide oversight to the Board throughout the year.

87 2018 GOVERNANCE COMMITTEE

John Meier Chair Badger Coaches Doug Anderson Member Anderson Coach & Travel Michael Colborne Member Pacific Western Transit Co David Eaton Member Conway Tours Tony Fiorini Member Silverado Stages Jim Jalbert Member C&J Lines Tom JeBran Member Trans-Bridge Lines Craig Lentzsch Member Chris Shepler Member Shepler’s Mackinac Island Ferry Francis Tedesco Member Academy Bus Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Inc. Peter Pantuso Staff ABA

The Governance Committee is the Board Committee principally charged with reviewing the attendance and participation of existing Board members at Board meetings, determining the turnover of Board seats, vetting viable candidates for election to the Board by the membership, orienting new Board members, and re- nominating expiring Directors to the Board. The Committee also evaluates the performance of the Board, its structure, degree of membership representation, and meeting format

The ABA Past Chair chairs the Governance Committee.

88 2018 GOVERNMENT AFFAIRS & POLICY COMMITTEE

Jim Jalbert Chair C & J Lines Chris Anzuoni Vice Chair Plymouth & Brockton Street Railway Co. Suzanne Rohde Staff ABA

Non-members: Ron Eyre

*All Board Members serve on the Government Affairs and Policy Committee unless they ask to be removed.

The Government Affairs & Policy Committee is the Board Committee principally charged with developing, reviewing, and disseminating the policy positions taken by the ABA on issues such as highway infrastructure, the Americans with Disabilities Act, and the status of federal funding programs. The committee will often be presented with the emerging transportation issues of the day and will be depended upon to recommend policy strategies that the Association may pursue.

A member of the Executive Committee chairs the Policy & Government Affairs Committee.

Alternates and Meeting Invitees

Chris Crean Peter Pan Bus Lines David Coburn Steptoe & Johnson Greg Cohen Greyhound Lines Sean Hughes Coach USA Jonathan Miller Volvo Tom Picknelly Peter Pan Bus Lines Bob Schwarz Highway Users/Greyhound Lines

89 2018 MARKETPLACE STRATEGIC PLANNING COMMITTEE

Steve Haddad Chair Bieber Transportation David Eaton Vice Chair Conway Tours Group Mike Butts Member Visit Charlotte Bryan Cole Member Super Holiday Tours Terry Fischer Member Transportation Charter Services Scott Henry Member Martz Group Tom JeBran Member Trans-Bridge Lines Daryl Johnson Member J & J Tours and Charters John Miller Member Miller Transportation Inc. Cam Morris Member Oneonta Bus Lines Stephanie Parr-Brooks Member Globus John Percy Member Niagara Tourism & Convention Corp. Polina Raygorodskaya Member Wanderu Chris Shepler Member Shepler’s Mackinac Island Ferry Mikie Shepler Member Ride the Ducks of Seattle Linda Spruill Member Beau Rivage Resort & Casino Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Inc. Lynn Brewer Staff ABA

Marketplace Strategic Planning Committee: This committee is principally charged with establishing a strategic plan that will allow ABA’s Marketplace to continue to evolve and to conduct a critical review of important benchmarks of the show’s growth, gauging its true successes and shortcomings.

90 2018 MEMBERSHIP COMMITTEE

Don DeVivo Chair DATTCO Inc. David Eaton Vice Chair Conway Tours Tina Abellanosa Member Gaylord Opryland Resort Bryan Cole Member Super Holiday Tours Anthony Fiorini Member Silver State Trailways Terry Fischer Member Transportation Charter Services Rich Gilbert Member MD Office of Tourism Sandy Haines Member Myrtle Beach Area CVB Scott Henry Member Martz Group Patti Lloyd Member Cape Cod Chamber/CVB Camilla Morris Member Oneonta Bus Lines Stephanie Parr-Brooks Member Globus John Percy Member Niagara Tourism & Convention Corp. Karen Sanders Member Bus Supply Charters Chris Shepler Member Shepler’s Mackinac Island Ferry Mikie Shepler Member Ride the Ducks of Seattle Linda Spruill Member Beau Rivage Resort & Casino Bill Torres Member DC Trails Gene Berardi Ex-Officio Adirondack Trailways Peter Pantuso Staff ABA

The Membership Committee is the ABA Committee principally charged with recommending policies, procedures, and strategies for enhancing the membership in ABA both numerically and qualitatively. The Membership Committee, working in cooperation with ABA’s Board, President & CEO, and selected staff, is responsible for investigating new markets for membership growth, evaluating ABA partnerships through established benchmarks and ensuring the retention of current members through the offerings of services that meet their needs.

91 2018 STRATEGIC SAFETY COMMITTEE

Alan Glickman Chair Starr Tours Al Smith BISC Chair Greyhound Mike McDonal BusMARC Chair Saucon Doug Anderson Member Anderson Coach & Travel Ben Blunt Member Concord Coach Lines Woody Blunt Member Concord Coach Lines Bill Blankenship Member Greyhound Lines Linda Burtwistle Member Coach USA Michael Colborne Member Pacific Western Dane Cornell Member ABC Companies Tony Fiorini Member Silverado Stages Terry Fischer Member Transportation Charter Services Steve Haddad Member Bieber Transportation Group James Jalbert Member C&J Bus Lines Craig Lentzsch Member John Meier Member Badger Coaches John Miller Member Miller Transportation Inc. Ron Moore Member Burlington Trailways Ian Smart Member Motor Coach Industries Charles Young, Jr. Member Capitol Bus Lines Gene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO Brandon Buchanan Staff ABA Peter Pantuso Staff ABA

The Strategic Safety Committee is the Board Committee charged with the developing, reviewing and directing ABA’s strategic safety goals and initiatives. In meetings, committee members will review all safety related policy issues, the Bus Industry Safety Council (BISC) issues agenda for consistency with committee goals and ABA policy positions, oversee ABA participation in the Motor Coach Standards Review Council, and assess research proposals on strategic safety issues.

92 2018 TECHNOLOGY COMMITTEE

Alex Berardi Chair Adirondack Trailways Ben Blunt Member Concord Coach Lines Kyle DeVivo Member DATTCO John Henry Member Martz Group John Meier Member Badger Coaches Polina Raygorodskaya Member Wanderu Gregory Tedesco Member Academy Bus Eugene Berardi Ex-Officio Adirondack Trailways Don DeVivo Ex-Officio DATTCO

The Technology Committee will be the committee principally charged with monitoring and analyzing technological change and developments that could affect the motorcoach, travel and tourism industry.

93 2018 TIME-PLACE COMMITTEE

Gene Berardi Chair Adirondack Trailways Mike Butts Member Visit Charlotte Michael Colborne Member Pacific Western Transportation Bryan Cole Member Super Holiday Tours Dave Eaton Member Conway Tours/Gray Line of Rhode Island Scott Henry Member Martz Group Craig Lentzsch Member Stephanie Parr-Brooks Member Globus Polina Raygorodskaya Member Wanderu Chris Shepler Member Shepler’s Mackinac Island Ferry Mikie Shepler Member Ride the Ducks of Seattle Don DeVivo Ex-Officio DATTCO Inc. Peter Pantuso Staff ABA Lynn Brewer Staff ABA

The Time and Place Committee is the Board Committee principally charged with reviewing the venues, geographic orientation, and timing of the meetings of the Board of Directors. This includes reviewing the progress, contractor proposals and venue bids for prospective and anticipated Marketplace sites.

