TSAE June 2024-2025 Board Book

2024

Board of Directors

Summer Meeting

June 18, 2024

Last

TSAE Summer Board Retreat & June Board Meeting

TSAE Board of Directors Room Reservations

Horseshoe Bay Resort

200 Hi Circle North, Horseshoe Bay, TX 78657 (877) 611-0112

Brady Linda 6/17/2024 6/18/2024

Brown Amy 6/17/2024 6/18/2024

RHSB63AF6

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Davis Angela 6/16/2024 6/18/2024 RHSB63AF2

George Kelly 6/17/2024 6/19/2024 RHSB63AF4

Johanns Kate 6/17/2024 6/18/2024 RHSB63AF3

Jost Lindsey 6/17/2024 6/18/2024 RHSB63B15

Lira Toni 6/17/2024 6/18/2024 RHSB63B19

Meyners Ginger 6/17/2024 6/18/2024 RHSB63B11

Mitchell Trevor 6/16/2024 6/18/2024 RHSB63B21

Orwig Tyler 6/16/2024 6/18/2024 RHSB63AF8

Packard-Milam Michelle 6/17/2024 6/18/2024 RHSB63B1F

Pillman Mollie 6/17/2024 6/18/2024 RHSB63AF7

Ray Jodi Ann 6/17/2024 6/18/2024 RHSB63B1E

Robinson Shirley 6/17/2024 6/18/2024 RHSB63B18

Roden Alysia 6/17/2024 6/18/2024

Salas Andres 6/17/2024 6/18/2024

Spears Kanice 6/17/2024 6/18/2024

Terry Gloria 6/17/2024 6/18/2024

Turner Lauren 6/17/2024 6/18/2024

RHSB63B17

RHSB63AF1

RHSB63B13

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Van Eeden Hill Paulina 6/17/2024 6/18/2024 RHSB63AE0

If TSAE made your hotel reservation, and you have a change please inform TSAE staff as the hotel will not accept changes to the Master Rooming List from

Monday, June 17

BOARD ITINERARY

Location

10:00 AM - 12:00 PM TSAE Board Orientation - New & Returning Board Members Post Oak Room

12:00 - 1:00 PM Lunch Provided for All - New, Returning, Outgoing

1:00 - 5:00 PM Strategy Discussions - New, Returning, Outgoing

5:00 - 6:00 PM Come & Go Reception with Horseshoe Bay Resort

6:00 - 7:30 PM Paint & Sip (Indoors) Hosted by Horseshoe Bay Resort

7:30 - 9:30 PM Board Dinner sponsored by Visit El Paso

Tuesday, June 18 Event

7:30 - 8:30 AM Breakfast Served

8:30 AM - 12:00 PM Strategy Discussions Cont. - New, Returning, Outgoing

12:00 - 1:00 PM Lunch Provided for All - New, Returning, Outgoing

1:00 PM Outgoing Board Departs

1:00 - 3:30 PM 2024-2025 TSAE Summer Board of Directors Meeting

Post Oak Room

Travertine Room

Palm Patio

Post Oak Room

Yacht Club Captain's Table

Location

Travertine Room

Travertine Room

Travertine Room

Post Oak Room

2024-2025 Returning Board Members

Paulina van Eeden Hill, CAE Chair VP of Partner Services SAM Austin, TX

Linda Brady, CAE Executive Director TDA Austin, TX

Shirley Robinson, CAE Executive Director TLA Austin, TX

Aaron Hernandez, CAE Education & Events Director

Gloria Terry Chair-Elect CEO TCFV Austin, TX

Amy Brown Senior VP Convention Sales & Services Visit Fort Worth Fort Worth, TX

Alysia Roden, CMP, CTA, CEM VP of Sales Visit Austin Austin, TX

TSAE Staff

Katy Markert Marketing & Communications Director

Trevor Mitchell MBA, FASAE, CAE, CDP Immediate Past Chair Executive Director/CEO American Mensa Hurst, TX

Lindsey Jost, CAE Associate Director CTAT Austin, TX

Kanice Spears, CMP Membership & Fund Development Director, TTLA Austin, TX

Ronika Nash,CEM Strategic Partnerships Director

Steven Stout, FASAE, CAE Ex-officio Executive Director TSAE Austin, TX

Ginger Meyners, CAE Associate Director TCASE Austin, TX

Lauren Turner, CAE, CMP Account Director SAM Houston, TX

Brandon Owens Membership & Engagement Director

Mollie Pillman, MS, MBA, CAE SVP Member Engagement ACEP Irving, TX

Tyler ORmig VP, Association & Tradeshow Sales Visit San Antonio San Antonio, TX

Jodi Ann Ray, CAE, CCE, IOM President & CEO Texas Society of CPAs Dallas, TX

Toni Lira Director of Sales, TSAG Hilton Worldwide Sales Meadowlakes, TX

Incoming Board Members

Kelly George, CAE Director of Membership, Marketing & Communications WMS

Austin, TX

Andres Salas Account Director FILO Austin, TX

Kate Johanns, CAE Marketing & Communications Director ATPE Austin, TX

Angela Davis, MBA, CAE CEO SPR Rosenberg, TX

Outgoing Board Members

Dottie Bossley, CDME, CTA Regional Sales Director Visit Galveston Austin, TX

Michele Packard-Milam, CAE Dallas, TX

Tracy Ginsburg, Ed.D., CAE Executive Director TASBO Austin, TX

Kent Prickett, MBA, CAE Account Manager Parthenon Management Group Austin, TX

MISSION VISION

Providing association professionals a community for collaboration, learning and leadership growth.

TSAE is a thriving, diverse community of professionals; perpetually leading, shaping and advancing the association industry in Texas.

CORE VALUES CORE VALUES

SERVANT HEARTED

We are a people-first organization. At our core, we are here to be of service to our association professionals and partners who organize people to accomplish a purpose.

CONNECTED

We exist to create connections and foster a diverse network of professionals in and beyond Texas that benefit our members and the society they serve.

KNOWLEDGE-DRIVEN

We are a trusted partner for continuous learning and professional development. We have a commitment to modeling best practices for association management and advancing the profession.

INNOVATIVE

We are committed to trying new things. We constantly scan the horizon to stay ahead of trends not only to advance our own organization, but also to help our members advance theirs.

TRUSTWORTHY

We approach our work with integrity knowing our members trust us to provide credible and reliable counsel. They look to us to help them grow their own careers and advance the associations they serve.

DIVERSITY + INCLUSION POSITION STATEMENT

TSAE aims to be a resource and model for members and organizations on effective practices that drive successful Diversity, Equity and Inclusion initiatives. TSAE believes in fostering a culture amongst our members that is diverse, inclusive and equitable to all. Through diverse perspectives, an inclusive culture and equal opportunities, we are Better Together! 5

CONSENT AGENDA

TSAE Board of Directors Meeting AGENDA

June 18, 2024

Horseshoe Bay Resort, Horseshoe Bay, TX

1:00 – 3:30 p.m.

Our Mission:

To provide association professionals with a community for collaboration, learning, and leadership growth

I. Call to Order – 1:00 – 1:20 pm

A. Welcome Comments – Successes/Celebrations – Paulina van Eeden Hill, CAE, Chair

B. Roll Call/Retreat Reflection – Trevor Mitchell, MBA, FASAE, CAE, CDP, Immediate Past Chair

II. Consent Agenda – 1:20 – 1:30 pm

This section includes items that require Board approval/acceptance, unlikely to require discussion.

A. Board Agenda – June 18, 2024

B. Board Meeting Minutes

1. March 6, 2024

C. Staff Department Reports (written reports submitted)

III. Association Business & Updates – 1:30 – 2:30 pm

A. Finance

1. Financial Training Overview– Brad Junnila, VeracityPros (20 min)

2. Receipt of Financials Through 4/30/2024 – ACTION REQUIRED (5 min)

3. Investment Training Overview – Scott Neuendorf, LKCM (15 min)

4. Investment Policy Draft Review (10 min)

B Executive Director Update – Steven J. Stout, FASAE, CAE, Executive Director (10 mi)

IV. Discussion/Action Items – 2:30 – 3:10 pm

Items in this section are for discussion and may require Board action.

A. Governance Review Task Force Work – ACTION REQUIRED

1. Board Agreement 2024-2025

2. Board/Executive Committee Job Descriptions

3. TSAE Bylaws Amendment

B. Approval of Strategic Leads (New Officers) - ACTION REQUIRED

V. Executive Session – 3:15 – 3:30pm

A. HSAE Update – Steven J. Stout, FASAE, CAE, Executive Director

B. Executive Director Contract Renewal Update – Trevor Mitchell, MBA, FASAE, CAE, CDP, Immediate Past Chair

VI. Adjourn – Paulina van Eeden Hill, CAE, Chair

Our Vision:

TSAE is a thriving, diverse community of professionals, perpetually leading, shaping, and advancing the association industry in Texas.

Board of Directors

Meeting Minutes

March 6, 2024

Crescent Hotel

Fort Worth, TX

Texas Society of Association Executives Board of Directors Meeting

March 6, 2024

Crescent Hotel

Members Present

Trevor Mitchell, MBA, FASAE, CAE, CDP

Paulina van Eeden Hill, CAE

Jodi Ann Ray, CAE, CCE, IOM

Dottie Bossley, CDME, CTA

Linda Brady, CAE

Amy Brown

Lindsey Jost, CAE

Ginger Meyners, CAE

Michelle Packard-Milam, CAE

Shirley Robinson, CAE

Alysia Roden CMP, CTA, CEM

Steven J. Stout, FASAE, CAE

Board Members Absent: Tracy Ginsburg, Ed.D, CAE, Toni Lira, Kent Prickett, MBA, CAE, Kanice Spears, CMP, Lauren Turner, CAE, CMP

Staff Present: Aaron Hernandez, CAE, Ronika Nash, CEM, Brandon Owens

Guests: Steph Aamodt, Controller, VeracityPros

I. Call to Order:

Chair Trevor Mitchell, MBA, FASAE, CAE, CDP, called the meeting to order at 8:31 a m A quorum was noted as present by Immediate Past Chair Jodi Ann Ray, CAE, CCE, IOM.

II. Consent Agenda

Consent Agenda Items:

• Board Agenda – March 6, 2024

• Board Meeting Minutes

a. December 13, 2023

b. February 1, 2024 – Approval 2022 Audit; Email Ballot

• Education & Events Report

• Marketing & Communications Report

• Membership Report

• Strategic Partnerships Report

Chair Mitchell referred the Board of Directors to all the support materials provided in the Board Book prior to the meeting for in-depth details.

Board of Directors

Meeting Minutes

March 6, 2024

Crescent Hotel

Fort Worth, TX

After no further discussion, a motion was made, seconded, and passed to approve the consent agenda.

III. Association Business and Updates:

A. Staff Report Highlights

TSAE staff highlighted items from their quarterly reports. Some highlights offered: TSAE events in Q1 have seen an uptick in registrations including signature events: Women’s Summit, CEO Forum. Membership retention is at 95% sitting at 985 members. Total sponsorships sold for 2024 are 88% of our budget goal. We have four new event sponsors in 2024. Marketing has been receiving training on Higher Logic to assist in creating email marketing campaigns to assist in creating automated marketing the many TSAE offerings allowing for more staff capacity.

Due to the nature of the report, there was no need for board approval.

B. Finance

1. Introduction of Financial Services Company

Executive Director Steven J. Stout, FASAE, CAE introduced the board to the financial services firm selected to assist with the financial management of TSAE – VeracityPros. TSAE has been assigned two account managers. One to assist with the day-to-day items in an accountant role and another to serve in an advisory capacity in the controller role. Stout reminded the Board of Directors that an RFP process was done in late 2023 immediately following New Ideas. VeracityPros, based out of Minnesota, was selected from the process VeracityPros took over financial services in January 2024. Since then they have been working with staff and the TSAE Finance Committee to ensure a smooth transition process from the old financial management services company to VeracityPros.

Due to the nature of the report, there was no need for board approval.

2. Receipt of Financials Through 1/31/2024 – ACTION REQUIRED

Executive Director Stout introduced Steph Aamodt with VeracityPros who joined the meeting virtually to review the January 2024 financials with the board. Aamodt walked the board through the new financial packet as well as the new financial reports. VeracityPros is creating a monthly budget comparison based on the budget completed in late 2023 as a new component of the financial packet. While those numbers were not available for this report these will be provided going forward. TSAE staff and VeracityPros are still working through the on-boarding phase.

Aamodt reviewed the January financials with the board with total assets sitting at $378,508 resulting in $10,116 more than 2023.

After no further discussion, a motion was made, seconded, and passed to accept the January 2024 Financials as presented Following the approval of financials Aamodt left the meeting.

C. Strategic Projects

Chair Mitchell thanks the strategic leads for providing the information he requested and was working on finalizing the strategic updates.

Due to the nature of the report, there was no need for board approval.

D. Executive Director Report

In 2023, TSAE joined the Consumer Technology Association on a letter to the Federal Trade Commission (FTC)

Board of Directors

Meeting Minutes

March 6, 2024

Crescent Hotel

Fort Worth, TX

urging action on impersonation fraud like the false housing bureaus services that consistently plague groups. The FTC issued a long-awaited rule prohibiting the impersonation of government, business and their officials in interstate commerce. Essentially providing stronger penalties including monetary relief in federal court from scammers that:

- Use government seals or business logos when communicating with consumers by mail or online.

