1. Long Range Strategic Plan Advocacy Maintain & enhance tax benefits for all ESOPs Maintain & enhance tax benefits for all ESOPs Maintain & enhance bipartisan support for all ESOPs Maintain & enhance bipartisan support for all ESOPs Enhance political action strength Enhance political action strength Support & encourage state advocacy with state elected officials & agencies Support & encourage state advocacy with state elected officials & agencies Outreach Contemporize the brand along with visual & semantic characteristics Contemporize the brand along with visual & semantic characteristics Develop market segmentation strategy & related messaging Develop market segmentation strategy & related messaging Assist EOF to influence key thought leaders with the compelling employee ownership message Assist EOF to influence key thought leaders with the compelling employee ownership message Programs & Services Ensure TEA is the go-to organization for comprehensive ESOP educational programming & networking Ensure TEA is the go-to organization for comprehensive ESOP educational programming & networking Engage participants of all levels Engage participants of all levels Membership Value & Penetration Maintain & enhance a sustainable member value proposition Maintain & enhance a sustainable member value proposition Grow membership Grow membership Collaboration / Competition Explore potential for increased collaboration between NCEO and TEA & EOF Explore potential for increased collaboration between NCEO and TEA & EOF Continue exploring specific areas of collaboration with NCEO, ESCA & State Centers with TEA & EOF Continue exploring specific areas of collaboration with NCEO, ESCA & State Centers with TEA & EOF Governance Structure & Management Align governance structure to reflect & accelerate strategic plan outputs Align governance structure to reflect & accelerate strategic plan outputs Maintain & enhance the integrity of the national/chapter relationship Maintain & enhance the integrity of the national/chapter relationship Nurture & foster strong volunteer culture Nurture & foster strong volunteer culture

2. Objective: Maintain and enhance tax benefits for all ESOPS Develop outreach strategy for educating and informing decision makers of the federal legislative and executive branches about ESOP benefit and issues Develop outreach strategy for educating and informing decision makers of the federal legislative and executive branches about ESOP benefit and issues Long Range Strategic Plan TEA will take full advantage of the bi- partisan appeal of the ESOP business model building on the broad based ownership model of all levels of employees advocating to protect and expand employee ownership in America Objective: Maintain and enhance bipartisan support for all ESOPS Align communications to reflect bipartisan appeal of the ESOP tax benefit Align communications to reflect bipartisan appeal of the ESOP tax benefit Conduct consistent and sustained outreach within key Congressional districts Conduct consistent and sustained outreach within key Congressional districts Develop and provide resources & information to assist companies with outreach and visits with key decision makers Develop and provide resources & information to assist companies with outreach and visits with key decision makers Identify and leverage ESOP company members who have existing Congressional relationships Identify and leverage ESOP company members who have existing Congressional relationships Objective: Enhance political action strength Develop processes for increasing funding of the PAC Develop processes for increasing funding of the PAC Objective: Support and encourage state advocacy with state elected officials and agencies Metrics  Pro-ESOP Legislative Proposals  No Negative Positions on ESOP Law or Policy  ESOP Champions  Congressional Engagements by Corporate Members  PAC Contributions

3. Long Range Strategic Plan TEA will align and leverage its association to deliver valuable membership services and will align and leverage its foundation for outreach using campaign driven methods to greatly expand employee ownership as a movement in America Objective: Contemporize the brand along with visual and semantic characteristics Conduct a brand audit for both TEA & EOF Conduct a brand audit for both TEA & EOF Prioritize changes based on audit and resources Prioritize changes based on audit and resources Objective: Develop market segmentation strategy and related messaging Conduct a communications audit for both TEA & EOF Conduct a communications audit for both TEA & EOF Objective: Assist EOF to influence key thought leaders with the compelling employee ownership message Conduct a brand and communications audit for both TEA & EOF Conduct a brand and communications audit for both TEA & EOF Improve Foundation Trustee engagement and support Improve Foundation Trustee engagement and support Metrics  Brand Audit Milestone  Communication Revamp Milestone  EOF Project Spend & No. of Projects Funded  EOF Trustees Fundraising Engagement  EOF Media Mentions  EOF Dollars Fundraised