94 2017 Fall Board Report Meetings, Education and Member Services Department Submitted by Lynn M. Brewer

2018 TIME & PLACE REPORT BOARD MEETINGS

Spring Board Meeting 2019 May 1 – 2, 2019 Capital Hilton Washington, DC

Fall Board Meeting 2019 Sept. 23 – 24, 2019 The Breakers Resort Palm Beach, FL

Spring Board Meeting 2020 April 27 – 28, 2020 Conrad Hilton Washington, DC

Spring Board Meeting 2021 April 26 – 27, 2021 Conrad Hilton Washington, DC

MARKETPLACE MEETINGS

American Bus Marketplace 2019 Jan. 25 – 29, 2019 Louisville, KY

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

95 ADDITIONAL MEETINGS

Hispanic Motorcoach Council Oct. 3 Laredo, TX

BISC West Meeting October 21 – 23, 2018 Lake Tahoe, NV

Florida Motorcoach Association Nov. 6 Orlando, FL

Entertainer Motorcoach Council Nov. 13 Nashville, TN

BISC/BusMARC Summer Meeting 2019 June 24 – 26, 2019 BWI Airport, MD

ABA Finance Department – Executive Summary

Revenue, excluding investment income, totaled $5,498,000 through 7 months ending July 31, 2018, down $93,000 from $5,591,000 through the same period in 2017. The decline in revenue is a result of a decline in advertising and Marketplace revenue.

Expenses through the 7 months of 2018 were $4,297,000, an increase of $101,000 compared to $4,196,000 in 2017. Because of lower revenue and higher expenses than in the prior year, net income before investment income, or excess of revenues over expenses, through the 7 months of 2018, is $194,000, or 14.0% lower than the same period in 2017.

Current assets at July 31, 2018, consisting of cash, accounts receivable, prepaid expenses and investments total $6,189,000 compared to $6,170,000 last year at this time. In April 2018, prior to the Spring Board Meeting, ABA transferred $100,000 from its operating account to the reserve account at TD Private Client Wealth Group 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.

97 2018 FALL BOARD REPORT MEETINGS, EDUCATION AND MEMBER SERVICES DEPARTMENT Submitted by Lynn M. Brewer

2019 ANNUAL MEETING & MARKETPLACE JAN. 25 – 29, 2019 LOUISVILLE, KY

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.

MARKETPLACE REGISTRATION

MKPL MKPL MKPL MKPL MKPL 2019 2018 2017 2016 2015 BUYERS 473 493 463 471 447 AT BUYERS 232 245 246 272 265 DMO 293 321 326 369 357 LODGING 185 229 256 262 271 ATTRACTIONS 305 389 389 419 373 REC OP/CHARTER 56 69 69 69 61 ASSOCIATES 62 71 70 84 33

TOTAL 1392 1594 1593 1693 1573

ABA Gives Back Charity: The Backside Learning Center at Churchill Downs

Sponsorships: We have created a sponsorship marketing campaign and are being much more aggressive in our sales efforts.

Housing: The Board housing registration will be sent after the Fall Board meeting. Board members will be able to choose the hotel of their choice.

New This Year: Targeted Marketing: • Created a marketing calendar to segment membership categories and targeted specific features of Marketplace through specialized mailed promo pieces, follow-up personal phone calls, and custom follow-up emails for each target. • Specific operators are being targeted with personalized mailings and phone calls. Our goal is to bring them to Marketplace, even if they don’t take Buyer appointments. • Targets are run on a 4 week cycle with multiple touches through multiple media during that time.

ABA Government Affairs and Policy (GAP)

98 EXECUTIVE SUMMARY – August 2018

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, in addition to supporting and participating in a number of industry association meetings, since the last GAP report in the spring of 2018.

In terms of legislative activities, GAP’s advocacy efforts remained focused on the FY 2019 appropriations process, seeking funding for the Intercity Bus Security Grants program, language to stop the Federal Motor Carrier Safety Administration’s lease and interchange (L&I) rule, and language to stop or force the National Park Service to work with the industry on modifications to their final fee increase and commercial use authorization permit proposals. Additionally, GAP continued efforts with its coalition partners to obtain support for an amendment to the Senate Federal Aviation Administration reauthorization bill, in support of addressing ABA’s airport access policy objective. Similarly, GAP remain engaged with its coalition partners to seek support for passage of the Senate AV-START Act, a bill concerning the development of highly autonomous and fully autonomous vehicles (HAVs/AVs) which includes an ABA supported amendment to promote the interests of vehicle fleet owners to retain ownership and control of data generated by HAVs/AVs. Finally, GAP responded immediately in opposition to the introduction of Congressman Shuster’s infrastructure “discussion draft,” which included language to eliminate the partial fuel tax exemption as part of an overall strategy to increase funding the Highway Trust Fund.

In addition to legislative matters, GAP engaged in monitoring regulatory and administrative activities of the Executive Branch. We worked with ABA General Counsel on implementation issues concerning the FAST Act tolling provision; continued monitoring administrative actions related to implementation of the electronic logging device rule, including a new advanced notice of proposed rulemaking initiative on hours of service triggered by the ELD rule; monitored, analyzed and filed or are preparing to file comments on various Information Collection Request notices affecting the L&I rule, medical certifications, and a study on truck and bus maintenance; and tracked updates to FMCSA’s efforts to reform the CSA program. As well, GAP monitored the completion of guidance concerning personal conveyance, advancement of the Transportation Security Administration’s final rule on training, and the announcement of a reduction in future Unified Carrier Registration fees.

Collectively, GAP provided updates and guidance on all of the above legislative and regulatory matters to ABA’s members on a monthly basis through its GAP report. Additionally, GAP attended a number of state and association meetings over the past several months to provide updates as well and continued to support local efforts on various state and local issues.

99 Finally, the BusPAC account currently stands at $228,665, with 2018 year-to-date contributions totaling $55,565. This number is considerably below our stated goal of $100,000. The PAC Administrative Fund currently stands at $3,250, with 2018 year-to-date contributions totaling $4750.

100 ABA Communications & Marketing Board of Directors Report

Melanie Hinton/Fall 2018

Introduction: It has been a busy and successful Spring and Summer for the ABA Communications. In May 2018, we added a marketing function to the department and have hit the ground running. Since May, Communications & Marketing has revamped a number of ABA’s membership collateral, including branding, as well as created campaigns to help better promote ABA events and issues in a more holistic approach.

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 summer 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.

• 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.

Membership: Continue overall membership growth with focus on all segments of the motorcoach, tour and travel industry.

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.

101 • 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.

• 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.

• 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.

• 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 will debut a new, more user-friendly homepage at the end of September.

• After surveying the membership, we discovered the that the most important item affecting all businesses across the board is the driver shortage. Developing a Driver Recruitment Campaign to help promote the industry as a viable career option, through a video and how-to recruit articles in Destinations.