- Spoof government and business emails and web addresses, including spoofing “.gov” email addresses or using lookalike email addresses or websites that rely on misspellings of a company’s name.

- Falsely imply government or business affiliation by using terms that are known to be affiliated with a government agency or business (e.g., stating “I’m calling from the Clerk’s Office” to falsely imply affiliation with a court of law).

Stout informed the board that currently two groups reached out to TSAE securing Stout for speaking opportunities: Texas – New Mexico Hospice & Palliative Care Organization and the National Association of Trial Lawyers Association. Stout is also taking interest from three other groups in the months of April and May.

Stout provided an update on the work of the current DEI Committee for the board outlining their determined goals for the upcoming service year.

Finally, Stout updated the board on the most recent items between the State Societies Alliance and the Certified Association Executive (CAE) Certification Commission. Currently, the CAE Commission is asking all SAEs to upload their individual content for review/approval to maintain their status as a certified provider of CAE education. Although this new process creates a substantial burden on SAE staff, TSAE has filed the appropriate paperwork as well as paid the new filing fee to adhere to the new rules. TSAE has been approved as a CAE registered provider. While the new process continues to evolve TSAE will strive to maintain our status within the program.

Due to the nature of the report, there was no need for board approval.

IV. Discussion/Action Items

A. 2024/2025 TSAE Nominating Committee Candidate Slate

Nominating Committee Chair Jodi Ann Ray, CAE, CCE, IOM, reviewed the proposed slate of new directors and officers for the 2024-2025 year. The Nominating Committee reviewed 42 nominations total made up of association professionals and affiliate members submitted by the membership at large for the six upcoming board vacancies From those nominations, a group of 11 individuals was selected for virtual interviews with the committee.

EXECUTIVE OFFICERS

CHAIR: Paulina van Eeden Hill, CAE; COO; Strategic Association Management

CHAIR-ELECT: Gloria Terry; CEO; Texas Council on Family Violence

IMMEDIATE PAST CHAIR: Trevor Mitchell, MBA, FASAE, CAE, CDP; Executive Director/CEO; American Mensa

Board of Directors

Meeting Minutes

March 6, 2024

Crescent Hotel

Fort Worth, TX

NEW BOARD MEMBERS Terms End 2027

Angela Davis; CEO; Society of Pediatric Radiology

Kelly George, CAE; Director of Membership, Marketing & Communications; Wilderness Medical Society

Kate Johanns, CAE; Marketing & Communications Director; Association of Texas Professional Educators (ATPE)

Tyler Orwig; Vice President of Association & Tradeshow Sales; Visit San Antonio

Mollie Pillman, MS, MBA, CAE; Senior Vice President, Membership Engagement; American College of Emergency Physicians

Andres Salas; Account Director; FILO Productions, LLC

After no further discussion, a motion was made, seconded, and passed to approve the proposed Slate of Executive Officers & Board Members as presented.

Ray then informed the Board of Directors that, per the bylaws, the slate will be distributed to the entire membership allowing members 30 days to submit written nominations. If no names are submitted after 30 days, the candidates are considered duly elected.

Ray also thanked the Nominating Committee for their work executing this very difficult task.

B. Governance Review Task Force Update

Chair-Elect Paulina van Eeden Hill updated the board on the continued work of the Governance Review Task Force with a scheduled meeting later this week The Task Force sent out a survey to current and past board members going back to 2016. The results of that survey have been guiding the work of the task force including a deeper look at the governance structure – especially the make-up of the TSAE Executive Committee. Come June the hope is to have a few items for the board to review and vote on.

Due to the nature of the report, there was no need for board approval.

C. DEI Assessment Review

On behalf of the TSAE DEI Committee Chair Stout referred the board to the DEI Assessment Review within their packet. In 2020 it was established at the Spring Board Meeting the assessment would be presented to the TSAE Board of Directors to inform them on where TSAE falls within the self-guided tool for DEI initiatives in order to keep TSAE focused and aligned in that area.

Due to the nature of the report, there was no need for board approval.

D. Success/Highlights

Chair Mitchell asked the members of the Board of Directors to share successes or highlights from within their own organizations with the board. Several members of the board shared success areas from within their individual associations and from their own personal achievements.

Due to the nature of the report, there was no need for board approval.

A motion was made, seconded, and passed to move into Executive Session. TSAE Staff outside of Stout was asked to leave the room.

Board of Directors

Meeting Minutes

March 6, 2024

Crescent Hotel

Fort Worth, TX

V. Executive Session

A. HSAE Status Updates

Chair Mitchell provided an update to the board on the current and future partnership discussions with HSAE leadership. No action was taken.

B. Distinguished Life Member Nomination

Chair Mitchell moved and it was passed to award Distinguished Life membership to Tracy Tomson, CAE.

Following this discussion Executive Director Stout left the room.

C. Executive Director Contract & Annual Review Process

The Board of Directors held a conversation discussing the upcoming expiration of TSAE Executive Director’s Employment Contract and performance review

After no further discussion, a motion was made, seconded, and passed to end Executive Session.

Following this motion, TSAE staff were invited back into the room.

VI. Adjourn

Chair Mitchell thanked the members of the TSAE Board for attending and thanked those members rolling off for their service since this is the last meeting of the 2023-2024 TSAE Board of Directors. He mentioned the dates for the upcoming Summer Board Retreat, June 17-18 at Horseshoe Bay Resort.

A motion was made, seconded, and carried to adjourn the TSAE Board of Directors Meeting at 12:08 pm.

Paulina van Eeden Hill, CAE

Date Ratified TSAE 2024-2025 Board Chair

EDUCATION AND EVENTS

JUNE 2024

Event Counts:

• CEO Forum-53

• April Learn@Lunch: Harness The Power of Gen Y & Gen Z- 57

• April Corner Office Conversations – 7 (capped at 10)

• Peer Power-Ups: Membership – 10 (capped at 10-15)

• CEO/Volunteer Leader Workshop-23

• May Corner Office Conversations – 7 (capped at 10)

• May Learn@Lunch: AI Tips, Tricks & Discussion Groups - 57

Upcoming Educational Events

• Meeting Planner Lunch: July 10th

• Learn@Lunch: June 24 (Hurst): July 24th

• Accelerate: July 25th

• Fall CAE Study Course: Sept 11th

CEO Volunteer Leader Workshop

“Lowell is great! The spreadsheets are hard and the content snip, convo, stop, content snip was a little hard. I'd rather get a chunk of content and have longer to have a discussion about a few things at a time. Small preference though!”

“Presenter excellent in-depth knowledge of material, answering any questions with great facility being able to elaborate to clarify any details. All material was new to me as I am the new

EDUCATION AND EVENTS

JUNE 2024

president elect of a professional association. I’m looking forward to working closely with our CEO who is a little bit ahead of me familiarity with all the material. Eight hours well spent.”

CEO Forum

“This was my second time at the CEO Forum and I find it to be one of the best programs from TSAE. It is incredibly helpful getting this group together to share ideas.”

“Great collection of ideas and opinions from an array of associations and CEOs.”

“It’s a great idea, and I like that it’s a fairly intimate setting. It’s easier to talk about “heavy” topics.”

Association 101

Our revised Association 101 is an eight-part live webinar series that supports new professionals in the association industry in learning about the operation and functions of an association.

We are in the process of updating session content and offering live webinars which will be converted to online modules and a bundle for professionals new to the association industry.

Sessions include:

Complete

• Legal Considerations

• Strategic Planning

• Government Relations

• Membership Recruitment and Retention

Pending

• Education and Events

EDUCATION AND EVENTS

JUNE 2024

• Association Finance

• Volunteer Involvement

• How Associations Serve Society and Members

Learn@Lunch

April 2024

May Survey Not Available

New Ideas Task Force

The New Ideas Task Force is on the last leg of the educational content planning process. What the task force completed through this process:

• Complete: Identified thorough list of trending topics and current challenges in cumulative list

• Complete: Reviewed 15 possible keynote and provided feedback

• In process: Review 92 submitted proposals submitted by professional speakers, consultants and members.

Almost 150 sessions were submitted overall for New Ideas 2024. Submissions from members are still surpassed by those by consultants and professional speakers.

EDUCATION AND EVENTS

JUNE 2024

Accelerate TSAE

Schedule

Session One

Host Location: TSAE (Austin, TX)

Session Two

Host Location: American Mensa (Hurst, TX)

Engagement Project Deadline

Session Three

Host Location: TXCPA (Houston, TX)

April 11, 2024

July 25, 2024

October 1, 2024

October 17, 2024

EDUCATION AND EVENTS

JUNE 2024

Certified Association Executive (CAE) Crash Course Development

eLearning Docs (vendor) has been working on developing options for the CAE Crash Course and we are finalizing plans on an in-kind agreement for a 3-hour workshop that will be developed at the end of 2024 for use in 2025.

Peer Power-Ups

These are new virtual programs TSAE is offering this year with a similar format to the virtual Corner Office Conversations for the CEO/Executive Directors. Capped at 10-15 attendees to allow for intimate conversations these are based around industry areas as opposed to an open forum. Our first offering was for Membership and filled very quickly with our next offering on June 15 for Marketing & Communications.

Corner Office Conversations

These virtual roundtables that were created during the pandemic to provide a safe space for CEOs/Executive Directors to talk with each other about issues they are facing within their organizations has not stopped in popularity with each one selling out – again these are capped to ten to keep conversation groups small. These fall under our CEO Strategies programming sponsored by Visit Fort Worth. Here is some recent feedback we received from a participant in May’s Corner Office Conversations:

“I don’t know if I’ve mentioned this, but I’m on the Board of the Association Forum here in Chicago, and I think they’ve tried doing these kinds of things (not exactly this, but similar) before and they really didn’t work all that well because they tried to make them a revenue generator by charging the members to participate. The “C-Suite Kitchen Cabinet” is what they called it. Very little traction, but you all making it a membership benefit makes it feels like a real value – probably worth my membership fee by itself if I participate in a few more, frankly.”

Looking from June ‘23 to June ’24, there is a steady and steep incline in LinkedIn impressions from Dec 1-Mar 1 with the new year underway.

As summer approches, it is not uncommon for our audience impressions to drop a bit. Even with this drop, we have increased our total number of followers.

TSAE’s LinkedIn account hit a major milestone of 2000 followers in the first week of May this quarter, quickly making it the largest audience we have on any social media platform.

We will continue to focus efforts and messaging to the platform and will begin paid ad campaigns that will run in Jun-Sept with promotions for the 2024 New Ideas Annual Conference in September.

June 2024

Association Leadership Magazine

May/Jun and Jul/Aug issues of the magazine are completed.

Magazine Advertising Sales

Ad sales are almost $9,000 over last year with our nal two issues of the year still being sold.

Comparison of YOY sales:

Better By Association Podcast: Season 2

Episode Released: Mar 23, 2024

Podbean Downloads: 105

Guest: Dottie Bossley, CDME, CTA Theresa Parsons, CAE, CMP

Episode topic:

Two 20+ year members, one Association Professional and the other an Affiliate member - we discussed their career journeys, professional growth and being long term members.

Episode Released: Apr 18, 2024

Podbean Downloads: 66

Guest: Lowell Aplebaum, EdD, FASAE, CAE, CPF

Episode topic:

Discussion on fostering successful CEO-board dynamic, addresing challenges and approaches to stengthening collaboration.

Episode Released: May 23, 2024

Podbean Downloads: 66

Guest: Kate Johanns, CAE

Episode topic:

Dissecting the essential role of a MarComm Professional in an association. Insights in the future of marketing, tools, navigating challenges and seizing opportunities.

June 2024

Higher Logic Training Continues

Monthly trainings have continued with the Arritt Group, completely restructuring how TSAE emails are being sent. We have begun to utilize “mute” buttons for individual campaigns that allow members to unsubscribe from a particular message series. Previously, when someone decided to “unsubscribe” from an email, it would unsubscribe them from all messaging from TSAE - including event informational emails like a “Know Before You Go”.

Additional features of Higher Logic will now allow us to personalize our monthly newsletters to different members. New members will now see a message at the top of their first newsletter welcoming them and explaining the kind of information they can find in the newsletter. We will also be sending different versions of the newsletter to Association Professionals and Affiliates to ensure they are getting the best information for each membership category.

Web-tracking is now set up between the tsae.org website, Higher Logic, and IMIS, allowing us to see page visits and email enagements. Before now, this information sharing was not happening between our three platforms. As we continue to collect the data, we will be able to create even more personalized experiences for members, prospects and website visitors.

Website Updates

We have updated the Membership tab of the website with a page we have titled “Member Corner” with the intention of givings members a hub-like place to get information and questions answered.

Included on the page is an FAQ button as well as links to TSAE resources, publications and event info.

We see this page as a work-in-progess that will hopefully help members find what they are looking for more efficiently.

For the Programs tab in the main menu, we have reorganized how the programs are listed by breaking them down into four categories: Signature Events, Programs & Education, CEO Strategies and the Event Calendar.

Again, hoping to help the user find the offering they are looking for or help give them a better understanding of what each program is.

