Tax Executives Institute, Inc.
Vision 20/20 Strategic Plan:
Itinerary for the Future
Approved: June 14, 2012
Background
Tax Executives Institute’s last strategic plan was developed nearly 15 years ago and the
tax policy and administrative environment, financial reporting rules, the in-house corporate tax
profession, and the Institute have all changed significantly. To ensure that the Institute remains
the preeminent association of business tax professionals worldwide, TEI appointed a task force
(the Vision 20/20 Task Force) in September 2011 to develop a strategic plan defining the ideal
TEI for the next 5-10 years. TEI enlisted the facilitation assistance of Stephen C. Carey, Ph.D.,
CAE, Lead Strategist from Association Management & Marketing Resources, a strategic
planning firm that focuses on strategic and alternative future planning in the nonprofit,
professional, and trade association community. The Task Force conducted a variety of research,
held three facilitating brainstorming and planning sessions, and developed this strategic plan,
which was approved by the Institute’s Board of Directors on June 14, 2012.
To ensure the strategic plan was based on quantifiable data, the consultants gathered
information in the fall of 2011 through surveys, interviews, and focus groups, of both member
and non-member stakeholders. The Task Force held in person meetings on November 11, 2011,
March 8, 2012, and May 22-23, 2012, to review the data and work with the consultants to
develop the fact-based strategic plan contained in this document.
Rather than necessitating significant changes to the Institute’s current activities, the
research and associated analysis and planning processes confirmed that TEI remains focused on
the issues of greatest importance to its members. For example, the statement of the Institute’s
vision is almost identical to one created as part of TEI’s 1999 strategic plan. That said, the
changed business environment — including specifically the growing globalization of business
(as well as tax policy, tax administration, and tax compliance and enforcement activities) and
availability of myriad technology-based tools — necessitates adjustments in order for the
Institute to remain relevant and responsive to the needs of in-house tax professionals.
Task Force Members
Co-Chairs
David Penney (Toronto Chapter)
TEI International President
Carita Twinem (Wisconsin Chapter)
TEI Senior Vice President
Members
Clive Baxter (EMEA Chapter)
Rodney Bergen (Vancouver Chapter)
Daniel Goff (Santa Clara Valley Chapter)
Paul O'Connor (New England Chapter)
Mitchell Salamon (New York Chapter)
Katrina Welch (Dallas Chapter)
Rita Makaris (Chicago Chapter)
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Helena Klumpp (Chicago Chapter)
Terilea Wielenga (Orange County Chapter)
Catherine Stevens (Chicago Chapter)
Mark Silbiger (Cleveland Chapter)
Charles (Sandy) Macfarlane (San Francisco Chapter)
Staff Resources
Timothy McCormally, TEI Executive Director
Eli Dicker, TEI Chief Tax Counsel
Daniel De Jong, TEI Tax Counsel
Methodology
The Task Force used the following methodology in creating the strategic plan starting
with the base research at the bottom of the triangle and then working from the development of
Core Values and Purpose elements down to Priority Objectives and Tactical Initiatives:
The methodology used involved a research component consisting of in-depth interviews
with members and key outside stakeholders, focus groups, formal on-site staff interviews,
quantitative summary research (i.e., a membership satisfaction survey), an environmental and
web-based scans, and 20 hours (over three days) of in-person facilitation with the Task Force to
review research materials and develop the strategic plan.
The following specific planning elements were used in the TEI strategic planning
sequence:
Phase I—Pre-Facilitation Work
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



Interviews & Focus Groups with Task Force, Key Volunteers, Members & Staff
Website Comment Solicitation from Members and Visitors
Environmental and Web Scan -- Discovering Key Trends and Issues
Quantitative Survey (Membership Satisfaction Survey)
Phase II—Strategic Planning Research Facilitation
 Review of all Research by Task Force
 Constructed Key Issues List for Plan Construction
Phase III–Task Force Meeting to Develop the Plan
 Conduct of an “Alternative Future Scenario” (Worse Case) Exercise
 Review and Set Organization’s Values
 Discuss the Core Purpose Elements
 Set the Vision and Mission of the Organization Going Forward
 Review and Development of Goal Areas and Prioritized Objectives
 Discuss Metric Evaluation Criteria and Next Steps for Tactical Initiative
Development
Phase IV—Plan Build-out
 Team, Committees, and Staff Review of Key Objectives and Create Tactical
Initiatives
 Development of the Business Plan and Work Plans
 Review of Plan Progress and Periodic Tune Up
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TEI’s Vision, Mission, and Goals
Vision
Tax Executives Institute is the preeminent association of in-house tax professionals worldwide.