• 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, ABA now has live chat opportunities for members and visitors to buses.org who need help finding information on ABA, Marketplace or need to update their

102 membership information. The live chat feature debuted in early August and we have seen a steady use of the chat box with members.

• ABA’s participation in the FMCSA’s Our Roads, Our Responsibility campaign, as well as our partnership with Truckers Against Trafficking’s 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 a number of partnerships that deal with our industry and is often the only motorcoach association involved.

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 will be featured in monthly videos leading up to Marketplace.

• ABA Communications has created Sponsor Spotlight program to promote Marketplace Sponsors on social media as well as in ABA newsletters.

• ABA Communications & Marketing is working with Meetings and Membership Departments to develop an appealing Marketplace microsite to promote the event to outside our membership industry professionals. This will launch 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.

ABA Foundation: Support the work of the ABA Foundation

Update:

• ABA Communications developed Scholarships in a Box set of printed materials for 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.

103 • We have plans to utilize ABA and ABA Foundation leadership in blog and video posts throughout the year to help raise awareness of the ABA Foundation.

• ABA Communications continues to work with Dunham & Associates to release the quarterly motorcoach sales survey.

Publishing, Communications and Social Media: Communicate the value ABA contributes to the industry and its members.

Update: Media Engagement:

Since January, ABA has sent out 21 press releases regarding Marketplace, happenings within the government affecting the industry, including Congressional tax reform, terrorism and the travel and tourism industry.

Also through a number of partnerships with trade press promoting Marketplace, ABA has been able to place a number of ads and articles in travel and tourism magazines.

Media Statements: ABA Foundation Congratulates Class of 2018 Scholarship Recipients

ABA Foundation Report Says Motorcoach Manufacturing Sales Grow in Second Quarter

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

104 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: Have leveraged Suzanne for 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 appears 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

School Bus Fleet

International Travel Report

Targeted News Service

Travel Wire News

Mass Transit Magazine

Washington Post

Pensacola News Journal

105 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 as we ask members to tell us Why ABA? and other promotions.

We continue to see our social media channels grow:

Facebook: 5,108 in April to 5,223 (as of Aug. 21)

Twitter: 4, 057 in April to 4,150 (as of Aug. 21)

LinkedIn: 3,582 in April to 3,580 (as of Aug. 21)

Instagram: 569 in April to 855 (as of Aug. 21)

To put in context our competitors’ social media numbers are:

United Motorcoach Association Facebook: 2,079 as of Aug. 21 Twitter: 1,313 as of Aug. 21

National Tour Association Facebook: 4,981 as of Aug. 21 Twitter: 10.4k as of Aug. 21

Crisis Communication ABA continues its campaign to educate our bus and tour operator members about ABA’s Crisis Communications member benefit. ABA Communications participated in an Amphibious Vehicle Summit to discuss the issue of crisis communications and what members need to do to prepare for an accident. 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)

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:

106 International Stage Lines (4/2)

Anderson Coach and Travel (Early Travel)

OurBus (8/13)

DC Trails (July)

107 MEMORANDUM

To: ABA Board of Directors From: Suzanne Rohde, ABA Vice President for Government Affairs and Policy Re: Government Affairs and Policy Board Report – Third Quarter Date: August 24, 2018

I. OVERVIEW

Based on the ABA’s Strategic Plan, the Government Affairs & Policy Strategic Objective is: Drive the legislative and regulatory oversight framework at all government levels to eliminate obstacles and promote the success of our industry. The following report provides updates on actions undertaken by the Government Affairs & Policy Division (GAP) since the last Board report dated April 9, 2018, in support of meeting the Government Affairs & Policy Strategic Objective.

II. LEGISLATIVE

A. Legislation The ABA advocacy agenda remained fairly stable these past several months, in terms of issue focus. Updates below focus on the ABA’s central advocacy objectives this year.

1. Intercity Bus Security Grants – The ABA goal for security grant funding for FY 2019 is $7 million. GAP succeeded in securing $2 million in the FY 2018 omnibus act passed in March, and believed ABA was well positioned for FY 2019 appropriations process. Working jointly with our outside consultant, Sean McGlynn from K&L Gates, we built support for the $7 million request. Outreach included numerous meetings with legislative offices of key members on the appropriations committees, and the chairmen and senior staff of both the House and Senate Homeland Security appropriations subcommittees. Additionally, we targeted members whose district included grant recipients and worked with several ABA members to reach out directly to certain legislative member offices. In June, the Senate introduced and markup its bill, providing a consistent level of funding at $2million. Although disappointing, in light of the current climate on immigration policy, the ability to retain some level of funding in the bill was a success. Alternatively, our efforts in the House produced better results. The House introduced its homeland security appropriations bill and marked it up in July, after several postponements. As initially introduced the bill provided $4 million for the IBSGP; however, based on our efforts to cultivate “champions,” several members, with the chairman’s approval, succeeded in amending the bill to raise the IBSGP funding level to ABA’s $7 million requested amount. The House’s action puts ABA in a strong position for the final negotiations of these bills and we continue to advocate for the Senate to accept the House number. Note, though, this appropriations bill is one of the more controversial of the 12 appropriations bills, due to the immigration debate,

108 and there is a good chance it will not be completed by the end of the fiscal year, September 30, 2018.

GAP also sought reauthorization of the IBSGP this year (technically, it expired in 2011). Language to reauthorize the program was included in a TSA bill adopted by the Senate Commerce Committee in 2017 that appeared to be on track to be added to the FAA reauthorization measure expected to pass later this year (see below). Unfortunately, the Senate Homeland Security Committee objected to the language reauthorizing the IBSGP, exposing the jurisdictional ambiguity between the two committees, and reportedly the Commerce Committee is dropping the specific language from the TSA bill. GAP will again seek support for reauthorization next year, along with our funding efforts.

2. Lease & Interchange – Based on ABA’s past and current appropriations efforts, FMCSA continues to state it will initiate a new rulemaking to revise the L&I rule “soon,” but have yet to do so. This year ABA requested both House and Senate transportation appropriations subcommittees to include language in their respective bills to withhold funds to implement the rule, along with bill report language directing the agency to rescind the rule. The House introduced and marked up its bill in May and included bill language to withhold funds, but the report language directed the agency to either replace or rescind the rule rather than simply rescind it. The Senate introduced and marked up its bill in June, and basically included the same language enacted in the 2018 omnibus appropriations act, which directed the agency to modify or remove the rule by December 2018. The House bill did not make it to the floor for a vote before August recess, but the Senate did pass its bill, enabling staff from the House and Senate to informally conference the two bills and work toward an agreed upon measure before the end of the fiscal year. The GAP staff continue to reach out to senior staff in both the House and Senate and advocate for the House language being included in the final bill.