Membership Counts for Past 3 Months

Membership Based on Geographic Location

• Austin 644 – 62%

• DFW 199 – 19%

• Houston 70 – 7%

• Other 124 – 12%

Membership Retention

** TSAE membership dues year is May 1 – April 30 for all members **

• Membership Retention measured between 6/1/2022 – 6/1/2023 = 88%

• Membership Retention measured between 9/1/2022 – 9/1/2023 = 96%

• Membership Retention measured between 12/1/2022 – 12/1/2023 = 92%

• Membership Retention measured between 2/1/2023 – 2/1/2024 = 95%

MEMBERSHIP REPORT

June 2024

Membership Updates Since Drops:

• Member drops took place on June 6, 2024. After drops, our membership total was 890 or 15% drop

• Drop counts the past 3 years:

o June 2022 after drops – 750

o June 2023 after drops – 847

o June 2024 after drops - 890

• Before membership drops, member count was up by 202 members since June drops 2023, which is a 24% increase, with the most significant percentage gain in the Association Professional category (17% increase).

• TSAE has 70 members above our highest membership count in 2023 and 56 more than the last board report.

• At our current membership count (890), compared to last year, we have more members than JuneJuly 2023.

• We continue to see former members rejoin in addition to new members Currently, we’re seeing higher growth in the Affiliate tier

• Since the last board report gains are as follows: Association Professionals = 3%, Affiliates = 9%, Associates = 15%.

Retention

• 24/25 membership billing took place on January 8, 2024

• 769, not including complimentary members renewed which is 83% of the membership

• Renewal reminders marketing included in Association Leadership magazine, the monthly newsletter, TSAE website, social media, email, direct mail, SMS, and phone calls.

Consolidated Billing

• The first, second, and third rounds of consolidated invoices were sent from the membership department

• 127 organizations have 2 or more members which represents 543 or 51% of our members.

• Last year, 112 organizations requested consolidated billing This year, 116 organizations asked for consolidated invoices

• 114 organizations paid their dues consolidated

• Out of 543 members in consolidated billing, 505 members renewed for the 24/25 membership year.

MEMBERSHIP REPORT

June 2024

Individual Invoices

• The first round of individual invoices was mailed to 448 members on March 1

• The second notice was sent to 340 members on April 1.

• Third and Final notice to 205 members on May 1.

Complimentary Membership

• Based on partnership agreements, we are finalizing the list of those who receive Complimentary Memberships for the 2024-2025 year

New Members Status

• In 2023, TSAE had 226 new members join the association.

• 64% (146 members) renewed their membership for the 24/25 cycle.

Recruitment

New Nurturing Campaigns

• We are beginning to build out campaigns based on prospect’s interactions with TSAE emails, tsae.org website, and member portal This is due to our investment with our Higher Logic training consultant.

Win Back Campaign

• Target: Recently lapsed members with a paid through of 4/30/24.

• All dropped members entered a rejoin campaign starting June 6-July 6. The specific campaign will attempt to collect data on why the member dropped by using clickable links. A follow-up nurture campaign based on responses that will carry into October.

Referral Program

• The referral program will begin again in 2024.

• NEW: Instead of a monthly gift card winner, we will send a “Stanley” style cup and put fun and engaging items in the cup to give our thanks.

• Top 2 referring members showcased at Celebration Luncheon and Jan/Feb issue of Association Leadership Magazine.

• 34 referrals listed in 2024 thus far

MEMBERSHIP REPORT

June 2024

Engagement

TSAE Socials

• Houston Social at Carcol Cantina sponsored by Visit Corpus Christi, March 27: 36 Registered, 30 attended

• Austin Social at Holey Moley sponsored by Visit South Padre Island, May 2: 75 Registered

• Austin Social at Upstairs Circus sponsored by Visit Galveston, June 27:

• Dallas/Plano Social at Sidecar Social sponsored by Visit Plano, July 24/25:

• Austin Social at Electric Shuffle sponsored by Visit San Antonio, August 15:

• ASAE Social: Hilton Cleveland, August 4

• Austin MEGA Social at Kalahari, October 28:

• Dallas/Frisco Social at Side Car Social sponsored by Visit Frisco, November 7:

Belonging & Breakfast (B&B’s)

• New networking event for TSAE members who joined within the last 5 years

• Part of our new member onboarding, purpose is to build community and camaraderie within the membership

• March B&B (Fort Worth): 11 registered, 6 attended

• May B&B (Austin): 25 registered, 21 attended.

• Next up is our October B&B (Houston)

TSAE’s Better Together Mentor Program

• We closed the program on April 30, 2024 with a luncheon and discussion at TASBO.

• A special thanks to Director Tracy Ginsburg, Ed.D, CAE and her team in helping to make the event a great success by providing the location and the food at no cost to TSAE.

• Close analysis for further observation is included in the board book.

• The next program will begin in August 2024.

Prospects

• Prospects who attend TSAE events are sent a “thank you for attending” email promoting membership and upcoming events.

• Prospects who sign up for our Newsletter, SeminarWeb, and Knowledge Hub are added to the database. Membership reaches out by email and phone calls, promoting the benefits and features of a TSAE membership

• All prospects forwarded by staff continue to be entered into the database

Membership & Engagement Task Force

• The task force had a meeting on 5/6/24.

• This group assisted in calling members who were about to lapse

• The task force landed on two working goals outside of their assigned tasks:

o Explore ways to increase member engagement outside of TSAE events, specifically with the online community.

o Evaluate new member onboarding

MEMBERSHIP REPORT

June 2024

Membership Survey

• As members renew, they are automatically added to the membership survey campaign. We are collecting responses throughout the membership renewal season. Submitted are the results as of 6/3/24 with staff notes from looking at the data.

Membership Renewal Survey Report

Texas Society of Association Executives

Executive Summary

The following report presents a comprehensive analysis of the Membership Renewal Survey conducted among TSAE members. The survey garnered 122 responses from a membership base of over 1040, providing insights into member satisfaction, engagement, and areas for improvement.

Key Findings:

• High Membership Value Perception: 90% of respondents view their TSAE membership as worth every penny or great value.

• Strong Employer Support: 70% of respondents report that their organization pays for both membership and event registration.

• Event Participation: High engagement in TSAE events, especially in-person, with 96% preferring physical gatherings.

• Geographic and Role-Based Engagement Gaps: Predominantly Austin-based responses, with low representation from IT and Government Relations roles.

• Barries to Participation: Time, budget, and location are the main obstacles for attending in-person events.

• Communication and Volunteer Opportunities: Desire for more transparent communication and awareness of volunteer opportunities.

• Reasons to Join or Renew: The top reasons why members join and continue their membership are Networking, Professional Development/Education (CAE Hours), Resources/Information, and Leadership Experience respectfully.

• Hybrid & Regional Events: Many respondents are open to hybrid or virtual events (i.e. Peer Power Ups, Corner Office Conversation, etc.). This could help ease travel burdens or convenience for some members of the community bringing more valuable opportunities to those who have differentiating circumstances for not attending in-person events

The Good, “Bad”, and the “Ugly”

Good:

1. Positive Membership Value Perception:

a. 47% of respondents feel their TSAE membership is worth every penny.

b. 42% think it’s a great value, indicating a high overall satisfaction rate (90%) regarding the value of membership.

2. High Engagement and Interaction:

a. A Significant number of members have attended various events, with 70% attending New Ideas Annual Conference or Women’s Summit, and 62% attending other educational events and networking opportunities.

b. 96% prefer in-person events, highlighting the value of physical engagement and networking.

3. Professional Development Support:

a. 70% of respondents have their professional development funded by their organizations, which highlights the importance of showcasing member benefits to not only the individual, but also the organization’s decision makers.

“Bad”:

1. Challenges to In-Person Events:

a. Time (69%) and budget (51%) are significant barriers to attending inperson events.

b. Organizational support (5%) is also a noted challenge, though to a lesser extent.

2. Limited Use of TSAE Resources for Industry-Specific Questions:

a. With Resources/Information being the 3rd most valuable benefit, only 23% of respondents say they reach out utilizing the online community when asking an industry question. Opportunities may exist for more structured content and keep the online community in-front of the membership.

i. Other specific opportunities for industry questions may need to be explored such as social media (i.e. LinkedIn) with over 2000 followers.

3. Mixed Feedback on Unique Programming and Innovation:

a. While 86% agree TSAE offers unique programming, there’s a notable 9% neutral and 4% disagreeing.

b. Exclusive services that are not available through other organizations or sources scored low with 25% neutral. This could potentially open us to competitors in similar markets.

“Ugly”:

1. Value Perception vs. Price:

a. While 78% agree the value of TSAE is worth more than the price, 16% remain neutral, and 4% disagree, indicating room for improvement in perceived value.

2. Volunteer Awareness:

a. 78% of respondents are aware of volunteer opportunities, suggesting communication gaps. Exploring personal approaches may be appropriate.

3. Not enough data:

a. TSAE membership has traditionally had low engagement with surveys. This year’s membership assessment is no exception. The data collected may not represent the whole of the TSAE community.

Demographic Breakdown

1. Generational Breakdown:

• Baby Boomers (1945-1965):

• Predominately from Austin, some from DFW

• Role: CEO, COO

• Value: Networking, Publications & Resources, and Continuing Education

• Generation X (1981-1980)

• Predominately from Austin, some from Houston.

• Role: CEOs, Sales/Services

• Value: Networking, resources and information highly rated.

• Millennials (1981-1996):

• Predominately in Austin

• Role: Communication/Marketing, Membership

• Value: Networking, professional development, leadership opportunities highly rated.

• Resource utilization: Millennials are more engaged with digital platforms than other generations, such as the online community and Knowledge Hub. However, utilization is still low.

2. Geographic Breakdown:

• Austin Area:

• High participation and satisfaction.

• Value from networking, professional development, and events.

• DFW Area:

• Limited data but reflects overall trends.

• Some concerns about event locations

• Houston Area:

• Value from events and networking

• Some concerns about event locations

3. Role Breakdown:

• CEOs/Executive Directors: High satisfaction with membership value and networking opportunities.

• Communications/Marketing: High value on publications and resources

• Membership: High engagement in events and educational opportunities.

Final Additional Findings

• In-Person Event Preference: Despite challenges, in-person events remain highly preferred for education and networking.

• Google as a Resource: Many respondents prefer using Google for industryspecific questions, indicating a potential gap in TSAE's resource offerings.

Actionable Adjustments

1. Enhance Career Advancement Opportunities: Develop and promote more programs focused on career advancement and leadership skills to address neutral responses in these areas.

2. Increase Online Community Engagement: Promote the benefits and uses of the TSAE online community more effectively to increase its utilization as a key resource.

3. Maintain Diverse Engagement Options: Continue offering a mix of in-person and virtual events to cater to different preferences and circumstances.

Baby Boomers (1945-1965)

Q1 What generation do you identify with?

Answered: 122 Skipped: 0

Generation X (1965-1980)

Millennial (1981-1996)

Generation Z (1996-Beyond)

ANSWER CHOICES

Baby Boomers (1945-1965)

Generation X (1965-1980)

Millennial (1981-1996)

Generation Z (1996-Beyond)

RESPONSES

Q2 What Geographic Area of Texas do you live in?

Answered: 122 Skipped: 0

Area

Area Houston Area

Other Area in Texas

Other Area not in Texas

Austin Area

DFW Area

Houston Area

Other Area in Texas

Other Area not in Texas

Q3 Which selection best describes your current role?

Answered: 122 Skipped: 0

CEO/Executive

Director

Communications/ Marketing

Operations

Education

Meetings/Event

Planning

Finance

General

Administration

Government

Relations/Advoc acy

Information

Technology

Membership

Sales/Services

Strategic Partnership/Spo nsorship

Other (please specify)

Q4 Does your organization fund your professional development?

Answered: 122 Skipped: 0

My organization pays for my...

My organization pays for my...

My organization only pays fo...

My organization does not ass...

Other (please specify)

ANSWER CHOICES

My organization pays for my membership and registration to any events I'd like to attend

My organization pays for my membership and only specific events

My organization only pays for my membership

My organization does not assist with professional development

Other (please specify)

Q5 What statement BEST describes how you feel about your TSAE membership?

Answered: 121 Skipped: 1

My TSAE membership is worth every...

My TSAE membership is a great value

My TSAE membership is an okay value

My TSAE membership has not benefitt...

ANSWER CHOICES

My TSAE membership is worth every penny!

My TSAE membership is a great value

My TSAE membership is an okay value

My TSAE membership has not benefitted me as a professional

Q7 Please tell us where you receive the most value from TSAE by ranking the membership benefits on a scale from 1-5.

Answered: 117 Skipped: 5

Professional Development/Edu cation (CAE...

Resources/Infor mation

Publications/Co mmunications

Career Advancement

Opportunities to gain leadership...

Opportunities to volunteer

Resources/Information

Publications/Communications

Networking

Q8 In what ways have you interacted with TSAE over the past membership year? (May 2023-April 2024)

Answered: 120 Skipped: 2

Attended New Ideas Annual Conference o... Attended all or part of CEO Strategies... Attended other education events,... Attended Learn@Lunch, TSAE Socials... Volunteered on a committee and/or serve...