Mission
Tax Executives Institute serves its members and their employers through education,
networking, and advocacy in the following goal areas:
Goal Areas
A.
B.
C.
D.
E.
F.
G.
Education
Advocacy and Government Liaison
Global Operations and Initiatives
Marketing, Communications, and Public Relations
Membership Recruitment, Retention, and Networking
Chapter Development and Relations
Governance and Management
Goals areas are “wide guidance paths” created in each of the functional areas in association
management that lend general direction to the planning team, allowing them to create specific
objectives needed to move the association forward over the next planning period. Think of goal
areas as “axes of advance” that will move the association forward in the areas designated by the
vision and mission of the association.1
1
Stephen C. Carey, The Association and Nonprofit Strategic Planning and Research Guide.
5
Goal Areas and Objectives
An objective is a specific means of achieving a portion of a goal area in terms of size of task,
time and responsibility.2 Unlike the goal areas, the objectives below have been prioritized to
ensure the issues of most importance to the members are addressed earlier in the execution of
the strategic plan.
Goal Area A — EDUCATION
Objective 1:
Objective 2:
Objective 3:
Objective 4:
Evaluate Institute-level Continuing Education programming, including relevance
and execution of all aspects of the two major conferences.
Review and strengthen delivery mechanisms for all TEI educational offerings.
Review and evaluate program content to ensure TEI is serving the wide diversity
of its membership in all areas (geographic, industry, younger members, aspiring
members, etc.).
Leverage chapter educational programs across the organization (e.g., can
programs be shared across chapters and regions?).
Goal Area B — ADVOCACY AND GOVERNMENT LIAISON
Objective 1:
Objective 2:
Objective 3:
Objective 4:
Define and develop a plan for TEI's role in U.S. tax reform going forward.
Identify key governments, as well as quasi-governmental organizations (such as
the United Nations and the Organisation for Economic Co-operation and
Development), to determine where TEI should be engaging in advocacy work
and similarly identify where TEI should avoid engaging.
Create list of advocacy priorities by target and by committee to enable TEI to be
more assertive in its advocacy program. Ensure matching of advocacy goals, staff
and member capacity, and other resources.
Review approval process for advocacy submissions and use technology more
effectively to develop and communicate advocacy.
Goal Area C— GLOBAL OPERATIONS AND INITIATIVES
Objective 1:
Objective 2:
Review current and define future scope and roles outside of North America (i.e.,
audience, actions, education, advocacy, etc.).
Enhance opportunities for non-North American members to participate in TEI
activities (educational programs, advocacy projects, and networking).
Goal Area D — MARKETING, COMMUNICATIONS, AND PUBLIC RELATIONS
Objective 1:
Objective 2:
2
Investigate use of alternative, preference-based communication methods and
strategies (content and delivery method) at the Institute-level.
Evaluate networking channels (e.g., face-to-face, social media, forums, mobile
apps, website, tweeting during meeting sessions, etc.) that encourage
participation and enhance interaction.
Stephen C. Carey, The Association and Nonprofit Strategic Planning and Research Guide.
6
Objective 3:
Objective 4:
Create an interactive database based on membership experience, preferences,
and practice areas to enable TEI to target individual member needs and desires
by means, for example, of effective, stratified email tools (e.g., Canadian
members, state & local tax professionals, Chicago members, etc.).
Assess whether TEI’s print magazine, or some combination of print and edelivery, is the best and most cost-effective method for communicating with the
members. Consider effect of format on timeliness of content, use of photographs
and graphics, sponsor reaction, and member preference for different formats.
Goal Area E — MEMBERSHIP RECRUITMENT, RETENTION, AND NETWORKING
Objective 1:
Objective 2:
Objective 3:
Objective 4:
Objective 5:
Become customer service centric in all that we do for our members, developing
customer service criteria and metrics for each function of TEI.