3. FAA Reauthorization – Following the successful negotiation of an amendment to establish a working group and develop a report on surface/airport related issues, for inclusion in the Senate FAA reauthorization bill, the Senate stalled in its effort to move the bill. Because the FAA reauthorization bill includes a section concerning taxes and it is seen as a “must pass” bill, there are attempts from both Republicans and Democrats to add or delete controversial items from the bill, delaying action. Further, although our amendment was negotiated, begrudgingly, with airport interests, the airports continue to oppose the its adoption in a final measure. As well, both the Senate and House bills contain provisions to address the California meal and rest break hours of service statute, which is also problems between the parties to reach agreement in the Senate. Throughout the summer GAP remained in close contact with Senate staff, and in late July we heard the ABA negotiated amendment was dead. However, GAP staff successfully worked with both Senator Thune’s and Senator Nelson’s staff to keep the amendment active, during final negotiations. At this point, it is not clear whether the amendment will make it into final Senate floor consideration or whether staff wait to use the conference between the House and Senate bills as an opportunity to include it. As to the meal and rest break language, current reports indicate Democrats will not accept the provision in the Senate, which puts the issue at risk for conference as well.

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4. National Parks – 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 proposals 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 the strong support from K&L Gates, aggressively lobbied the House and Senate appropriations committees and managed to obtain helpful language in the House FY 2019 interior appropriations bill report (the bill that controls NPS funding). The language, along with numerous calls from key House appropriator offices to NPS, forced the Department of Interior (DOI) to start listening to ABA’s concerns. Once the bill was introduced and marked up, ABA was asked to meet with senior DOI officials and will be providing information to them with the goal of seeking modifications to the proposals. As well, GAP remains in close touch with senior staff in key House appropriator offices, to enable us to keep pressure on DOI/NPS for relief from the burdensome policy changes.

5. Data Access – Last fall, 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 amendment requires the establishment of an advisory group to work through issues concerning ownership and control of data generated by HAVs/AVs. As with other bills, there is an effort now to add the AV-START Act to the Senate FAA reauthorization bill, which is supposed to be a “must pass” bill this Congress (see above). However, there is continued opposition from safety advocates to parts of the bill, and it is unclear whether it will be included in the final FAA package. Vehicle manufacturers, meanwhile, continue to move forward adding modifications to limit third-party access to vehicle data. While legislation is stalled in Congress, the coalition is continuing to seek opportunities to raise awareness of the issue, such as filing a request to the Federal Trade Commission to hold a hearing on vehicle data access as part of a series of hearings it plans to hold in the fall and winter, on “Competition and Consumer Protection in the 21st Century.”

6. Infrastructure – Following the Administration’s failed attempt to elicit Congressional support for its $1.5 trillion infrastructure plan earlier this year, House Transportation and Infrastructure Committee (T&I) Chairman Bill Shuster (PA), who will retire at the end of this Congress, continued to pursue the issue and eventually crafted an infrastructure proposal which he introduced on July 23 as a “discussion draft.” The primary stumbling block for any infrastructure package is and remains funding, and Shuster’s proposal addresses this by expanding the trust fund base through the creation of new taxes, eliminating current exemptions, and increasing the existing tax rates. Over time, the proposal attempts to establish a pathway toward conversion to some form of a vehicle miles traveled model at a later date. For the motorcoach industry, the proposal would result in a “double hit” as it would eliminate the partial diesel fuel tax passenger motor carriers are eligible to claim (about 17¢/gallon) and raise the actual tax rate by 20¢/gallon, resulting in an increase of about 37¢/gallon for motorcoaches.

110

By all accounts, Shuster has no intent of introducing his “discussion draft” as legislation. He claims his purpose is to initiate discussion, as it is unrealistic to believe any major form of infrastructure legislation could pass this year based on the remaining legislative schedule. Further, the proposal does not appear to enjoy much support in Congress beyond Shuster, as Ranking Member Peter DeFazio did not endorse the proposal, nor has any other member. Alternatively, a large part of the highway constituency commended his action for keeping the discussion alive, which is apparently what Shuster aimed to achieve. By introducing the document, Shuster said he is hoping to provide a blueprint for future infrastructure legislation – but for ABA, it is a threat to our industry. Still, by introducing the idea of eliminating the partial fuel tax exemption, the proposal is serious setback for the motorcoach industry.

With release of the proposal, GAP immediately acted. We issued a statement opposing the elimination of the partial fuel tax exemption, met with senior T&I staff to reiterate our opposition to elimination of the exemption, and initiated a survey of the motorcoach industry to gather data in support of advocacy efforts. We met with the chief of staff for Congressman Sam Graves (MO), currently the Chair of the Highways and Transit Subcommittee and possibly the next Chair of the full committee; and with Congresswoman Holmes-Norton’s office, the Ranking member of the Subcommittee, and we continue to conduct further outreach to Congressional offices reiterating our position. We also reached out to the American Public Transit Association, whose full exemption would be eliminated under the proposal, and are recruiting other allies and exploring additional resources, as we execute a strategy to quash the idea of eliminating the partial fuel tax exemption.

III. EXECUTIVE

A. REGULATIONS/GUIDANCE

1. Tolling/HOV: Efforts to seek reimbursement and enforce the FAST Act tolling provision have proven unsuccessful to date. As a test case, a number of ABA members sent “demand letters” to the Massachusetts’s DOT (MDOT) seeking reimbursement. Replies, rejecting the “demand” arrived in mid-August. In brief, MDOT does not believe its facilities are subject to the FAST Act provision and further, stated any toll appeals must occur within 120-days from the toll charge and include specifics on each appealed toll. Based on MDOT’s action, and unresponsive actions in other states to demand letters, ABA began exploring litigation to enforce the law. GAP staff joined ABA General Counsel R. Schweitzer to meet with two law firms regarding potential litigation. As well, based on the MDOT response, GAP and R. Schweitzer plan to meet with the Federal Highway Administration (FHWA) to seek additional clarity on the Agency’s reaction to MDOT’s response.

2. HOS: In last spring of this year the new FMCSA administrator, Ray Martinez, began expressing interest in reviewing the motor carrier hours of service rules, in interviews and public meetings with the trucking industry. On August 21, Administrator Martinez held a call with the motor carrier industry, to announce an advanced notice of proposed rulemaking to

111 gather input in support of modifying the HOS rules. Although the Administrator stated that the ANPRM was focused on property carrier HOS only, in response to ABA’s question, the issues outlined in the ANPRM could apply or affect passenger carrier HOS, as well. In addition to the ANPRM soliciting input through a series of questions, FMCSA will also hold several public listening sessions – primarily targeting the trucking industry – in the coming months. The Administrator noted the Agency is taking this action based on implementation of the electronic logging (ELD) rule and petitions filed by the trucking community. GAP will review the ANPRM and host an open motorcoach industry call to discuss the initiative, with the intent of preparing and filing comments.