Volunteered on the TSAE Board

Participated in TSAE's Better Toget... Participated in the Online Community Participated in live or on-demand... Read TSAE's Association Leadership... Encouraged and/or recruited... Listened to at least one episode of t...

Other (please specify)

ANSWER CHOICES

Attended New Ideas Annual Conference or Women's Summit

Attended all or part of CEO Strategies Programming (i.e. CEO Forum, CEO/Volunteer Leader Workshop, CEO Corner Office Conversations)

Attended other education events, workshops, seminars (i.e. AI: Association Innovation Lab, CAE Study Course, Transforming Leaders)

Attended Learn@Lunch, TSAE Socials, and Networking Events (i.e. TSAE Open, Celebration Luncheon)

Volunteered on a committee and/or served as Committee Chair

Volunteered on the TSAE Board

Participated in TSAE's Better Together Mentor Program

Participated in the Online Community

Participated in live or on-demand webinars

Read TSAE's Association Leadership Magazine

Encouraged and/or recruited peers, colleagues or employees to become members of TSAE

Listened to at least one episode of the Better by Association Podcast

Other (please specify)

Total Respondents: 120

Q9 When it comes to education/events, what do you prefer? (Select all that apply)

Answered: 118 Skipped: 4

In person events (conferences...

Live Webinars or Hybrid

On-Demand Education

Casual learninginformal...

ANSWER CHOICES

In person events (conferences, labs, seminars, workshops, luncheons)

Live Webinars or Hybrid

On-Demand Education

Casual learning - informal meet-ups/conversations with peers

Total Respondents: 118

What are your challenges for attending in-person events? (Select all that apply)

Answered: 119 Skipped: 3

Total Respondents: 119

Q11 When you have an industry-specific question, where are you most likely to look for the solution?

Search the TSAE Knowledge Hub

Post a question in the TSAE Online...

Reach out to fellow TSAE members...

Reach out to TSAE Staff

Google on my own

Other (please specify)

ANSWER CHOICES

Search the TSAE Knowledge Hub

Post a question in the TSAE Online Community

Reach out to fellow TSAE members personally

Reach out to TSAE Staff

Google on my own

Other (please specify)

Answered: 121 Skipped: 1 TOTAL

Q12 What are the TOP 3 resources you use MOST to stay informed on TSAE events and updates?

Answered: 120 Skipped: 2

TSAE Leadership Magazine

TSAE E-Newsletter

TSAE Emails

TSAE Social Media Accounts (Facebook,...

TSAE Website

by Association Podcast

TSAE Online Community

Other (please specify)

ANSWER CHOICES

TSAE Leadership Magazine

TSAE E-Newsletter

TSAE Emails

TSAE Social Media Accounts (Facebook, Instagram, LinkedIn)

TSAE Website

Better by Association Podcast

TSAE Online Community

Other (please specify)

Total Respondents: 120

Q13 Please agree or disagree with the following statements regarding TSAE.

Answered: 121 Skipped: 1

TSAE has an inclusive welcoming...

TSAE has helped me establish...

TSAE offers unique programming ...

TSAE has the right balance between...

TSAE provides exclusive services tha...

TSAE operates in a transparent way

TSAE has made me aware of volunteer...

The value of TSAE is worth more than th...

TSAE has an inclusive welcoming culture

TSAE has helped me establish meaninful contacts and new professional friends

TSAE offers unique programming & education that is appropriate for my career level

TSAE has the right balance between Association Professionals and Affiliate (Industry Partner) members

TSAE provides exclusive services that are not available through other organizations or sources

TSAE operates in a transparent way

TSAE has made me aware of volunteer opportunities open to me as a member

The value of TSAE is worth more than the price of membership

Q14 On a scale of 1-10, how likely are you to recommend TSAE to a friend or colleague?

Answered: 121 Skipped: 1

TSAE’s Better Together Mentor Program

Close Report

May 2024

EXECUTIVE SUMMARY

This Program Close Report presents program highlights and results against program goals and other Art of Mentoring benchmarks.

Program duration 8 months

Applications open date June 12, 2023

Applications closed date August 18, 2023

No. of completed applications

Mentee: 14

Mentor: 15

Matches published date September 1, 2023

No. pairs initially matched 14

No. pairs currently matched 14

100% retention of initial pairs matched. Close event date April 30, 2024

Close survey response rate

Mentees: 10 of 14

Mentors: 9 of 14

Report prepared on May 17, 2023 by Storm Vance, Client Success Manager & Program Facilitator

KEY RESULTS METRICS

SUCCESS CRITERIA

Satisfaction with program experience

Progression of Mentee goals

Net Promoter – would recommend to others

ADDITIONAL PROGRAM EVALUATION AGAINST PROGRAM GOALS

Retention and engagement Retention of matched pairs > 85%

Organizational output

Participants report that through participating in the program they feel more supported through TSAE or has generally had a positive impact on their overall opinion of the organization

100% of mentees and 89% of mentors reported their experience having a somewhat or highly positive impact on TSAE

TSAE can also measure longer term effects in the future.

CONCLUSIONS AND RECOMMENDATIONS

Feedback from both mentees and mentors has highlighted several key aspects of the program, revealing its strengths and areas for improvement.

Key Strengths

• Positive Impact on Mentees: Many participants reported significant benefits from their mentoring relationships. Mentors provided valuable advice, support, and a non-biased listening ear, helping mentees navigate daily work challenges and make positive career choices.

• Effective Matching Process: The matching questionnaire was appreciated for pairing mentees with suitable mentors, contributing to successful and beneficial relationships.

• Personal and Professional Growth: Mentees noted improvements in self-confidence, communication skills, and career advancements, attributing these developments to the program's guidance and encouragement.

• Program Appreciation: Participants expressed gratitude for the opportunity, recognizing the program as a valuable member benefit offered by TSAE.

• Mentor Experience: Mentors found the process, platform, and overall experience positive, with some noting it as their best mentoring experience ever due to effective management of expectations and timelines.

Areas for Improvement

• Increased Structure: Several mentees and mentors suggested the need for more structured activities and guidelines. This could include predefined events, workshops, and networking opportunities to enhance engagement and learning.

• Face-to-Face Meetings: The importance of in-person interactions was highlighted, with recommendations for facilitating face-to-face meetings between mentors and mentees, especially for those located in different cities. Informal get-togethers at larger TSAE events were also suggested.

• Program Duration: Extending the program duration was suggested to accommodate busy schedules, allowing participants more time to achieve their goals.

• Structured Check-ins: Implementing mandatory mid-program check-ins to assess progress and ensure ongoing communication was recommended.

• Tailored Mentorship for Leadership Roles: Aligning mentorship more closely with specific leadership roles to ensure relevant and practical guidance was suggested.

Greatest Learnings and Takeaways

• Initiative and Responsibility: Mentees emphasized the importance of taking initiative in driving the mentoring relationship forward.

• Self-Trust and Clarity: The program helped mentees gain trust in their abilities and provided clarity on their career goals and challenges.

• Value of Peer Support: The program highlighted the benefit of having a mentor who understands the specific challenges of working in associations, providing both professional advice and personal support.

• Mentor Growth: Mentors reported learning to be better mentors, keeping an open mind, and the importance of mentoring. They also valued the new relationships formed with their mentees.

Mentor-Specific Feedback

• Program Appreciation: Mentors appreciated the opportunity to participate and found the experience rewarding.

• Fee Suggestion: One mentor suggested charging a small fee for mentors, as they are typically further along in their careers and have more disposable income, demonstrating their commitment to the program.

• Platform and Structure: Mentors found the platform and structured reminders useful in keeping on track with meetings and activities.

Overall, Better Together has been well-received, with participants appreciating the personal and professional growth facilitated by their mentors. By incorporating more structure, enhancing opportunities for face-to-face interactions, extending the program duration, and tailoring mentorship to specific roles, the program can continue to evolve and provide even greater value to its members.

NEXT STEPS

We look forward to discussing this report with you and preparing for the next program in response to this evaluation.

KEY DATA FROM SURVEY RESPONSES

MENTORING SESSIONS

Mentee Responses

Mentor Responses

ACHIEVEMENT OF MENTEES’ GOALS

Mentee Responses

Mentor Responses

PARTNER SUITABILITY AND SATISFACTION

Mentee Responses

Mentor Responses

PROGRAM STRUCTURE, LENGTH & SUPPORT

Mentee Responses

Mentor Responses

THE PROGRAM ELEMENTS

Mentee Responses

Mentor Responses

OVERALL EXPERIENCE

Mentee Responses

Mentor Responses

Mentee Responses

Mentor Responses

WHAT WILL YOU DO NOW?

Mentee Responses

Mentor Responses

Mentee Responses

Mentor Responses BENEFITS

Mentee Responses

Mentor Responses

OUTCOMES OF MENTORING EXPERIENCE

Mentee Responses

Mentor Responses

OPINION OF THE ORGANIZATION

Mentee Responses

Mentor Responses

MENTOR RETENTION FOR FUTURE PROGRAMS

HIGHLIGHTS FROM PROGRAM CLOSE SURVEY

MENTEES

I am so thankful TSAE offered this program as it was something I was actively looking for. Fantastic member benefit.

My mentor had a vast impact on me throughout this year. They served as a listening ear, a mentor, and a friend, which was not something that I knew I needed in the association space. The advice they gave me continually helped me stay afloat within my daily work and make positive choices, even when things felt hard at work. I look forward to staying in touch for a long time with my mentor

Because of Mollie, I have applied to workplace opportunities outside of my current employer as well as a c-suite position within my current employer. Mollie has helped me harness my self confidence, and I feel (though still struggle at times) better equipped to disagree with respect to my supervisor under high pressure situations, using her communication style to justify the counter. None of this happens without the encouragement and guidance of Mollie. I am forever grateful to TSAE and Aaron.

It was great to have two way conversations with someone in a similar position in their career as myself, and go to them for advice, input, and knowledge. I know we will continue our friendship and mentoring relationship after the conclusion of the program, in a more informal way

It was nice to just have a buddy outside my organization who deals with the same sorts of issues

MENTORS

I have mentored for TSAE in the past, less successfully than this time. This experience was the best mentoring experience I have ever had, and I think the management of expectations, timeline and value placed on the work made the difference. I am very glad I decided to participate, and hope to do so again

It was great to begin to connection with a member I wouldn't have gotten to know as well if I hadn't participated. I also love the platform and think it supported the type of program structure needed to make mentoring successful

I learned to keep an open mind and be willing to accept new challenges

The importance of mentoring even if it doesn't make huge, immediate changes, I think it can change the way we think about things and that can make an impact over time

I thought the process, platform, and experience were all really positive for the first time offering the opportunity. Well done!

STRATEGIC PARTNERSHIPS REPORT

Q2 HIGHLIGHTS

Total sponsorship revenue so far is $552,700 which is 101% of our budget goal! TSAE Open went great!

We raised $10,000 more in sponsorship contributions than what was budgeted. Team sponsorships were SOLD OUT, and we had 1 new opportunity (Awards Sponsor). New Ideas sponsorships are trending upward, with over $10,000 over our budget sponsorship revenue goal!

The Experience Trail proves once again to be extremely popular. We have 17 exhibit tables and 8 activations!

Nika was invited to speak on a webinar for Hilton Worldwide (Texas Collection) about TSAE and partnership opportunities. The ailiate survey was sent out to all ailiates.

We had 28 responses.

We gathered great data to help understand our ailiate members and their goals.

ASSOCIATION BUSINESS | UPDATES

Key Balances

Summary of P&L and Budget

Signature Events

Cash

Measures the ability of an organization to meet its short-term obligations. A current ratio greater than 2.0 helps to ensure there are sufficient resources to service any current debt or obligations.

Net margin indicates the ability of an organization to produce a surplus which could be drawn on in future years if needed.

Executive Director Commentary

As a reminder, different in 2024, we are recognizing membership payments as we receive them instead of accruing them like we have done in the past. Currently, we are still deferring event revenue to the actual date of the event.

You can see the very quick snapshot of our Signature Events on the new Dashboard: Women’s Summit (Feb), TSAE Open (April), CEO Strategies - CEO Forum & CEO/Volunteer Leader Workshop Combined (May); New Ideas (September), and Celebration Luncheon (Dec) will live here on the dashboard as we close out events more they will show up here. We will not do these for our smaller events (Learn@Lunch, Socials, Webinars, etc.) and will just continue to have those smaller events included in our general financial statements. With that, you can see Women’s Summit AND TSAE Open did quite well in 2024! This was created from a request from previous finance committees/board members who just wanted a quick snapshot of our major events to be able to easily see how they were performing.

April budget is showing a deficit of $38,503 and YTD $43,385. We did want to clarify that these budget deficits are temporary and a result of the timing of Signature Events. The budget will still reflect a surplus of $34,215 at year end. We have also added some standard financial ratios with explanations of each for reference as well. TSAE continues on a pace of financial growth for the beginning of Q2 of 2024.

Food & Beverage variance increases due to adding a new event in 2024 with the addition of our Artificial Intelligence Lab in January 2024 then there are several deposits in that number for future events such as TSAE Socials scheduled for May, July, and November 2024. In 2023 we did not have our TSAE Social venues booked this far out.