4. Long Range Strategic Plan TEA will contemporize its technology and delivery backbone to enable on-demand access to virtual and live programming and service; delivering accurate and timely information which enhances learning, knowledge exchange and peer networking at all levels, from average pay employee to CEO Objective: Ensure TEA is the go-to organization for comprehensive ESOP educational programming and networking Leverage appropriate technology to recognize and facilitate different forms of adult learning Leverage appropriate technology to recognize and facilitate different forms of adult learning Review and update existing material Review and update existing material Increase the conference value and enhance the conference experience for attendees Increase the conference value and enhance the conference experience for attendees Create on demand programming Create on demand programming Explore feasibility and market demand for ESOP credentialing Explore feasibility and market demand for ESOP credentialing Objective: Engage participants of all levels Enhance CEO and C-Suite specific programming and networking Enhance CEO and C-Suite specific programming and networking Enhance CHRO cultural programming and networking Enhance CHRO cultural programming and networking Enhance the Trustee track by further developing the curriculum Enhance the Trustee track by further developing the curriculum Metrics  National Meetings Evaluation Milestone  Meeting Attendance  On-Demand Feasibility Evaluation Milestone  AACE Participation  C-Suite Attendance

5. Long Range Strategic Plan TEA will grow its membership through increased understanding of what members’ value, contemporizing, segmenting and enhancing its messaging to leverage the Chapter network Objective: Maintain and enhance a sustainable member value proposition Comprehensive pricing and category/tier analysis Comprehensive pricing and category/tier analysis Ensure that brand & communications audit addresses member value proposition Ensure that brand & communications audit addresses member value proposition Objective: Grow membership Comprehensive demographic analysis Comprehensive demographic analysis Analysis of new members Analysis of new members Develop ambassador program Develop ambassador program Analyze and learn from lapsed members Analyze and learn from lapsed members Metrics  Member Survey Milestone  Chapter Effectiveness  Member Growth  Member Retention  Market Penetration

6. Long Range Strategic Plan TEA will engage and collaborate with other key associations serving the employee ownership space; each of which possess unique strengths and purpose and with which TEA is simultaneously cooperative and competitive Objective: Explore potential for increased collaboration between NCEO and TEA & EOF TEA & EOF Board of Directors to discuss TEA & EOF’s desired outcomes of increased collaboration TEA & EOF Board of Directors to discuss TEA & EOF’s desired outcomes of increased collaboration Sub-group of Board leadership from both NCEO and TEA & EOF to meet to determine how both can further their missions collaboratively Sub-group of Board leadership from both NCEO and TEA & EOF to meet to determine how both can further their missions collaboratively TEA & EOF and NCEO to develop a plan for collaboration TEA & EOF and NCEO to develop a plan for collaboration Objective: Continue exploring specific areas of collaboration with NCEO, ESCA & State Centers with TEA & EOF Work with ESCA in sharing strategies identifying issue lead and execution process Work with ESCA in sharing strategies identifying issue lead and execution process Top staff officers to meet in a similar fashion that the top volunteer officers meet Top staff officers to meet in a similar fashion that the top volunteer officers meet EOF focused collaboration to discuss fundraising, research projects and promotion by all groups EOF focused collaboration to discuss fundraising, research projects and promotion by all groups Explore more collaboration with state/regional centers, TEA & EOF, and NCEO Explore more collaboration with state/regional centers, TEA & EOF, and NCEO Metrics  Planned Meetings Happened  Collaborative Plan Created

7. Long Range Strategic Plan TEA will utilize a leadership-staff model based on collaboration, transparency and trust while promoting a governance and management structure based on accountability for both action and result in implementing strategic plan elements Objective: Align governance structure to reflect and accelerate strategic plan outputs Objective: Maintain and enhance the integrity of the national/chapter relationship Objective: Nurture and foster strong volunteer culture Metrics  Succession Plan Updates  Chapter Satisfaction  TEA Board of Governors Vacancies Filled  EOF Board of Trustees Vacancies Filled