3. Lease & Interchange: On April 24, FMCSA published an information collection request (ICR) notice seeking to renew its authority from the Office of Management and Budget (OMB) to collect information in support of enforcing its lease and interchange rules for both the property and passenger carrying industries. Although this action is usually a perfunctory administrative action, it raises concern because the Agency used the 2015 passenger L&I rule as a basis for its request, suggesting the Agency does not plan to amend the rule. GAP, along with a number of ABA members filed comments opposing FMCSA’s request to renew its authority. On August 16, FMCSA published notice it planned to proceed with the ICR request and provided responses to the initial comments. The second notice is very confusing, as it initially appears to focus only on the property carrier L&I rule, but then includes passenger carriers later in the document and dismisses ABA et. al.’s comments as outside the scope of the ICR. The notice concludes by noting the Agency’s efforts to publish an NPRM to revise the passenger L&I rule later this year, along with a notice to extend the enforcement date beyond January 2019. GAP will be preparing comments to again oppose FMCSA’s request for authority and will continue to support industry members who also wish to file. 4. Electronic Logging Devices: The FMCSA continues to review exemption petitions and provide exemptions, particularly when technical issues arise with an ELD system. GAP has provided guidance to ABA members to assist in seeking relief from FMCSA when their ELD system is experiencing technical issues. Also, GAP is working with ABA’s General Counsel to seek an exemption from the ELD rule during periods when an operator is “demo-ing” a new vehicle. Related to the ELD rule, pressure from both the trucking industry and Members of Congress resulting from the implementation of the rule, led FMCSA to initiate an HOS rulemaking to consider providing greater flexibility under the HOS rules as an offset to implementation of the ELD rule (see above). GAP will continue to monitor FMCSA actions on ELD exemptions, violation trends, waivers and vendor malfunctions, and alert the industry as appropriate.

5. CSA: The FMCSA published notice in June withdrawing its previously published changes to the Agency’s Safety Measurement System (SMS), proposed under the prior Administration. This action was taken in response to the issuance of the National Academies of Sciences’s (NAS) study reviewing FMCSA's Compliance, Safety, Accountability (CSA) program and the SMS, as

112 required by the FAST Act. In June, the Agency also sent Congress its corrective action plan in response to the NAS Study and is taking additional steps to meet its statutory obligations regarding the CSA program including efforts to address data quality issues by developing a new model. It will be holding a meeting for additional stakeholder input concerning the NAS recommendations on August 29, and GAP plans to attend.

6. Medical Cards: In late April, FMCSA published an ICR notice seeking authority from OMB to continue collecting certain information from motor carriers and medical examiners related to driver physical qualifications. As part of this notice, the Agency also gave notice that it and the state drivers licensing agencies (SDLAs) are unable to meet the requirements of the Medical Examiner’s Certification Integration rule deadline of June 22, 2018. This rule required FMCSA to transmit medical examination information directly to SDLAs and for SDLA’s to post such information. FMCSA now intends to extend the Integration rule compliance date to June 2021. This means CMV drivers will need to continue providing an SDLA with their Medical Examiner’s Certificate as proof of medical certification and should continue carrying copies of it in the interim.

7. Personal Conveyance: In June, FMCSA published its revised regulatory guidance on the use of CMVs for personal conveyance. It clarifies that CMV operators, with permission of a motor carrier, can use the personal conveyance status when driving for off-duty personal use, even if the vehicle is laden. The Agency accepted ABA’s recommendations, conveyed in GAP’s comments, to explicitly clarify the application of the concept to passenger carrying motor carriers and included examples specific to the motorcoach industry. 8. Truck and Bus Maintenance Requirements: In July, FMCSA published an ICR notice seeking authority from OMB to collect information in support of a study on truck and bus maintenance requirements. The study will focus on vehicle maintenance, to determine the impact of vehicle maintenance requirements and intervals on overall motor carrier safety. The GAP staff were aware of this study, arranging for it to be previewed at several prior meetings of the Bus Maintenance and Repair Council (BusMARC). GAP plans to file comments in support of the ICR.

9. UCR Fees: The Unified Carrier Registration (UCR) Board of Directors recommended fee changes to FMCSA, which must now be adopted through a formal rulemaking. On August 21, FMCSA published an NPRM to adopt the most recent recommendations. Briefly, the proposed fees for 2019 are to be reduced below the 2017 level by about 17.59%, resulting in a reduction of fees in a range of $10-$9,530 per entity depending on the fleet size. For 2020, the proposed fees would be reduced below the 2017 level by 9.5%, resulting in a reduction range in subsequent years of $4 to $ 3,565 per entity. Annual UCR filings typically begin on October 1 of each year for the upcoming year, with enforcement expected to begin January 1. 10. TSA Security Training: By all reports, the Transportation Security Administration (TSA) is set to publish its final rule on Security Training for Surface Transportation Employees, in September 2018. The rule is intended to fulfill the statutory requirement for owners/operators

113 of high-risk transportation operations, including rail, public transit and over-the-road bus operations, to carry out security training programs. As proposed, the rule would not apply to all motorcoach owners/operators but only to those providing fixed-route service to/through/from the highest risk urban areas – TSA’s estimates the mandate covering about 202 companies. GAP did file comments to the NPRM and held open calls to encourage industry participation in the rulemaking process as appropriate.

IV. COUNCILS - STATE & LOCAL ACTIVITIES

A. COUNCILS 1. BISC – The 2018 summer Bus Industry Safety Council (BISC) meeting took place in Linthicum, MD, and involved a number of new initiatives. Participants exceeded 165, which was consistent with the attendance of last year’s summer meeting. The meeting also was fortunate to host two guest speakers, the new FMCSA Administrator, Ray Martinez as the keynoter, and Dr. John Collara from Sara’s Wish Foundation. Prior to the meeting a welcome reception was held and included a site visit to the Museum of Bus Transportation in Hershey, PA. As well, in addition to a variety of topics covered during the meeting, GAP employed a new “real-time” survey tool to gather participant feedback. In preparation for the meeting, ABA also introduced a new online registration feature, and garnered three new sponsors for BISC. Also, in conjunction with BISC, ABA’s new School Bus Council held an educational session on a recent NTSB report, along with a general meeting in an effort to promote the council. In terms of future BISC activities, GAP began soliciting nominations for the new ABA Driver award, sponsored by MCI. The solicitation included a video appeal by ABA President P. Pantuso. GAP also began soliciting nominations for the Norm Littler Safety Award. As well, the BISC meeting agenda is set for the winter 2019 meeting in Louisville, KY. A sponsor recruitment letter has gone out and BISC Executive Committee members are making calls to solicit additional sponsors in advance of the meeting. BISC will also hold elections this fall and has a special election currently open to select its next Vice Chair. Preparations for the next the BISC West meeting, scheduled for October 23, 2018, are also progressing with an agenda developed and coordinated promotional activities underway. The BISC West meeting will again be held jointly with the California Bus Association meeting, in Olympic Valley, CA.

2. BusMARC – The registrations for the 2018 Bus Maintenance and Repair Council (BusMARC) 2018 summer meeting held jointly with BISC in Linthicum remained consistent with last year’s meeting, at 65 participants. The meeting included site visits to Hubers Bus Service and Johnson and Towers in Maryland. In terms of future activities, site visits to Free Enterprise and MCI, are secured for the 2019 Winter meeting in Louisville, KY. As well, GAP will again issue a “Request for Proposals” seeking a new location for holding the Summer 2020 BusMARC meeting. Additionally, in terms of new initiatives, BusMARC will undertake a new initiative to partner with MCI to produce the first American certification program for motorcoach mechanics, and

114 would like to expand the partnership to other manufacturers. Finally, GAP is also exploring platforms to establish new benchmarking comparisons between companies for BusMARC and will have a presentation featuring this topic during the 2019 Winter meeting.