Texas Society of Association Executives Balance Sheet Comparison

As of April 30, 2024

Texas Society of Association Executives Statement of Cash Flows

January - April, 2024

TEXAS SOCEITY OF ASSOCIATION EXECUTIVES

BOARD‐DESIGNATED OPERATING RESERVE INVESTMENT POLICY STATEMENT

1. Purpose of the Investment Policy Statement (“IPS”)

The Texas Society of Association Executives (TSAE) Board of Directors designated an Operating Reserve by resolution at its Month Day, Year board meeting. This policy is intended to establish guidelines for the investment, management, payout, and administration of funds and property invested for the operating reserve assets registered under the name "Texas Society of Association Executives" (TSAE) as well as assets held under this name in trust for others.

TSAE's mission is to enhance the professionalism and effectiveness of association executives and the organizations they serve. Since its formation, TSAE has fulfilled its mission through dedicated support, educational programs, and advocacy efforts aimed at empowering association professionals to excel in their roles and contribute to the success of their organizations. TSAE remains committed to upholding the highest standards and advancing the field of association management.

This statement is set forth to ensure that:

1. there is a clear understanding on the part of the Finance Committee (“Committee”) and the Board of Directors (“Board”) of the policies and objectives employed in the management of TSAE's assets; and

2. The Committee and the Board will have a basis for understanding the investment process and the evaluation of investment performance.

It is the intent of this statement to establish a philosophy to guide the investment manager (“Manager”) toward the desired performance. Objectives are meant to be sufficiently specific to be meaningful, yet sufficiently flexible to be practical.

2. Investment Objective

The primary investment objectives for TSAE's operating reserve are capital preservation, ensuring the safety of the principal; liquidity, maintaining sufficient liquidity to meet operational needs; and income, generating a reasonable return consistent with preserving principal and maintaining liquidity.

The assets will generate current income from a diversified fixed‐income portfolio with special attention toward quality and the ability to maintain liquidity. This will be accomplished by investing in short‐term, fixed‐income securities, cash, and cash‐equivalents. The following restrictions will be followed:

1. With respect to 60% of the total funds available for investment, the maximum maturity of any security shall not exceed one (1) year and the average maturity of this portion of the fixed income portfolio shall not exceed six (6) months; and

2. With respect to the remaining 40% of the total funds available for investment, the maximum maturity shall not exceed five (5) years and the average maturity of this portion of the fixed income portfolio shall not exceed two and one‐half (2.5) years.

Asset mix is the primary determinant of portfolio performance. In establishing asset mix, recognition of the role of various classes of investments will be considered. These include:

1. The principal purpose of fixed income investments is to provide a dependable and predictable source of income.

2. Cash equivalent and short‐term investments provide current income, but their principal purpose is to store purchasing power and to fund operations. Percentage

of Fund at Market Values

3. Role of the Board, Finance Committee, Staff, and Advisors

The responsibility for the Investment Policy rests with the Board. The Board has the primary fiduciary responsibility for investing the assets of TSAE’s Operating Reserve.

The Board believes that this responsibility is best discharged by delegating certain authority to the Finance Committee (hereinafter referred to as the “Committee”) and possibly an investment management firm selected to oversee TSAE’s assets. However, the Board understands that specific circumstances may warrant the use of volunteers, Committees, and/or staff to act as Manager.

The Committee is responsible for overseeing the management of TSAE’s assets. The Committee establishes the investment objectives and policies, obtains expert advice and assistance, and oversees the selection of a qualified and competent individual or individuals (“Manager”) under the approval of the Board to manage these assets. The individual(s) or firm selected to manage the assets covered by this IPS shall conform to the guidelines as described by this IPS.

The Committee, with the assistance of the TSAE Staff, also monitors the actions of the Manager to ensure compliance with TSAE’s IPS. Staff exercises the same fiduciary responsibility as the Board and the Manager. Staff monitors the management of the portfolio according to the Board’s policies, advises and informs the Committee about the investment management and recommends modifications to the IPS with the assistance of the Manager and Committee.

The Board of Directors shall review the investment policy annually, and the Finance Committee shall conduct a review of investment assets no less than quarterly to verify their existence and marketability. Staff will reconcile custodial statements monthly. Any investment not expressly

permitted under this policy must be formally reviewed and approved by the Board of Directors, and the investment program shall comply with all applicable laws and regulations.

Subject always to this IPS, the Board grants full discretion of investments to the Manager within the stated asset mix ranges and investment restrictions, the selecti on of securities, and the timing of transactions so long as no transaction would jeopardize the tax‐exempt status of the portfolio.

4. Custodial Relationship

The Board has the responsibility for selecting a custodian to safeguard TSAE’s portfolio’s assets. The role of the custodian is to:

1. hold in safekeeping assets/securities such as stocks, bonds, and currency (cash);

2. arrange settlement of any purchases and sales and deliveries in/out of such securities;

3. collect information on and income from such assets (dividends in the case of stock/equities and coupons (interest payments) in the case of bonds) and administer related tax withholding documents;

4. administer voluntary and involuntary corporate actions on securities held such as stock dividends, stock splits, business combinations (mergers), tender offers, bond calls, etc.;

5. provide information on the securities and their issuers such as annual general meetings and related proxies;

6. maintain currency/cash bank accounts, effect deposits and withdrawals and manage other cash transactions; and

7. perform additional services for clients; examples include fund accounting, administration, legal, compliance and tax support services.

The Committee will annually review the service and performance of the custodian and document the review findings, recommendations, and changes in the Committee meeting minutes.

5. Standard of Care

The Portfolio shall be invested in accordance with the Uniform Prudent Management of Institutional Funds Act (UPMIFA) as enacted by the State of Texas September 1, 2007. Under UPMIFA a trustee shall invest and manage trust assets as a prudent investor would, by considering the purposes, terms, distribution requirements, and other circumstances of the trust. In satisfying this standard, the trustee shall exercise reasonable care, skill, and caution. A trustee's investment and management decisions with respect to individual assets must be evaluated not in isolation but in the context of the trust portfolio as a whole and as a pa rt of an overall investment strategy having risk and return objectives reasonably suited to the trust. Among circumstances that a trustee shall consider in investing and managing trust assets are such of the following as are relevant to the trust or its beneficiaries:

1. general economic conditions;

2. the possible effect of inflation or deflation;

3. the expected tax consequences of investment decisions or strategies;

4. the role that each investment or course of action plays within the overall portfolio;

5. the expected total return from income and the appreciation of capital;

6. other resources of the organization;

7. needs for liquidity, regularity of income, and preservation or appreciation of capital; and

8. an asset's special relationship or special value, if any, to the purposes of the organization;

A trustee shall make a reasonable effort to verify facts relevant to the investment and management of trust assets. A trustee who has special skills or expertise, or is named trustee in reliance upon the trustee's representation that the trustee has special skills or expertise, has a duty to use those special skills or expertise.

6. Investment Guidelines

1. All investments must be U.S. dollar denominated.

2. Eligible investments include U.S. Government Obligations, which are debt instruments issued by the U.S. Government, such as Treasury Bills, Notes, and Bonds, as well as Savings Bonds. These investments are backed by the full faith and credit of the United States Government.

3. Commercial paper must be rated in the two highest quality classes by Moody’s Investor’s Service, Inc. (P1) or Standard & Poor’s Corporation (A1).

4. Negotiable certificates of deposit shall be limited to the FDIC insured amount.

5. Money market funds are approved for investment.

6. Eligible investments also include the obligations issued by Government Sponsored Enterprises (GSE) and Federally Related Institutions (FRI).

Approved GSE

 Federal Farm Credit System

 Federal Home Loan Bank (FHL Bank)

 Federal Home Loan Mortgage Corporation (FHLMC) (Freddie Mac)

 Federal National Mortgage Association (FNMA) (Fannie Mae)

 Federal Agricultural Mortgage Corporation

Approved FRIs

 Farmers Housing Administration (FmHA)

 Government National Mortgage Associations (GNMA)

 Small Business Administration (SBA)

 Tennessee Valley Authority (TVA)

7. Transactions utilizing margin or leverage are prohibited.

8. Transactions resulting in short sales are prohibited.

9. Transactions in reverse repurchase agreements are prohibited.

10. Transactions in financial futures and options are prohibited.

7. Performance and Review

Investment performance will be measured on a net of fees basis during quarterly evaluations. Finance Committee will review the past, present, and prospective economic climate in relation to investment strategy, understand the investment strategy used to fulfill the stated objectives, and review trends in performance levels in relation to stated objectives.

8. Governance

The policy specifies who has authority and includes procedures for review under exceptional circumstances. Final approval of the IPS rests with the Board of Directors, based on recommendations from the Committee. The IPS will be evaluated on a regular basis to ensure compliance with its terms over time, with provisions for regular reviews and updates.

9. Compensation Disclosure

At least annually, all external professional investment advisors must disclose all fees and income received both directly and indirectly relating to the management of TSAE’s assets. These fees should include, but are not limited to asset‐based fees, commissions, rebates, and sub‐advisement arrangements.

10. Fiduciary Standard

All investment Managers, advisors, subadvisors, consultants, or other parties working on behalf of TSAE must always act in a fiduciary capacity. All actions and decisions made by the fiduciaries of TSAE’s investment portfolio must be based solely in the best interest of TSAE. All fiduciaries must provide timely, full, and fair disclosure of all material facts regarding any potential conflicts of interest.

Name, TSAE Board Chair

Date:

DISCUSSION ACTION ITEMS

TSAE Board Member Agreement

BOARD MEMBER NAME:

The Texas Society of Association Executives (TSAE) is a professional society governed by the Board of Directors.

This Board Agreement embodies guidelines and practices to be followed by all members of the TSAE Board. This Board Agreement reflects the values to which TSAE is committed on behalf of its members and profession. The intent of this Board Agreement is that each member will serve with integrity and conduct TSAE’s business with the best interests of TSAE and its members in mind. It is expected that all board members will follow the principles and guidelines set forth in this Board Agreement.

Vision

TSAE is a thriving, diverse community of professionals; perpetually leading, shaping and advancing the association industry in Texas.

Mission

Providing association professionals a community for collaboration, learning and leadership growth.

Core Values

Servant Hearted: We are a people-first organization. At our core, we are here to be of service to our association professionals and partners who organize people to accomplish a purpose.

Connected: We exist to create connections and foster a diverse network of professionals in and beyond Texas that benefit our members and the society they serve.

Knowledge-Driven: We are a trusted partner for continuous learning and professional development. We have a commitment to modeling best practices for association management and advancing the profession.

Innovative: We are committed to trying new things. We constantly scan the horizon to stay ahead of trends not only to advance our own organization, but also to help our members advance theirs.

Trustworthy: We approach our work with integrity knowing our members trust us to provide credible and reliable counsel. They look to us to help them grow their own careers and advance the associations they serve.

Diversity & Inclusion Position Statement

TSAE aims to be a resource and model for members and organizations on effective practices that drive successful Diversity, Equity, and Inclusion initiatives. TSAE believes in fostering a culture amongst our members that is diverse, inclusive, and equitable to all. Through diverse perspectives, an inclusive culture, and equal opportunities, we are Better Together!

Board Role

I have read and understand the Leadership Job Description provided. I pledge to:

1. To come prepared to discuss the issues and business to be addressed at scheduled meetings, having read the agenda and all background material.

2. To work with and respect the opinions of my peers who serve this board, and to leave my personal prejudices out of all board discussions.

3. To always act for the good of the organization and represent the interests of all people served by this nonprofit.

4. To represent this organization in a positive and supportive manner at all times.

5. To observe the parliamentary procedures and display courteous conduct in all board, committee, and task force meetings.

6. To refrain from intruding on administrative issues that are the responsibility of management, except to monitor the results.

7. To support in a positive manner all actions taken by the board of directors, even when I am in a minority position on such actions.

8. To never exercise my authority as a board member except when acting in a meeting with the full board, or as I am delegated by the board.

Fiduciary Responsibilities

The primary fiduciary duty of each board member is to act and exercise judgment in a prudent manner solely in the best interests of TSAE and its members. These primary legal include duty of care, duty of obedience, and duty of loyalty.

Duty of Care: Exercise ordinary and reasonable care, ensure prudent use of resources, exhibit honesty and good faith, including good judgment in making decisions, due diligence in preparation, attendance, participation and support, and fiscal responsibility.

Duty of Loyalty: Make decisions that are in the best interest of the TSAE over self, an individual board member, or any other individual or for-profit entity; recognize conflicts of interest; regularly assess Board performance; honor confidentiality; provide undivided allegiance to nonprofit’s mission.

Duty of Obedience: Ensure that TSAE is in compliance with applicable laws, regulations and ethical standards; complies with its own bylaws and policies and updates/creates policies; and that TSAE adheres to its stated mission and goals

Duty of Foresight: Support the future of TSAE through intentional learning, shortterm sacrifice, and long-term action; this process involves imagining a range of futures, including unfavorable, favorable, and worst-case scenarios.

Conflicts of Interest (See TSAE Conflict of Interest Policy)

A conflict of interest occurs when an individual’s personal interests conflict with their responsibility to act in the best interests of TSAE. Personal interests include direct interests as well as those of family, friends, or other organizations an individual may be involved with or have an interest in. It also includes a conflict between a Board member’s duty to TSAE and another duty that the Board member has to another organization. A conflict of interest may be actual, potential or perceived and may be financial or non-financial.