Assess membership eligibility requirements, á la carte pricing, and the value
proposition by membership segment to ensure TEI maximizes individual
member satisfaction (i.e., return on investment).
Develop and execute networking strategy for the diverse segments within the
membership (e.g., CTOs, new and younger members, geographic, industry, and
specialty areas).
Assist the chapters in developing recruitment tools including quantified value
propositions for all items/services TEI provides its members. Review the need
for an Institute-level recruitment campaign (including chapter-based
components). Focus on smaller tax departments, younger members, and other
segments, emphasizing particularized member value.
Create opportunities for newer and younger practitioners.
Goal Area F — CHAPTER DEVELOPMENT AND RELATIONS
Objective 1:
Objective 2:
Reevaluate content of annual leadership seminar and consider expanding
attendance cadre.
Review current Institute-chapter relationship and improve connections between
chapters and Institute using onsite visits, web, and social media tools.
Goal Area G — GOVERNANCE AND MANAGEMENT
Objective 1:
Objective 2:
Objective 3:
Conduct a governance and management assessment to ensure the structure
facilitates future operations.
Review IT and association management software systems to ensure they
facilitate TEI management and operations.
Review diversity make-up of leadership on the Board and committees to ensure
leadership is reflective of membership.
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Tactical Initiatives
Tactical Initiatives (TIs) spell out how objectives will be implemented and outline an action
plan. They, in combination with the work plans, should answer the “Who, What, Where, When,
and How” [of the related Objective] Most important, tactical initiatives are the link between the
strategic plan (through objectives) and the annual plan of work that will implement the strategic
plan.3
Goal Area A — EDUCATION
Objective 1:
Evaluate Institute-level Continuing Education programming, including relevance
and execution of all aspects of the two major conferences.
Tactical Initiative A.1.1:
Identify trends in all Institute-level programming (i.e., profit levels,
attendance levels). Evaluate whether current Institute-level
programming meets needs of membership (content, format, length,
frequency, and balance with regional offerings). Suggest changes to
revise programming.
Tactical Initiative A.1.2:
Assess effect of no-fee programs (e.g., those offered by law and CPA
firms) and how TEI can enhance and maintain ―value‖ with its feebased offerings. Develop a quantifiable value equation to differentiate
and promote TEI’s menu of educational programs.
Objective 2:
Review and strengthen delivery mechanisms for all TEI educational offerings.
Tactical Initiative A.2.1:
Objective 3:
Review and evaluate program content to ensure TEI is serving the wide diversity
of its membership in all areas (geographic, industry, younger members, aspiring
members, etc.).
Tactical Initiative A.3.1:
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Review, strengthen, and balance TEI delivery mechanisms such as
online, webinars, social media, conferences, courses, seminars, etc.,
to ensure the delivery vehicles match preferences of membership.
Determine whether content of Institute-level meetings and regional
meetings are appropriately balanced (e.g., by reviewing programs for
past 3 years), and adjust future programs accordingly. Ensure all
segments are served by appropriate content.
Stephen C. Carey, The Association and Nonprofit Strategic Planning and Research Guide.
8
Tactical Initiative A.3.2:
Objective 4:
Determine attendee diversity (e.g., gender, regional, member vs.
non-member, experience by job title, years of membership, program
attendance, and industry type) of Institute-level meetings (e.g., by
reviewing results for past 3 years) and use data in creating
marketing materials such as email solicitations and mailers targeted
to different segments.
Leverage chapter educational programs across the organization (e.g., can
programs be shared across chapters and regions?).
Tactical Initiative A.4.1:
Review Institute-level and chapter educational menu and develop an
intranet application for sharing education and other key information
(e.g., explore posting chapter educational meetings on TEI’s
website).
Goal Area B — ADVOCACY AND GOVERNMENT LIAISON
Objective 1:
Define and develop a plan for TEI's role in U.S. tax reform going forward.
Tactical Initiative B.1.1:
Objective 2:
Identify key governments, as well as quasi-governmental organizations (such as
the United Nations and the Organisation for Economic Co-operation and
Development), to determine where TEI should be engaging in advocacy work
and similarly identify where TEI should avoid engaging.