B. STATE/LOCAL ISSUES The GAP team also participated in a number of state and regional association meetings the past several months, including: the Illinois Limousine Association annual conference (Chicago, IL); the New England Bus Association annual meeting (Westbrook, CT); the Pennsylvania Bus Association annual meeting (Williamsburg, VA); the Virginia/South Carolina/North Carolina Associations regional meeting (Greenville, SC); Mid-West Bus and Motorcoach Association (Lake Ozark, MO); National Association Motorcoach Operators (Cape Coral, FL).

In addition to attending these scheduled events, GAP continued to lend support to several ongoing local issues. ABA is pleased that various local groups are now working together toward a resolution on the Chicago Party Bus Ordinance and in June traveled to Chicago a second time to meet with the groups and lend support to the effort. As well, in August GAP joined ABA General Counsel R. Schweitzer for a meeting with the new FMCSA Chief Counsel, Jim Mullen, to discuss local actions and the interest in seeking preemption. At the meeting we provided background to Chief Counsel Mullen on the New York 19A petition previously filed by ABA, as well as the inspection requirements at San Francisco International Airport and the Chicago Party Bus Ordinance. ABA plans to file petitions for preemption of these local actions, with FMCSA as well as continue to pursue an outcome on the 19A petition.

V. MID-TERM ELECTIONS

As you have undoubtedly noticed, the 2019 midterm elections are this fall, scheduled for Tuesday, November 6, 2018. This election will have all 435 seats of the House of Representatives up for election, along with about a third of 100 Senate seats up (i.e. 35 seats). Currently, the Republicans currently control both the House and the Senate, along with the White House. However, as the margin of seats to control either body is narrow, the election “season” started very early (basically at the close of the last election in 2016) and is proving to be very contentious. First, in the House, a party needs 218 of the 435 seats to control, and with the Republicans currently holding 236 seats to the Democrats 193, the Democrats need only pick up 25 seats to gain control. The idea of 25 seats is not a stretch, considering 56 currently Republican-held seats will be open due to death, retirement, resignation or indictment. 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). Currently, Republicans control 51 of the 100 seats, to Democrats 49. Of the 35 Senate seats up for election in November 26 of these seats are

115 currently held by Democrats. So, as the Democrats and not the Republicans will be defending more seats as well as looking to pick up seats to gain 51 seats to control (i.e. 2 seats), and several of these Senators come from states who supported the current President, it is a tougher outcome to achieve. The pending election is clearly impacting legislative efforts and prognosticators are daily changing the odds. Further, the dynamics surrounding the current Administration are also playing a part. The GAP team will be closely monitoring events, as we near the election date and plan to hold pre-election (October) and post-election (November) webinars to educate ABA members on the political landscape and outlook for the 116th Congress next year.

VI. BusPAC

The BusPAC account balance currently stands at $228,665, and this year to date ABA members and staff collectively have contributed $55,565 to the fund. Our 2018 BusPAC fundraising goal is $100,000, and we clearly well below the mark, which is troubling considering it is a pivotal election year. GAP has continued to conduct ongoing outreach to BusPAC’s solicitable class, and with the assistance of BusPAC Committee Chair Peter Picknelly have made explicit appeals to ABA Board members who have yet to contribute in 2018. As well, we updated our mailings to new ABA members, in an effort to educate on the importance of BusPAC participation more forcefully. We continue to seek ways to support a robust fundraising strategy for BusPAC and to expand our solicitable class, and welcome new ideas on how to enhance this strategy. In terms of expenditures, to date, $43,000 of BusPAC funds were used in support of legislative fundraising events. In total, GAP staff attended 30 Congressional events this year, including hosting or sponsoring 10 such events. These events were geared toward educating key members on the importance of the IBSGP program, the NPS fee increase proposals, the L&I issue, the FAA reauthorization measure and the Data Access issue. Also, BusPAC will be sponsoring a campaign event on September 6, for Congressman Kevin Yoder (KS-3), the new chairman of the House Subcommittee on Homeland Security Appropriations. We are also scheduled to attend a number of events in September leading up to the election. In addition to the 30 paid events, GAP also attended several other “meet & greet” Congressional events which did not require the use of BusPAC funds. ABA receives invites to such events based on the Association maintaining a PAC. The ABA PAC Administrative fund account currently stands at $3,250, with a total of $4750 in contributions to date in 2018. GAP hopes to build this account up to help offset the costs of administering a PAC and to assist with educating ABA members about our PAC. One such event took place earlier this year at the spring Board meeting, where we held a reception on Capitol Hill to raise the profile of BusPAC both on the Hill as well as with our ABA membership.

116 ABA Communications & Marketing Board of Directors Report

Melanie Hinton/Fall 2018

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’s continued #WorkingForYou and #ABAEverywhere posts continue to grow and show ABA members that ABA is leading on issue affecting their business.

117 • 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.

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:

• 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.

• Developed phone wallets promoting ABA.

• Revamped and developed collateral to promote ABA programs and benefits.

118 • The Communications & Marketing Team has also developed marketing automation techniques to help foster membership growth and retention.

• 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, ABA now has live chat opportunities for members and visitors to buses.org who need help finding information on ABA, Marketplace or need to update their membership information. The live chat feature debuted in early August and we have seen a steady use of the chat box with members.

119

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 has created Sponsor Spotlight program to promote Marketplace Sponsors on social media as well as in ABA newsletters.

• We will continue using speakers as program ambassadors and ask for them to do videos promoting their education session as well as the event.

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.

120 • 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 for 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.

• We have plans to utilize ABA and ABA Foundation leadership in blog and video posts throughout the year to help raise awareness of the ABA Foundation.

• ABA Communications continues to work with Dunham & Associates to release the quarterly motorcoach sales survey.

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.

121 • 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.

• 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: Since January, ABA has sent out 21 press releases regarding Marketplace, happenings within the government affecting the industry, including Congressional tax reform, terrorism and the travel and tourism industry.

Also through a number of partnerships with trade press promoting Marketplace, ABA has been able to place a number of ads and articles in travel and tourism magazines.

Media Statements:

122 ABA Foundation Congratulates Class of 2018 Scholarship Recipients

ABA Foundation Report Says Motorcoach Manufacturing Sales Grow in Second Quarter

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

Bloomberg Government Travel Weekly

Politico Influence e-Turbo News

Politico Morning Transportation FTN News

Metro Magazine Newsday

123 Leisure Group

East Idaho News

School Bus Fleet

International Travel Report

Targeted News Service

Travel Wire News

Mass Transit Magazine

Washington Post

Pensacola News Journal

124 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 as we ask members to tell us Why ABA? and other promotions.