It is the policy of TSAE and a responsibility of the Board, that ethical, legal, financial or other conflicts of interest are avoided and that any such conflicts (where they do arise) do not conflict with the obligations to the organization. TSAE will manage conflicts of interest by requiring Board Members and employees to avoid conflicts of interest where possible, and properly identify and disclose any conflicts of interest. A provided in TSAE Policies, members of the TSAE Board are required to disclose potential conflicts of interest or situations that might appear to be conflicts of interest relative to their service as an Association Officer or leader annually.

I have been made aware of and fully understand that any u disclosure of information on my part could result in an adverse impact on the organization, which is contrary to the principles of board membership. I acknowledge that the violation of this confidentiality agreement could result in immediate dismissal from the Board of Directors.

Identify All Related Organizations with Which You Are Affiliated

(i.e., those organizations for whom you serve as director, officer, employee, agent, partner, consultant, associate, trustee, personal representative, receiver, guardian, custodian, conservator or other legal representative) (use attachment if needed):

Please answer the following questions Y N

Do you receive compensation or other material financial benefit as an Officer, Board Member, or key employee of TEXAS SOCIETY OF ASSOCIATION EXECUTIVES?

Other than reimbursement of reasonable expenses, have you received or do you expect to receive more than $1,000 per year from TEXAS SOCIETY OF ASSOCIATION EXECUTIVES for services provided as an independent contractor?

Did you have or do you expect to have any Material Financial Interest in an entity or individual that does business with TEXAS SOCIETY OF ASSOCIATION EXECUTIVES?

Do you hold or organize activities that compete with TEXAS SOCIETY OF ASSOCIATION EXECUTIVES in the provision of services or in any other Contract or Transaction with a third party?

Do you or any Family Member receive compensation or material financial benefit from TEXAS SOCIETY OF ASSOCIATION EXECUTIVES?

Do you have a family relationship or business relationship with any current or former Officer, Board Member, or key employee of TEXAS SOCIETY OF ASSOCIATION EXECUTIVES?

If you answered “Yes” to any of the above, please explain (use attachment if needed):

Confidentiality

(See TSAE Confidentiality Policy)

TSAE Board of Directors are responsible for maintaining the confidentiality of the organization and/or data as it pertains to organization, members, staff, contractors, affiliates, management systems, and data.

I have been made aware of and fully understand that any unauthorized disclosure of information on my part could result in an adverse impact on the organization, which is contrary to the principles of board membership. I acknowledge that the violation of this confidentiality agreement could result in immediate dismissal from the Board of Directors.

Anti-Trust

Because of potential federal anti-trust violations, no officer/board/committee/task force member is authorized to discuss supplier pricing, including menu prices, special event prices, etc., or to enter into contractual agreement on behalf of TSAE.

TSAE Board Values

Engage Authentically

Ask questions and be curious. Get okay with being uncomfortable. To build trust with others, make it a brave space for you and other to show up as your/their whole self. You’re meant to be here. Your diverse insights and perspective are vital.

Land the Plane

When it’s time to make the decision, we will make the decision and move forward together.

Govern with Accountability

We hold ourselves and each other accountable to the mission and values of TSAE. Our commitment is shown through preparation, focus, intentionality, and data-driven decision making.

Lead with Foresight

The Board is committed to continuously evolving and elevating its standards, ensuring excellence and integrity in every aspect of its operations sto set a benchmark for industry leadership and innovation.

TSAE Board Meeting Attendance

In the Association leadership year (June-June), failure of a Board member to attend regularly scheduled Board meetings may result in the ineffectiveness of the Board and meetings.

2024-25 Board Meeting Schedule (Subject to Change): June 18, 2024 (Horseshoe Bay); September 14, 2024 (The Woodlands); December 7, 2024 (Austin); March 2024 (Date TBD; Austin)

TSAE Board Training

I have attended the TSAE annual board training/orientation and understand the legal and ethical responsibilities.

TSAE Bylaws and Policies

I have reviewed TSAE Bylaws and Board Policy Manual and understand my role, the expectations of my office, and process for disclosing any conflict of interest, harassment, or complaints of illegal practices or serious violations of ethics, law, or TAGT governance documents. I commit to ensuring understanding of these documents as they are updated and edited.

I have read and understand my board member responsibilities as indicated above.

Board Member Name

Board Member Signature Date

LEADERSHIP JOB DESCRIPTIONS

BOARD CHAIR

PURPOSE OF POSITION:

The Board Chair is the chief elected officer of TSAE, and the chief representative and spokesperson for the Society, working in partnership with the Executive Director. The Chair symbolizes the Society and exercises personal leadership in fulfilling the duties of the office.

As the chief elected executive, the Chair leads the Board of Directors and the Executive Committee, and exercises those executive functions defined by TSAE’s governing documents.

The Board Chair represents TSAE, statewide and nationally, to members and others, and in this role strives to educate and motivate members and potential members, strengthen TSAE, promote TSAE principles and policies, fulfill TSAE goals, influence TSAE future directions, and implement the Board of Director’s direction

TYPICAL DUTIES:

 Presides at all meetings of the Board of Directors and Executive Committee; reviews agendas and minutes of both prior to distribution; works with Executive Director to determine content.

 Exercises general supervision over the work and activities of the Board and Executive Committee.

 Assumes a key role in the orientation and transition of the President-elect to the duties of President.

 In concert with the Executive Director, ensures the Board of Directors, Executive Committee, and officers are fully informed on the conditions and operations of TSAE.

 Works with the Executive Director in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Provides bylaw/policy-defined input/approval of TSAE task force/committees chairs/members

 Serves as ex-officio member of all committees, except the TSAE Nominating Committee.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Communicates to the TSAE membership via email, when necessary.

 Selects and presents TSAE Chair Award.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE

 Presides at General Sessions the New Ideas Annual Conference events alongside other large annual events (Women’s Summit, Membership, Marketing & Communications Conference) held by TSAE.

 With the Executive Director, acts as spokesperson for TSAE to the press, the public, governments, and other organizations.

 Identifies and raises awareness of policies, issues and priorities of concern for the Society and profession; focus is external to the Society.

 Works with the Executive Director to ensure all charges, policies and resolutions of the Board of Directors and/or Executive Committee are carried out.

 Alongside the Executive Director, represents TSAE at meetings with the American Society of Association Executives (ASAE) and may participate in the Association Societies Alliance (ASA) as requested

 Plays a key role in the TSAE’s national activities. If schedule allows, attends ASAE’s American Associations Day (usually held in March) and the ASAE Annual Meeting & Exposition (usually held in August) along with any TSAE hosted events held at these national meetings.

 Advocates for TSAE policies and programs

 Actively recruits candidates for TSAE leadership positions (board, committees, task forces)

 Provides introductory article/interview and photos, in concert with staff and publisher, for Association Leadership magazines

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

LEADERSHIP JOB DESCRIPTIONS

BOARD CHAIR

TERM OF OFFICE:

 Chair term is one year.

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS

BOARD CHAIR-ELECT

PURPOSE OF POSITION:

The Board Chair-Elect is one of the elected officers of TSAE working in partnership with the Executive Director. The Chair-Elect symbolizes TSAE and exercises personal leadership in fulfilling the duties of the office.

As an officer, the Chair-Elect assists in leading the Board of Directors and the Executive Committee, and exercises those executive functions defined by TSAE’s governing documents. The Chair-Elect shall succeed the Chair position.

The Chair-Elect represents TSAE, statewide and nationally, to members and others, and in this role strives to educate and motivate members and potential members, strengthen TSAE, promote TSAE principles and policies, fulfill TSAE goals, influence TSAE future directions, and assist in implementing the Board of Director’s direction.

TYPICAL

DUTIES:

 The Chair-Elect acts in the absence of the Chair.

 The Chair-Elect serves as the Chair of the TSAE Governance Committee and is responsible for ensuring all TSAE Governing Documents are maintained, regularly reviewed, revised as necessary, and followed

 The Chair-Elect, with staff support, ensures a board needs assessment is conducted prior to board elections, conduct a needs assessment to assist the Nominating Committee identify needs.

 The Chair-Elect shall nominate the three appointed Executive Committee Members (Foresight, Finance, and Board Development Officers) per TSAE Policy.

 The Chair-Elect serves as a member of the New Ideas Task Force as well as a member of the TSAE Nominating Committee.

 The Chair-Elect shall work closely with the Chair and Executive Director

 In concert with the officers, ensures the Board of Directors and Executive Committee are fully informed on the conditions and operations of TSAE.

 Works with the Executive Director and officers in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE

 Presides at the Closing General Session at the New Ideas Annual Conference event.

 With the Executive Director, in the Chair’s absence, acts as spokesperson for TSAE to the press, the public, governments, and other organizations.

 Identifies and raises awareness of policies, issues, and priorities of concern for TSAE and profession; the focus is external to TSAE

 Works with the officers and the Executive Director to ensure all charges, policies, and resolutions of the Board of Directors and/or Executive Committee are carried out.

 Alongside the Executive Director, represents TSAE at meetings with the American Society of Association Executives (ASAE) and may participate in the Association Societies Alliance (ASA) as requested

 Plays a key role in the TSAE’s national activities. If schedule allows, attends ASAE’s American Associations Day (usually held in March) and the ASAE Annual Meeting & Exposition (usually held in August) along with any TSAE-hosted events held at these national meetings.

 Advocates for TSAE policies and programs.

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

 Actively recruits candidates for TSAE leadership positions (board, committees, task forces)

LEADERSHIP JOB DESCRIPTIONS BOARD

CHAIR-ELECT

TERM OF OFFICE:

 Chair-Elect term is one year.

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors.

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS

IMMEDIATE PAST CHAIR

PURPOSE OF POSITION:

The Immediate Past Chair is one of the elected officers of TSAE, and the has served most recently as the chief elected officer for TSAE. The Immediate Past Chair symbolizes historical knowledge and continuity in the leadership succession of TSAE.

As the Immediate Past Chair, this position plays a vital role in determining the upcoming leadership of TSAE and leads the evaluation of the chief staff officer of TSAE.

TYPICAL DUTIES:

 Established a quorum at all meetings of the TSAE Board of Directors

 Serves as chair of the Nominating Committee

 Chairs the annual evaluation process of the Executive Director, in conjunction with the Executive Officers, and reports evaluation results to the Board

 In concert with the Executive Officers ensures the Board of Directors and Executive Committee are fully informed on the conditions and operations of TSAE.

 Works with the officers in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE.

 In conjunction with the Board Chair, presides at the Opening Sessions the New Ideas Annual Conference event.

 Identifies and raises awareness of policies, issues and priorities of concern for TSAE and profession; focus is external to TSAE

 Assists Chair if need be in general supervision over the work and activities of the Board and Executive Committee.

 Advocates for TSAE policies and programs

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

 Actively recruits candidates for TSAE leadership positions (board, committees, task forces)

TERM OF OFFICE:

 Immediate Past Chair term is one year.

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors.

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the officers as well as the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS BOARD DEVELOPMENT OFFICER

PURPOSE OF POSITION:

The Board Development Officer is one of the elected officers of TSAE working in partnership with the Executive Director.

The Board Development Officer shall be tasked with facilitating the development and enhancement of the board's capabilities.

TYPICAL DUTIES:

 The Board Development Officer serves as the Chair of the TSAE Board Development Committee

 Responsibilities include organizing ongoing board development/training sessions, disseminating relevant learning opportunities (articles, etc), and ensuring continuous improvement through board evaluations and performance assessments between and during meetings.

 The Board Development Officer shall work with the Chair-Elect to ensure all TSAE board development policies are maintained, adjusted, and obeyed.

 Works with the Executive Director and officers in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE

 Identifies and raises awareness of policies, issues, and priorities of concern for TSAE and profession; the focus is external to TSAE

 Works with the officers and the Executive Director to ensure all charges, policies, and resolutions of the Board of Directors and/or Executive Committee are carried out.

 Advocates for TSAE policies and programs

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

TERM OF OFFICE:

 Board Development Officer term is one year

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board.

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS FINANCE OFFICER

PURPOSE OF POSITION:

The Board Finance Officer is one of the elected officers of TSAE working in partnership with the Executive Director.

The Finance Officer shall serve as the chair of the Finance Committee and shall present a report on the financial condition of TSAE at all meetings of the Board of Directors and at other times when requested by the Chair or Board of Directors. The Finance Officer shall oversee the budget, audit and tax filings.

TYPICAL DUTIES:

 The Finance officer serves as the Chair of the TSAE Finance Committee which supports the presentation of a report on the financial condition of TSAE at all meetings of the Board of Directors and at other times when requested by the Chair or Board of Directors.

 The Finance officer shall oversee the budget preparation and audit.

 The Finance officer shall work with the Chair-Elect to ensure all TSAE Finance Policies are maintained, adjusted, and obeyed.

 Works with the Executive Director and officers in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE

 Identifies and raises awareness of policies, issues, and priorities of concern for TSAE and profession; the focus is external to TSAE

 Works with the officers and the Executive Director to ensure all charges, policies, and resolutions of the Board of Directors and/or Executive Committee are carried out.