Tactical Initiative B.2.1:
Objective 3:
Develop TEI engagement strategies for country governments as well
as quasi-governmental organizations.
Create list of advocacy priorities by target and by committee to enable TEI to be
more assertive in its advocacy program. Ensure matching of advocacy goals, staff
and member capacity, and other resources.
Tactical Initiative B.3.1:
Objective 4:
Tax Reform Task Force to create an advocacy plan to monitor
legislative developments and identify advocacy opportunities. When
opportunities are identified, Tax Reform Task Force, in conjunction
with the relevant committees, will prepare advocacy as warranted for
review by Executive Committee.
Conduct a periodic review of advocacy initiatives that ranks
initiatives by importance (comparing them against overall Institute
goals and focusing on compliance and administration of legislation
and rulemaking changes), including estimates of required staff
resources and outside spending needs, to ensure coverage of priority
issues and workload balance among staff. Include anticipated
deadlines to assist in scheduling necessary Executive Committee
review of advocacy submissions.
Review approval process for advocacy submissions and use technology more
effectively to develop and communicate advocacy.
9
Tactical Initiative B.4.1:
Communications & Technology Committee to assess the capability of
TEI’s website (and associated collaboration tools) to facilitate
member participation in the submission process. If the current
website does not enable this expanded involvement, review costeffective alternatives and implement where appropriate. Heighten
member awareness of advocacy submissions.
Goal Area C — GLOBAL OPERATIONS AND INITIATIVES
Objective 1:
Review current and define future scope and roles outside of North America (i.e.,
audience, actions, education, advocacy, etc.).
Tactical Initiative C.1.1:
Objective 2:
Implement recommendations of Global Tax Advocacy Task Force
(concerning, e.g., audiences for and types of advocacy).
Enhance opportunities for non-North American members to participate in TEI
activities (educational programs, advocacy projects, and networking).
Tactical Initiative C.2.1:
Assess need for Institute-developed tax courses and other programs
to educate non-North American members in U.S. tax laws.
Goal Area D — MARKETING, COMMUNICATIONS, AND PUBLIC RELATIONS
Objective 1:
Investigate use of alternative, preference-based communication methods and
strategies (content and delivery method) at the Institute-level.
Tactical Initiative D.1.1:
Objective 2:
Evaluate networking channels (e.g., face-to-face, social media, forums, mobile
apps, website, and tweeting during meeting sessions) that encourage
participation and enhance interaction.
Tactical Initiative D.2.1:
Objective 3:
Conduct review of current communications to members and
potential alternatives and develop a comprehensive association-wide
marketing and communications plan.
Benchmark with other professional associations (e.g., bar and CPA
associations) concerning communications channels and document
best practice. Ensure networking efforts differentiate among different
membership segments. Evaluate the value of various options and
propose new channels. Consider all options including new ideas and
established ones that have proven successful (e.g., conference calls).
Create an interactive database based on membership experience, preferences,
and practice areas to enable TEI to target individual member needs and desires
by means, for example, of effective, stratified email tools (e.g., Canadian
members, state & local tax professionals, Chicago members, etc.).
10
Tactical Initiative D.3.1:
Objective 4:
Evaluate current and, as necessary, improve association
management system to ensure delivery of content and services are
targeted to different membership segments. Develop communications
and training strategy for staff, committee chairs, and other TEI
leaders to enable their use of TEI’s tools and solicit their input on key
uses.
Assess whether TEI’s print magazine, or some combination of print and edelivery, is the best and most cost-effective method for communicating with the
members. Consider effect of format on timeliness of content, use of photographs
and graphics, sponsor reaction, and member preference for different formats.
Tactical Initiative D.4.1:
Research communications strategies of similar organizations and
document best practices. Review alternatives to print magazine,
considering costs and advantages and disadvantages.
Goal Area E — MEMBERSHIP RECRUITMENT, RETENTION, AND NETWORKING
Objective 1:
Become customer service centric in all that we do for our members, developing
customer service criteria and metrics for each function of TEI.
Tactical Initiative E.1.1:
Objective 2:
Develop an overall customer service plan, including metrics to
document effectiveness among different TEI segments.
Assess membership eligibility requirements, á la carte pricing, and the value
proposition by membership segment to ensure TEI maximizes individual
member satisfaction (i.e., return on investment).