We continue to see our social media channels grow:

Facebook: 5,108 in April to 5,223 (as of Aug. 21)

Twitter: 4, 057 in April to 4,150 (as of Aug. 21)

LinkedIn: 3,582 in April to 3,580 (as of Aug. 21)

Instagram: 569 in April to 855 (as of Aug. 21)

To put in context our competitors’ social media numbers are:

United Motorcoach Association Facebook: 2,079 as of Aug. 21 Twitter: 1,313 as of Aug. 21

National Tour Association Facebook: 4,981 as of Aug. 21 Twitter: 10.4k as of Aug. 21

QT Transport (3/9)

First Class Tours (3/12)

Storer Transportation (3/26)

Miller Transportation (5/4)

Safety Bus Service (7/16)

125 International Stage Lines (4/2)

Anderson Coach and Travel (Early Travel)

OurBus (8/13)

DC Trails (July)

126 2018 FALL BOARD REPORT MEETINGS, EDUCATION AND MEMBER SERVICES DEPARTMENT Submitted by Lynn M. Brewer

DEPARTMENT OVERVIEW

This department is responsible for all meetings, sponsorships, membership programs and services, data management, and education programs:

• ABA’s Annual Meeting & Marketplace • Management of Strategic Partners and Premium Partners • The Motorcoach Marketer Membership Directory • Management of the Association Database • 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, Education and Member Services Vicki Osman, CTIS, Senior Director of Member Services and Marketing Jana Fields, Senior Director of Sponsorships and Meeting Planning Izza Qureshi, Coordinator, Member Engagement Jake Argarin, Database Management & Member Services Coordinator

127

2019 ANNUAL MEETING & MARKETPLACE JAN. 25 – 29, 2019 LOUISVILLE, KY

2019 Marketplace Advisory Committee Chairman: Kim Grzywacz, CTIS, CIT Signature Transportation Tour Operator Rep: Erin Curry, CTIS, Appian Tours Tour Operator Rep: Kelly Camps, Contiki Operator Rep: Brian Whitaker, Windy City Limo & Bus At Large Rep: Alexia Edge, Ripley Entertainment At Large Rep: Bud Geissler, Travel Insured Attraction Rep: Matt Luckett, Buca di Beppo & Planet Hollywood International Attraction Rep: Gordon Basht, Dover Downs Hotel & Casino Attraction Rep: Greg Dotson, Merlin Entertainment Hotel Rep: Jason Wood, TravelAdvocates Education Chair: Ken Wengerd, Pioneer Trails Orientation Chair: Tillie Youngs, 1,000 Islands International Resource Central Chair: Kristal Painter, Visit French Lick Manufacturer Rep: Brenda Borwege, ABC Companies Manufacturer Rep: Brent Maitland, MCI Manufacturer Rep: Julie Leonard, Prevost Car Associate Rep: Eric Elliott, Distinctive Systems Associate Rep: Kasie Smith, Serendipity Publishing

The Marketplace Advisory Committee and Subcommittees (Orientation, Education and Resource Central) met in Louisville in March to develop their timeline and goals for Marketplace 2019. We also have quarterly MAC conference calls.

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 • 10 Sightseeing Tours on Saturday • 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

Upgrades include color-changing LED walls in a 40,000 square foot ballroom, more natural lighting and more windows in the lobby.

128

MARKETPLACE REGISTRATION

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. Because of this, registration was delayed a month and did not open until the end of May. This is reflected in the lower registration numbers below, although we are making great strides with communications and phone calls and our registration numbers are increasing.

TOTAL 1392 1594 1593 1693 1573

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.

Sponsorships • Many of the 2018 sponsors have renewed their contracts and we are in the process of following up with those who have not returned their contracts. • Previous sponsors who have not returned their contracts have sited budget cuts or waiting on approval. This has occurred with more contracts this year than in the past. • We currently have 7 new sponsors and several who are trying to find money in their budgets. • Currently, we have one luncheon and the closing evening event sold. We are working on sponsors for the operator breakfasts and the luncheon on Sunday and Tuesday.

129 • We are continuing to explore new sponsorship opportunities and creatively adding new sponsorships in all price ranges. • We have created a sponsorship marketing campaign and are being much more aggressive in our sales efforts. • We have created a detailed sponsorship brochure and are contacting new members weekly. • We have developed a marketing campaign calendar and are targeting different membership segments bi-weekly. • We have created a powerpoint and are targeting specific groups of members (regional, state and management groups) on a bi-weekly basis. • The booth on the Networking Floor continues to be the biggest sponsor benefit.

Housing • Housing opened for Marketplace in May. • We are offering eight hotel properties, all within the downtown area of the Kentucky International Convention Center. • The room rates range from $149-$179 for Buyers and $160-$190 for Sellers per night. • Transportation will be provided from all of the hotels, with the exception of the Marriott and the Hyatt. • The Board housing registration will be sent after the Fall Board meeting. Board members will be able to choose the hotel of their choice. The Board meetings will take place at the Kentucky International Convention Center.

New This Year • The Marketplace App will launch in December and will include real-time personal information, including delegate schedules, registration information, etc. • The new registration and passport information from TEAM are non-flash sites, making it easier for the attendee to use on all devices. • Targeted Marketing: • Created a marketing calendar to segment membership categories and targeted specific features of Marketplace through specialized mailed promo pieces, follow- up personal phone calls, and custom follow-up emails for each target. • Specific operators are being targeted with personalized mailings and phone calls. Our goal is to bring them to Marketplace, even if they don’t take Buyer appointments. • Targets are run on a 4 week cycle with multiple touches through multiple media during that time. • 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 creates personalized videos every two weeks that we are using across our social media channels. • Butchertown Market, a very popular local retailer in Louisville, will create a pop-up shop for the Shop Local Louisville component. A percentage of their proceeds will go to the Backside Learning Center.

130 • We are combining the BISC/BusMARC education tracks into our overall education program to attract a great audience. There are 61 breakout sessions in 7 tracks for Marketplace education seminars: • 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 are bringing 18 professional speakers to Marketplace. • Marketplace Orientation: • STAR Delegate outreach has begun and the STAR Page updated in website with additional resources. • Marketplace Resource Central: • The Marketplace Passport opened July 26 for members updating survey fields for research database prep. • Marketplace specific surveys were launched for inclusion in delegate profiles.

MEMBERSHIP DATABASE: Impexium Configuration and Implementation • Successful implementation of new AMS was completed in February 2018. • Purged database of incomplete or invalid records for database integrity. • Built subscription system to enable member control of the type of information they want to receive and to what email/mailing address they want it sent to. • Built reporting requirements in new system. • New Member Search was launched in May with users being able to search organizations, individuals and service stops. • All ABA events except for Marketplace 2019 are available for online registration. • Membership information/fields are stored in Impexium and Marketplace specific fields are stored in TEAM. • User Experience Outreach was launched in May: • Detailed how-to member guide and administrative guides were created for users and available on-line. • Continually contacting members via communications, email and personal mail to encourage them to log in, update their information and utilize the new system. • Memberships: • Bus and Tour Operator 2018-2019 dues were processed through the new system. • The Online Join section was updated. • Motorcoach Marketer • Due to delays in Impexium’s creation of the custom queries and exports, MCM launch was delayed until September. • Ongoing Transition • Continue to work on updating all automatic confirmations for purchases. • Continue to improve the online join feature.

131 • Fully test and deploy all regularly used queries. • Due to the complexities of Marketplace registration, need to wait until Impexium’s next launch to check on future online Marketplace registrations and appointment requests.