 Advocates for TSAE policies and programs

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

TERM OF OFFICE:

 Finance Officer term is one year

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors.

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Preferred experience with association/nonprofit finances and service on the TSAE Finance Committee.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS

FORESIGHT OFFICER

PURPOSE OF POSITION:

The Board Foresight Officer is one of the elected officers of TSAE working in partnership with the Executive Director.

The Foresight Officer shall be responsible for overseeing strategic foresight within the board of directors. Duties include conducting and facilitating environmental scans, tracking industry trends, facilitating meaning-making, and ensuring thorough, future-focused discussion and consideration in all board actions.

TYPICAL DUTIES:

 The Foresight officer shall oversee the Board’s efforts to conduct regular environmental scans, keep Board informed of trends and emerging practices, ensuring they are studied and considered, and that future-focused thinking occupies a majority of the Board’s discussion.

 Keep Board informed between meetings through sharing articles, blogs, new tools, and industry resources and encourages, as needed, discussion between board meetings (TSAE Community, email, etc).

 Works with the Executive Director and officers in seeing that basic policies and programs designed to further the goals and objectives of TSAE are planned, formulated, presented to the Board of Directors, and executed following Board approval.

 Supports and defends policies and programs adopted by the membership, Board of Directors, and Executive Committee.

 Promotes interest and active participation in TSAE on the part of the membership and communicates activities of the Board and TSAE

 Identifies and raises awareness of policies, issues, and priorities of concern for TSAE and profession; the focus is external to TSAE

 Works with the officers and the Executive Director to ensure all charges, policies, and resolutions of the Board of Directors and/or Executive Committee are carried out.

 Advocates for TSAE policies and programs.

 Must be able to accommodate some travel and time commitments to attend meetings and perform other duties as necessary to represent TSAE.

TERM OF OFFICE:

 Foresight Officer term is one year

RELATIONSHIP TO OTHERS:

 Accountable to the Board of Directors

 Guides the Board of Directors in seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Consults and advises with the Executive Director on all matters pertaining to TSAE policies, programs and finances.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing and have served as a member of the Board

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

 Must have current knowledge and understanding of TSAE’s structure.

 Preferably (although not required) has earned and maintained active status of the Certified Association Executive (CAE) professional designation offered by the American Society of Association Executives (ASAE).

LEADERSHIP JOB DESCRIPTIONS

DIRECTORS

PURPOSE OF POSITION:

A Director represents the electing constituency as a member of the Board of Directors, the ultimate body responsible for the governance, strategic direction, policy setting, prioritizing Society programs, and allocating resources. As a member of the Board, Directors help monitor and steer the Society toward its goals. Also serves as “an ambassador of goodwill” for the association at all times, while advancing the association’s mission.

TYPICAL DUTIES:

 Attends and participates in all meetings of the TSAE’s Board of Directors.

 Employs and sets compensation for the Executive Director of the association.

 Fills vacancies in any elected office of the association as requested by the Chair

 Approves nominations for each elected office including Chair, Chair-Elect, Foresight, Finance, and Board Development Officers, and Board members.

 Approves the association’s operating budget each fiscal year

 Adequately prepares for all board meetings and makes efforts to be familiar with the association’s policies and procedures

 Maintains confidentiality of all TSAE board discussions

 Sets appropriate internal control procedures for the operation of the association

 Approves necessary corporate resolutions and grants authority as appropriate to establish bank accounts, enters contracts and leases, and other corporate action.

 Reviews the action of all association committees/task forces for consistency with short- or long-range policy/mission objectives.

 Debates and establishes policy for TSAE.

 Works with TSAE staff, members, and Board to accomplish and monitor TSAE goals and objectives.

 Represents TSAE at other organizations and functions, as assigned.

 Attends the TSAE New Ideas Conference and other signature events hosted by the association.

 Actively promotes membership within TSAE to the industry as a whole

 Promotes all activities of the association to other association industry professionals.

 Other duties, as required and assigned.

TERM OF OFFICE:

 TSAE Board members serve a three-year term.

RELATIONSHIP WITH OTHERS:

 Accountable to the Board of Directors.

 Responsible to the Board of Directors and membership for seeing that the programs and policies of TSAE reflect the needs and aspirations of the membership.

 Works closely with association elected officers and association staff as necessary to fulfill volunteer responsibilities

FINANCIAL COMMITMENT:

• Outside of the costs of attending the four (4) scheduled Board meetings annually there is no financial commitment to serving on the TSAE Board of Directors

• The TSAE Board of Directors is NOT a fundraising Board.

• TSAE Board Members do not receive any compensation for their service (including complimentary registrations to programs or complimentary hotel stays)

• TSAE offers a travel stipend of up to $200 to attend the June Board Retreat since this is the only Board Meeting that takes place over two days.

KNOWLEDGE AND EXPERIENCE REQUIRED:

 Must be a TSAE member in good standing.

 Should possess the following leadership skills: confident communicator and presenter; strategic thinker; motivator; ability to work in teams; negotiator; conflict manager; and be a consensus builder.

TSAE Bylaws

ARTICLE 1

NAME AND LOCATION

The name of this organization shall be the Texas Society of Association Executives (TSAE), a nonprofit corporation incorporated in the State of Texas. The TSAE office shall be located in Texas in the Austin area.

ARTICLE 2

PURPOSES

The purposes for which TSAE is organized and shall be operated are:

(1) To represent, safeguard and advance the interests of associations and association executives by communicating the profession’s viewpoints, concerns and other relevant information to the media, legislature and other governmental bodies.

(2) To promote high standards of personal and professional conduct among executives serving trade, educational, technical, business, professional and philanthropic associations and organizations.

(3) To provide education, idea exchange, networking opportunities, information, recognition and other services to members through meetings, conferences, trade shows, publications and other means.

(4) To advance association management as a profession.

ARTICLE 3

MEMBERSHIP CLASSES, PROCEDURES AND RIGHTS

I3.1 Classes of Members. TSAE shall have the following classes of members:

(a) Association Professional

(b) Affiliate

(c) Associate

(d) Distinguished Life

3.2 Membership Qualifications.

(a) Association Professional. Membership is open to any individual employed by a

trade, educational, technical, business, professional, association management company, or philanthropic association or organization. Chief executive officers of convention and visitors bureaus are eligible for this class of membership only if the bureau is exempt under Section 501(c) of the Internal Revenue Code

(b)Affiliate Members. Affiliate membership shall be open to individuals engaged in selling products, services or facilities to members of TSAE on behalf of a firm, city, chamber of commerce, bureau or other entity. It also shall include individuals who provide management and consulting services to associations and other organizations. Except as provided in Article 3.2 (a), bureau employees are eligible only for this class of membership. Affiliates may exhibit at TSAE expositions.

(c)Associate Members. Membership is open to any person no longer practicing in the profession (retired) or in-transition positions, as well as elected volunteers, students and other individuals with an interest in the association management profession, so long as they do not qualify for the other member categories.

(d)Distinguished Life Members. Distinguished Life membership may be awarded to any Association Primary, Association Professional or Affiliate member who has performed distinguished service to TSAE and who has been a member for ten (10)or more consecutive years. A nomination for Distinguished Life membership shall be initiated by the Board of Directors and must be approved by at least a four-fifths (4/5) vote of the members of the Board of Directors present at any meeting. Distinguished Life members do not pay dues.

(e) A person is disqualified for membership as an Association Professional or Affiliate Member if their employer or business ceases to meet the definitional requirement of such category.

3.3 Application for Membership. All applications for membership shall be submitted to the principal office of TSAE on designated application forms and must include complete payment of the applicable dues.

3.4 Removal. Members of any classification may be removed for cause from membership by a two-thirds (2/3) vote of the Board of Directors.)

3.5 Appeal. For any cause other than non-payment of dues, removal shall occur only after the member has been advised of the complaint and given reasonable opportunity for a hearing before the Board of Directors. If removed, the member may appeal the Board’s decision, provided written notice of intent to appeal is

received by the principal office of TSAE at least fourteen (14) days prior to the Board meeting.

3.6 Reinstatement. A former member desiring continuous membership may be reinstated upon proof of qualification and payment of all dues in arrears. If, however, a continuous membership is not desired, the member may be reinstated upon proof of qualification and payment of the current year’s dues.

3.7 Membership Voting Rights.

(a)Association Professional members. Each Professional member shall be entitled to one (1) vote on any matter coming before the membership, and have the right to attend the annual meeting and all other designated meetings of TSAE.

(b)Distinguished Life Members. A Distinguished Life member who was eligible to vote when he/she was nominated for Distinguished Life membership shall be entitled to one (1) vote on any matter coming before the members. Distinguished Life members shall have the right to attend the annual meeting and all other designated meetings of TSAE.

(c)Affiliate and Associate Members. Affiliate and Associate members shall have the right to attend the annual meeting and all other designated meetings of TSAE, but shall have no voting rights.

3.8 Voting Methods and Majority Rule. Proposals to be presented to the members by mail, electronic means or at a meeting, shall first be approved by the Board of Directors. Except as otherwise stipulated in these Bylaws, on any mail, electronic or in-person vote, a majority of those voting shall determine the action.

3.9 Quorum. At an annual business meeting or special meeting of the members, a quorum shall consist of 20% of the eligible voting members.

3.10 Rules of Order. The meetings and proceedings of TSAE shall operate according to Robert’s Rules of Order (Newly Revised) for parliamentary procedure, except as may be otherwise provided by these Bylaws.

ARTICLE 4 DUES

4.1 Dues. Dues for all classes of membership shall be established by the Board of Directors.

4.2 Billing Date. The billing date for each member’s dues shall be established by the Board of Directors.

4.3 Delinquency and Cancellation. The first dues billing will be sent sixty (60) days prior to due date, the second thirty (30) days prior to due date and the third on the due date, with notice that if dues have not been paid within one month of due date, the member will be dropped. If payment of dues is not made within thirty (30) days, the delinquent member shall be dropped from the rolls and forfeits all rights and privileges of membership. The Board of Directors may establish a temporary dues waiver program for any class of members.

4.4 Refunds. No dues shall be refunded to any member whose membership terminates.

ARTICLE 5

MEMBERSHIP MEETINGS

5.1 Time, Location. The annual meeting of TSAE shall be held at a time and place to be designated by the Board of Directors.

5.2 Special Meetings. Special meetings of TSAE may be called by the Board of Directors at any time or may be called by the Chair upon receipt of a written request by twenty-five (25) voting members, within thirty (30) days after filing the request with the principal office of TSAE. The business to be transacted at any special meeting shall be stated in the notice, and no other business may be considered at that time.

5.3 Notification. Notice of an annual meeting or any special meeting of TSAE members shall be sent through the mail or electronic means to each member not less than ten (10) nor more than forty (40) days before the meeting date.

5.4 Postponement of Meetings. The Board of Directors may postpone any annual or special meeting for cause.

ARTICLE 6

BOARD OF DIRECTORS

6. 1 Authority and Responsibility. The governing body of TSAE shall be the Board of Directors. The board shall have supervision, control and directions of the affairs of TSAE. The Board shall identify and approve Strategic Initiatives and annual goals; determine and approve association policy; allocate and approve resources through the budget approval process; monitor association progress; promote the organization; and oversee the Executive Director. The board may take a position and express an opinion on behalf of TSAE on issues relevant to the profession. The Board may adopt such rules and regulations for the conduct of its business as are deemed advisable, and may, in the execution of the powers granted, delegate certain areas of its authority and responsibility to associationthe Executive Committees

6.2 Number of and Qualifications for Directors. Any TSAE member in good standing shall be eligible for nomination. The Board of Directors shall consist of four (4) officers (the Immediate Past Chair, Chair, Chair-Elect, and Executive Director), plus 15 directors. Those directors will be made up of eleven (11) elected directors from the Association Executive member categories, plus four (4) elected members from the Affiliate category. At least two (2) members of the Board of Directors shall be from cities other than Austin. The Executive Director shall serve without vote.

It is not permitted for more than one individual from the same company to concurrently serve as directors. If a candidate from a company is elected to the board, subsequent candidates from the same company shall be ineligible for election during their term. However, directors who change employers during their term and subsequently work for the same company as another director shall be permitted to complete their term.

6.3 Term of Office and Manner of Election. Elected Directors, except the four (4) Officers, shall be elected for three (3) year terms. Terms begin each year on June 1 and end May 31. The Chair, Chair-Elect, Immediate Past Chair and Directors shall be introduced at TSAE’s annual meeting and shall continue in office until their successors are elected, in accordance to Nomination procedures in Section 6. 4.

The Immediate Past Chair shall remain on the Board for one (1) year following the installation of the new Chair.

6.4 Board Nominating Process: The Nominating Committee shall nominate candidates for each vacated or soon-to-be-vacated position and notify the membership of its choices not less than sixty (60) days before the annual meeting. Thirty (30) days shall be allowed for nominations from the membership. Any member nominated by petition of fifteen (15) members of the voting membership shall be placed on the ballot. The ballot shall indicate those nominees recommended by the Nominating Committee and those recommended by petition. When nominations are made by petition, an election shall be conducted by mail or electronic ballot in which each voting member will have one (1) vote to cast for each position to be elected. An independent contractor or firm may be retained to administer the election, tally results and report the outcome. Candidates receiving the highest number of votes for each office shall be declared elected. If no nominations are made by petition, the slate as submitted will be considered to be elected by acclamation. Results of the election shall be announced to the membership in an expeditious and timely manner.