Tactical Initiative E.2.1:
Appoint a Task Force to assess potential á la carte pricing for
different membership segments to ensure TEI maximizes individual
member return on investment.
Tactical Initiative E.2.2:
Appoint a Task Force to assess whether TEI should adjust or
eliminate the five-year corporate tax experience requirement and
other membership criteria. Gauge the effect this change may have on
Chief Tax Officers and other senior members.
Tactical Initiative E.2.3:
Evaluate how TEI prices membership and determine appropriate
dues level. Consider whether membership in TEI should be changed
from a professional (individual based) to a trade (company)
membership organization, whether TEI should provide volume
discounts (for multiple members from same company), etc. Examine
whether dues should include a minimum amount of educational
training (i.e., 2 webinars, season passes, etc.) as a key membership
benefit.
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Tactical Initiative E.2.4:
Objective 3:
Develop and execute networking strategy for the diverse segments within the
membership (e.g., CTOs, new and younger members, geographic, industry, and
specialty areas).
Tactical Initiative E.3.1:
Objective 4:
Develop a segmented networking strategy for each program and
member segment at all appropriate meetings.
Assist the chapters in developing recruitment tools including quantified value
propositions for all items/services TEI provides its members. Review the need
for an Institute-level recruitment campaign (including chapter-based
components). Focus on smaller tax departments, younger members, and other
segments, emphasizing particularized member value.
Tactical Initiative E.4.1:
Objective 5:
Assess the value proposition by membership segment and by
program or service. Examples of membership segments to consider
are CTOs, younger members, large vs. small companies, U.S. vs.
non-U.S. members, state tax professionals, international tax
professionals, industry groups, and CAP taxpayers.
Integrate local chapter and Institute-level recruitment efforts.
Create opportunities for newer and younger practitioners.
Tactical Initiative E.5.1:
Identify best practices used by other professional associations to serve
younger members (e.g., young lawyers division of bar associations).
Focus networking efforts on younger members’ needs and priorities.
Evaluate value of various options and propose new ways to meet
needs of younger members. Consider options including new ideas
and ones that have proved successful for other organizations (e.g.,
possible new category of member, mentoring one-on-one or in circles,
virtual meetings, conference calls, etc.).
Goal Area F — CHAPTER DEVELOPMENT AND RELATIONS
Objective 1:
Reevaluate content of annual leadership seminar and consider expanding
attendance cadre.
Tactical Initiative F.1.1:
Objective 2:
Determine future objectives for this meeting (both at the Institute
and chapter level), independent of current agenda and perform gap
analysis.
Review current Institute-chapter relationship and improve connections between
chapters and Institute using onsite visits, web, and social media tools.
Tactical Initiative F.2.1:
Determine ways to integrate chapter officers more effectively into
Institute-level organization. Currently lower ranking officers don’t
have sight lines into Institute operations. Create leadership
instruction program for chapter officers that provides leadership
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development and chapter association management governance
training.
Tactical Initiative F.2.2:
Create an intranet to facilitate inter-chapter communications.
Goal Area G — GOVERNANCE AND MANAGEMENT
Objective 1:
Conduct a governance and management assessment to ensure the structure
facilitates future operations.
Tactical Initiative G.1.1:
Objective 2:
Review IT and association management software systems to ensure they
facilitate TEI management and operations.
Tactical Initiative G.2.1:
Objective 3:
Conduct a comprehensive governance and management assessment
and use the recommendations to modify or restructure governance
and management components as necessary.
Following assessment of TEI’s IT infrastructure (e.g., association
management system), using outside resources as appropriate,
Communication & Technology Committee will identify and assess
options for improvement, together with pros and cons of each, for
consideration by Executive Committee. As appropriate, develop
vendor RFP in respect of selected option(s).
Review diversity make-up of leadership on the Board and committees to ensure
leadership is reflective of membership.
Tactical Initiative G.3.1:
Refine TEI’s diversity policy for various segments of TEI’s
leadership.
Tactical Initiative G.3.2:
Encourage chapters to assess and improve diversity of their
leadership.
Tactical Initiative G.3.3:
Review the nominating committee procedures to determine how best
to advance diversity goal in the nominating committee policies and
procedures.
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