CERTIFIED TRAVEL INDUSTRY SPECIALIST PROGRAM • 21 New Enrollees in Program • Required Courses (all three courses) • Customer Service: July 1 – August 31, 2018 • Promoting Your Business: September 1 - October 15, 2018 • Business Grammar and Writing: November 1 - December 15, 2018 • Elective Courses (Pick Two of the Four) • Personal Organization and Effectiveness: May 1 – June 15, 2018 • Ignite Your Effectiveness by Improving Your Sales Skills: May 1 – June 15, 2018 • Effective Advertising: March 15 - April 30, 2018 • Running a Business: Understanding the Numbers Is Step #1: March 15 - April 30, 2018

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 • ABC Companies is the Title Sponsor for BISC and for BusMARC. • Companies can sponsor for the year at a specific level, or sponsor a specific item for one meeting. • We are in the process of renewing contracts for the sponsorships for the Winter 2019 meeting and also for the full year of 2019, which includes the Winter and Summer 2019 meetings. • This past year we had $40,000 in sponsorship fees plus in-kind donations for BISC. We are working on increasing that for this next year.

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

132 • Proofing to members in September • Publication and mailing rescheduled for end of December 2018

133 MEMBER SERVICES

Membership Totals (Count comparison from August 2018 - 2016)

2018 2017 2016 Associate Suppliers 217 194 180 Tour Operator 405 357 322 Bus Operator 726 669 616 Travel Industry 2,107 2,111 1,985 Total Members 3,455 3,331 3,103

Membership

177 new companies have joined ABA since January 1, 2018. (Compared to 132 new members at this time in 2017) • 20 Associates • 30 Tour Operators • 35 Bus Operators • 92 Travel Industry Companies

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

• More than 1,200 direct phone calls and emails were sent to selected member prospects in the 3rd quarter of 2018. • The MEMS staff attended (4) industry tradeshows in the 3rd quarter and have increased our marketing and sales efforts as follow ups to this group. o Discover New England – Cape Cod, MA o IPW (US Travel) – Denver, CO o Spotlight on the Southeast- Birmingham, AL o AL-SCMA-GMOA Regional Meeting – Stone Mountain, GA

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: o SC ,TX, PA, MD, NC, IL, PA, OH, LA. o FL, MI, ME, IN, NY • 2018 IPW (US Travel):

134 o International Inbound Tour Operators o Motorcoach Operator/Attractions/Former members/DMOs/Hotels/Receptive Operators/prospects located in California • Wisconsin: Motorcoach Operators • Buffalo, NY: Hotels/Tour Operators/Motorcoach Operators • Ontario Chinse Inbound Tour Operators • California DOT Motorcoach Operators • Sonoma, CA: Nonmember Motorcoach Operators/DMOs • Peter Pantuso’s Operator Campaign: Program that targets prospective operators in locations where Peter has a planned speaking engagement or is attending a conference: • Pre-conference: An email is sent from Peter to operator prospects in a certain geographical area informing them Peter will be in there area to meet with them. • Post-conference: Roderick follows up with a series of emails/calls and information pertaining to membership, etc. • Social Media - Facebook & Instagram: • We are targeting Facebook & Instagram communities and are aggressively pursuing companies that are not ABA members. • Publications mined for potential members: • Chauffer Driven – Motorcoach Operators/Vendors • Luxury Coach & Transportation (LCT) - Motorcoach Operators/Vendors • Group Tour Magazine – Tour Operators/Hotels/Attractions • BusRide - Motorcoach Operators/Vendors • Fairs & Expos – Festivals and Attractions

Membership promotions included: o A new campaign featuring the “LET’S TALK” tagline. It includes a newly branded email marketing campaign and tradeshow banners targeting specific member segments. The taglines for the banners include: . LET’S TALK ABA . LET’S TALK BUSES . LET’S TALK HOTELS, DESTINATIONS, ATTRACTIONS . LET’S TALK BUS PARTS & EQUIPMENT o We have begun to utilize promo codes as a method to identify the source of new members and potential market trends.

135 American Bus Association Strategic Plan Draft 2018-2020 136

Prepared by Rick Goldstein Kensington Consulting Group, Inc. Mission

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

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

137 members to help improve their success

Situation Strategic Balanced Mission Analysis Objectives Scorecard Strategy Why we Strengths, Specific How we track exist weaknesses, desired progress as we opportunities outcomes Integrated set of choices implement the & threats, vs. designed to meet plan marketplace, objectives shapes the strategic focus Strategic Objectives

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

1. Provide a unified, influential voice with a focus on key issues that impact our members 2. Engage and grow ABA membership Strategic 3. Deliver the leading marketplace for member buying/selling Objectives 4. Support the work of the ABA Foundation 5.

138 Publish information to advance the bus and travel industry 6. Evolve the ABA organization capabilities to meet member needs

Mission & Situation Strategic Balanced Values Analysis Objectives Scorecard Strategy Why we Strengths, Specific How we track exist weaknesses, targets progress as we What we opportunities Integrated set of choices implement the believe, & threats, vs. designed to meet plan how we marketplace, objectives behave shapes the strategic focus Summary of Strategy

Summarize strategic intent

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

139 Marketplace and other opportunities

Mission & Situation Strategic Balanced Values Analysis Objectives Scorecard Strategy Why we Strengths, Specific How we exist weaknesses, targets track What we opportunities Integrated set of progress as believe, & threats, vs. choices designed we how we marketplace, to meet implement behave shapes the objectives the plan strategic focus Government Affairs

1. 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

140 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 Access Government Affairs Strategies  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 141  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. 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

142 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 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)

143  Continually evaluate/seek opportunities to build additional legislative/regulatory resource capability at existing ABA events (e.g. Marketplace, BISC, BusMARC etc.) 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 405

144 Bus Operator 726 Travel 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. Engage and Grow Membership Base

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. 145  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. Engage and Grow Membership Base Strategies  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

146 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 Engage and Grow Membership Base

Geographic 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 147  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 Engage and Grow Membership Base

 Recruiting, cont.

 Hire/allocate a dedicated sales person to do membership recruiting Staff 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.)

148  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/incentives Staff 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 ABA Engage and Grow Membership Base

 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 149  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 problems Engage and Grow Membership Base

 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 150 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 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

Strategi151 es 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. 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 152 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 Engagement Create 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 ABA’s Annual Meeting & Marketplace Strategies, 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 153 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 ABA’s Annual Meeting & Marketplace

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 154  BOGO for bus manufacturers/vendors  Maintaining competitive exhibit space pricing with other shows – pricing remains competitive with other shows, 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 attendance ABA’s Annual Meeting & Marketplace

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 BusWorld in 7 other locations.  Market the show to communicate the benefits to all target audiences Staff Engagement  Utilize social media and communication department 155 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 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 156  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 insustry research.

*This strategic planning process was focused on ABA. The ABAF will conduct its own strategic planning exercise at a future date. 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

157 student recipients – The 2018-2019 scholarship participation was one of the highest to date. Reach out to previous 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). 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

158 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 Publishing, Communications and Social Media

Strategies  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 159  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 issues Publishing, Communications and Social Media

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 160 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 Publishing, Communications and Social Media

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 161  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. Publishing, Communications and Social Media

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

162  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 Publishing, Communications and Social Media

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

163  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 Publishing, Communications and Social Media

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 164  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 Organizational Capabilities 165

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