6.5 Re-election. No member of the Board who has served a full three (3) year term will be eligible for re-election until at least one (1) year has elapsed with the exception of those Board members being elected to Officer positions.

6.6 Nomination of Directors. The Nominating Committee, acting in accordance with Article 6.4 shall present one (1) nominee for each seat on the Board that is vacant or is about to expire. Any person so nominated shall have given prior consent to nomination and election as Director.

6.7 Removal. The Board of Directors may remove any Director from office for cause with a two-thirds (2/3) vote of its members

6.8 Vacancies. Vacancies in any elective office may be filled for the balance of the term by the Board of Directors upon recommendation of the Nominating Committee.

6.9 Meetings. A regular meeting of the Board of Directors shall be held no less than three (3) times during each administrative year at such time and at such place as the Chair may prescribe. Special meetings of the Board may be called at

any time by the Chair or a minimum of seven (7) members of the Board. Notice of meetings called by other than the Chair shall contain a statement of the purpose of such meetings and the business shall be confined to such items, except upon approval by a majority of the Board.

Subject to the provisions of these Bylaws regarding notice and quorum, meetings of the Board may be convened via telephone or other electronic equipment that allows participants to communicate with each other

6.10 Board Action. Action taken by a mail or electronic ballot in which a majority of Board members indicate their agreement in writing, or decided on a telephone conference call, shall constitute a valid action of the Board if reported at the next regular meeting or via meeting minutes or ballot summary.

6.11 Quorum. At all meetings of the Board, a majority of Board members shall constitute a quorum.

6.12 Action by Majority Vote. Each Director shall have one (1) vote. The affirmative vote of a majority of the total number of Directors at any meeting at which a quorum is present shall constitute action by the Board of Directors.

6.13 Proxy Voting. Voting rights of a Director shall not be delegated to another nor exercised by proxy.

6.14 Compensation. Voting directors and elected Officers shall not receive any compensation for their services.

ARTICLE 7

OFFICERS

7.1 Officers. The Officers of TSAE shall be a Chair, a Chair-Elect, Executive Director, and Immediate Past Chair to be elected by the membership of TSAE and to serve until their successors have been duly elected and assume office. The Immediate Past Chair shall serve for one (1) year immediately upon completion of his/her term as Chair. Officers shall oversee the annual evaluation and compensation review for Executive Director.

7.2 Qualifications for Office. Any Association Professional member in good standing shall be eligible for nomination and election to any elective office of TSAE, provided he/she has completed at least one (1) year as a member of the Board of Directors (at the time of installation)

7.3 Nomination of Officers. In accordance with the procedure specified in Article 6. 4 the Nominating Committee shall prepare and submit to the members a slate of the elective officers. Any person nominated shall have given prior consent to nomination and election.

7. 4 Election of Officers: The Chair and Past Chair are automatic succession. The Chair Elect will be nominated and elected according to section 6.4. The Executive Director is hired by the Board of Directors.

7.5 Term of Office. Each elected Officer shall take office immediately upon installation. The Chair, Chair-Elect, and Immediate Past Chair shall serve for a term of one (1) year. Each elected Officer shall serve concurrently as a member of the Board of Directors and as a member of the Executive Committee.

7.6 Re-election. No elected Officer having served one (1) full term shall be eligible for re-election to the same office, until at least one (1) year has elapsed.

7.7 Vacancies. Vacancies in any elective office may be filled for the balance of the term by the Board of Directors upon recommendation of the Nominating Committee.

ARTICLE 8

DUTIES OF OFFICERS

8.1 Chair. The Chair shall be the chief elected officer of TSAE and serve as Chair chair of both the Board of Directors and Executive Committee. The Chair presides at the annual meeting. The Chair shall also serve as an ex-officio member of all TSAE Committees, except the Nominating Committee. The Chair shall appoint members to standing Committees, subject to approval of the Board, and Task Forces charged with carrying out the purposes and functions of TSAE. Chair shall appoint 1 – 4 Strategic Leaders each year, with approval of Board,

who will focus on strategic initiatives. These Strategic Leaders will be chosen from Board members.

8.2 Chair-Elect. The Chair-Elect shall succeed to the Chair position. The Chair-Elect shall act in the absence of the Chair. The Chair Elect shall serve as chair of the Governance Committee The Chair-Elect shall serve as the Chair of the Finance Committee and shall present a report on the financial condition of TSAE at all meetings of the Board of Directors and at other times when requested by the Chair or Board of Directors. The Chair-Elect shall oversee the budget and audit; and facilitate the strategic initiative portion of the Board meeting.

8.3 Immediate Past Chair: The Immediate Past Chair will serve as chair of the Nominating Committee. Past Chair will also Chair the annual evaluation process of the Executive Director, in conjunction with the Executive Officers, and report evaluation results to the Board.

The Chair-Elect shall serve as the Chair of the Finance Committee and shall present a report on the financial condition of TSAE at all meetings of the Board of Directors and at other times when requested by the Chair or Board of Directors. The Chair-Elect shall oversee the budget and audit; and

ARTICLE 9

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EXECUTIVE COMMITTEE

9.1 Authority and Responsibility. The Executive Committee may act in place and stead of the Board of Directors between meetings on all matters, except those specifically reserved to the Board by these Bylaws, pursuant to delegation of authority to such Executive Committee by the Board of Directors. Actions of the Executive Committee shall be reported to the Board by mail, electronically or at the next Board meeting. Additional Executive Committee authority and responsibilities are outlined in the Board Policy Manual.

9.2 Executive Committee Configuration. The Executive Committee shall consist of the Chair;, Chair-Elect, Immediate Past Chair and the; Strategic LeadersFinance Officer, Foresight Officer, and Board Development Officer as appointed; the Immediate Past Chair; and tThe Executive Director, who shall serve ex-officio, without vote.without vote.

9.3 Qualifications of Strategic LeadersExecutive Committee Members: Between one (1) – four ( 4)The Finance, Foresight, and Board Development officers shall be current board members, will be appointed nominated by the Chair-Elect (subject to approval of Board) each year, prior to being installed, as outlined in the Board Policy Manual to lead each strategic initiative and should be named before the annual conference.

Up to one Affiliate Member may serve as Finance Officer, Foresight Officer, or Board Development Officer. No two members from the same company may serve on the Executive Committee.

9.4 Responsibilities of Strategic Leaders: Each leader shall be assigned to oversee and implement a Board- directed initiative. Each shall serve as a member of the Executive Committee for the length of the appointment. Strategic Leaders shall name their respective initiative’s task forces, with membership not limited to Board members. Strategic Leader terms shall be one –year, but can be extended at the Chair’s discretion and subject to the approval of the Board of Directors.

9.5 Quorum. A majority of the Executive Committee shall constitute a quorum at any duly called meeting of the Committee. The Chair shall call such meetings of the Executive Committee as the business of TSAE may require.

9.6 Telephone Conference or Electronic Meetings. Subject to the provisions of these Bylaws regarding notice and quorum, meetings of the Executive Committee may be convened via conference telephone or other electronic equipment that allows participants to communicate with each other.

9.7 Committee Action. Action taken by a mail or electronic ballot in which a majority of Executive Committee members indicate their agreement in writing, or decided on a telephone conference call, shall constitute a valid action of the

Committee and reported at the next regular Board meeting or via meeting minutes or ballot summary.

ARTICLE 10

COMMITTEES/TASK FORCES

10.1 Committees and Task Forces. The Chair, with advice of the Executive Director and the Board of Directors, shall appoint such standing Committee chairs and members s and Task Forces chairs and will oversee the final approval of Task Force members as are necessary and which are not in conflict with other provisions of these Bylaws. The duties of any such Committees and Task Forces shall be outlined upon their appointment. The term of appointment shall be for one (1) year, unless otherwise noted.

10.2 Standing Committees

(a)Finance Committee shall consist of members, all appointed by the Board Chair. The Committee shall consist of the Chair-ElectFinance Officer serving as Chair, two (2) members of the Executive Committee (in addition to the Chair-Elect) and no more than four (4) at-large members. The Committee shall counsel with the Executive Director on the annual budget of TSAE and prepare recommendations for the Board of Directors, as well as auditor selection and audit review. The Committee may perform such other duties related to TSAE finances as determined by the Board.

(b)Nominating Committee shall meet once a year to receive, interview nominees and recommend slate to the Board. It will consist of a maximum of six (6) Association Executive members, including two past chairs, one of whom is the Immediate Past Chair, who shall also serve as Chairman of this committee. Other members should include the Chair Elect, the TSAE Executive Director (nonvoting), and two members from the general membership (one affiliate and one executive member). The Board chair shall name the six (6) members. The Board Chair shall consider geographical diversity when making appointments. No member shall serve on the Nominating Committee for more than three (3) consecutive years. Committee members shall be announced to the membership when the call for nominations is made.

(c)Board Development Committee shall consist of two board members, the ChairElectBoard Development Officer, and the one non- Board member. The Board Development Committee Chair will be named by TSAE Chair, subject to the

approval of the Board of Directors. The Committee will focus on Board development, for the purpose of creating an ongoing Board succession plan. The Committee will identify and gauge interest of possible candidates; hold orientation for new board members; and evaluate the Board annually (d) Endorsement Committee shall consist of no fewer than five (5) and no more than seven (7) TSAE Members including the Chair-Elect. Members of the endorsement Endorsement Ccommittee shall be named by the TSAE Chair, subject to the approval of the Board of Directors and shall serve for a two (2) year term. The committee will be responsible for the consideration and assessment of current and prospective endorsements of the Association, and will make qualified recommendations to the Board of Directors as to the approval and renewal of endorsements.

(e) Governance Committee shall consist of the Chair-Elect, two board members, a past chair, and the one non-Board member. Members of the Governance Committee shall be named by the TSAE Chair, subject to the approval of the Board of Directors and shall serve for a two (2) year term

10.3 Quorum. A majority of Committee or Task Force members shall constitute a quorum for the transaction of business at any duly called meeting of the Committee or Task Force.

10.4 Compensation. Committee and Task Force chairs and members shall not receive any compensation. They shall not be reimbursed for any out-of-pocket expenses unless the Board of Directors approves such reimbursement.

ARTICLE 11

EXECUTIVE AND STAFF

11.1 Appointment. The Board shall employ a salaried staff head who shall have the title of Executive Director and whose terms and conditions of employment shall be specified by the Board.

11.2 Authority and Responsibility. The Executive Director shall be the chief executive of TSAE responsible for all management functions. The Executive Director shall manage and direct all activities of TSAE as prescribed by the Board of Directors and shall report to the Board. The Executive Director shall employ and may terminate the employment of staff members necessary to carry on the

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work of TSAE and fix their compensation within the approved budget. The Executive Director shall define the duties of the staff, supervise their performance, establish their titles and delegate those responsibilities of management as shall be in the best interest of TSAE. The Executive Director shall serve without vote as an ex-officio member of the Executive Committee and Board of Directors.

ARTICLE 12

INDEMNIFICATION AND INSURANCE

The association shall indemnify its officers, directors, staff and other members in performance of official duties of the association by and through a policy of liability insurance in an amount and to the extent determined by the Board of Directors. Such indemnification shall be limited and restricted to coverage afforded by such insurance, unless otherwise approved by the Board of Directors.

ARTICLE 13

FINANCE

13.1 Fiscal Year. The fiscal year of TSAE shall be determined by the Board of Directors.

13.2 Bonding. A trust or surety bond shall be provided for appropriate officers and employees of TSAE. The Board shall determine the amount of such bond and the cost will be paid by TSAE.

13.3 Budget. With recommendations of the Finance Committee, the Board shall adopt an annual operating budget. Within sixty (60) days following the end of each annual fiscal period, the Board Chair shall furnish the membership with a financial report for the year just completed.

13.4 Audit. The TSAE Finance Committee shall recommend to the Board a certified public accountant to conduct and submit to the Board an independent annual audit of its accounts.

ARTICLE 14

DISSOLUTION

TSAE shall use its funds only to accomplish the objectives and purposes specified in these Bylaws and no part of said funds shall inure or be distributed to the members of TSAE.

On dissolution of TSAE, any funds remaining shall be distributed to one or more regularly organized and qualified charitable, educational, scientific or philanthropic organizations selected by the Board of Directors.

ARTICLE 15

AMENDMENTS

15.1 Substantive Changes. These Bylaws may be altered, amended, supplemented or repealed after any such changes, approved by the Board of Directors, are submitted to eligible members for a vote. Notice of proposed changes shall be presented to members in writing at least thirty (30) days before the voting occurs. The vote may be conducted in person at the annual meeting, by mail or electronic means. At least two-thirds (2/3) of the total number of members voting must vote in favor for the changes to be approved.

15.2 Non-substantive Editorial Changes. Editorial changes to the Bylaws may be made by a unanimous vote of the Board of Directors. If the Bylaws are altered, amended or supplemented in this manner, the changes shall not become effective until sixty (60) days after the membership has been advised of the changes.

Amended June 2009, September 2013, June 2015, April & September 2016, and November 2019