ABA Strategic Plan

The Strategic Planning Committee

The Strategic Planning Committee (SPC) began its work in October 2023. The committee of 15 members, appointed by President Mary Smith and President-elect Bill Bay, and chaired by Past ABA President Linda Klein, has diligently adhered to a rigorous schedule to present this strategic plan for the ABA to this board at this time.

The strategic plan is intended to guide our future member leaders and staff in their design and implementation of member-serving programs, products and events and day-to-day operation of the American Bar Association for the next three to five years. The plan is the result of extensive efforts and hundreds of volunteer and staff hours dedicated to the process of work designed to ensure the creation of a comprehensive set of goals, objectives and strategies to bring the ABA up to date and prepare it for a successful future.

Two essential inquiries guided the work of the SPC: What is our vision of the American Bar Association in the next decade? What are the necessary steps to make that vision a reality?

Guiding Principles

These principles underlie the foundation of the goals, objectives and actions within the strategic plan:

• Future Vision—Home for all lawyers. The ABA provides lawyers the resources, tools and opportunities all lawyers need to excel in their career while promoting and defending the Rule of Law.
• Focusing on meeting the needs of our members. The ABA is its members. Delivering what our members want and need is our highest priority.
• Meeting the challenges of the day and forging a path to a successful future. The ABA is an historic and unique organization that must continue to meet the needs of the legal system, the legal profession and be the voice of the profession.
• Viewing the future through a lens of diversity, equity and inclusion. Steadfastly advocate for DEI in the profession and civil rights as critical for maintaining trust in democracy and the Rule of Law. Embrace a culture of belonging for all lawyers within the ABA.
• Valuing Content Producing Entities. Within the ABA are profession-leading entities, including sections, divisions, forums, committees, commissions and centers, providing lawyers in all practice areas with opportunities for engagement, professional development, meaningful interactions and knowledge exchange.
• WE are the ABA. Our association will flourish with shared commitments and goals to ensure a thriving and sustainable future. Reinforce the fiduciary obligation of officers and board to the ABA organization.
• Building on ABA Strengths/Opportunities. The ABA continues to be a beacon of excellence in the legal community with a rich tradition of leading and speaking for lawyers and the Rule of Law.
• Enhancing the work of ABA society-serving entities. Society benefits from the work of ABA entities engaged in public-serving activities. Enhancing grant funding will support continuation of programs delivering services, programs, policy and thought leadership.
• Designing a path to financial health. Strengthen the ABA’s financial condition.
• Building a strong, resilient and adaptable ABA. To successfully meet the future, our association must adapt and evolve.
• No one person or group has all the perspectives or all the answers. If we work together and listen to each other and our constituent groups, we can move forward successfully. 

The Strategic Planning Process

The SPC began by gathering information from as many stakeholders and stakeholder groups as possible. Interview questions and reporting methods were developed to standardize our approach. SPC members devoted significant time and effort to conduct outreach interviews with representatives of all sections, divisions, forums, committees, commissions and internal ABA entities. Outside the ABA the SPC interviewed affiliated bar organizations, affinity bar associations and importantly, non-members. The interview process extended over eight months and reached every ABA entity.

A dedicated email address to obtain written submissions was created and announced in the weekly communications sent to all ABA members and via other communication channels, such as the Section Officers Conference and House of Delegates listservs. Members seeking to share their thoughts about what they want the ABA to be and do sent emails to this email address: [email protected].

In collaboration with the ABA Center for Bar Leadership an association-wide survey was designed to obtain information on why lawyers join the ABA, what they value about their membership, their perceptions of the strengths and weaknesses of the ABA and many more critical issues. The survey was sent to approximately 150,000 ABA members. Results were shared with the SPC, and the results informed committee discussions. The full report of the survey is available here.

High-level takeaways from the survey aligned with the issues that emerged in the information gathering work of the SPC. They are:

• Strengths
  • The ABA’s role in providing a national view/analysis of the legal profession, including providing a forum for exploring emerging issues.
  • Breadth and depth of specific practice area/career stage education, insights and tools.
  • The ABA is generally seen as an organization that drives positive change in the profession and justice system. 
  • The ABA fosters strong connections/community among members.
  • The ABA provides strong networking and ability to engage with a cross section of attorneys.
• Weaknesses
  • Perceived mission stray/political bias and polarization.
  • Organizational effectiveness and modernization (organizational silos, governance structure/culture, tech, bureaucracy).
  • Barriers to engagement/involvement (exclusivity, limited opportunities, lack of tech-facilitated options, members’ inability to easily find what they need).
  • Lack of clear/coordinated communication/storytelling about what the ABA is and does.
  • Lack of perceived benefits.

The SPC conducted a facilitated Open Hearing at the Midyear Meeting in Louisville. The event was well attended by members who worked together to consider key issues and how the organization could and should respond to pressing challenges. Attendees were able to indicate their agreement in real time with data recorded during the hearing. The list of important issues created helped guide the SPC in creating the strategic plan.

The SPC was given access to the work of the Sustainable Business Model Task Force and relied specifically on the Task Force’s SWOT Analysis to help shape the content of the strategic plan.

The SPC also engaged in strategic planning exercises that are designed to generate thinking which results in meaningful responses to the two essential inquiries guiding our work: developing a shared vision of the future American Bar Association and the steps, decisions and accomplishments needed to make that vision real. Issues identified in these exercises included:

• Creating an ABA first focus (We are the ABA), committing to shared interests, avoiding internal competition.
• Focusing on young lawyer engagement to facilitate more loyal young members.
• Streamlining and making member engagement and dues structure simpler.
• Breaking down silos within the association, making member engagement more fluid to help members find their best fit in the organization.
• Implementing a communications strategy that strengthens the ABA’s ability to tell our story more effectively.
• Being responsive to members’ desire to have easy access to all ABA content.
• Investing in intuitive, user-friendly technologies.
• Being more flexible and able to adapt to the rapidly changing environment.
• Focusing on accomplishing those things that only a national bar organization can contribute to the profession and legal system.
• Enhancing trust in the quality of the ABA experience, content, programs and events.
• Building a resilient, sound and secure financial foundation.
• Creating a culture of strategic thinking and continuous learning and excellence in all things.

The SPC held two Town Hall Meetings, open to all members and staff, followed by breakout sessions that encouraged open dialogue to obtain further input from engaged ABA stakeholders. The invitation to participate in the Town Hall Meetings was made to all internal entities. Chair Linda Klein presented a 30-minute PowerPoint presentation on the work of the SPC, the issues that emerged during information gathering efforts and set the framework for the breakout sessions that followed her presentation.

The five one-hour breakout sessions had participation from sections, divisions, forums, committees, commissions, centers and other entities. These sessions were facilitated by SPC members, including Michelle Behnke, Barbara Howard and Elizabeth Meyers. The conversations included key inquiries that provided opportunities to hear the perspectives of member leaders on what they hoped the strategic plan would include, their observations of the ABA’s strengths and weaknesses and how to minimize weaknesses and build on strengths. Key ideas mentioned include a focus on young lawyers; what can be done to assist them in finding their best place in the organization; programs that have succeeded on that front within their group; and investing in opportunities for meaningful engagement that leads to loyal ABA members. Groups also discussed the need for better communication within the association and the importance of networking and collaboration among different sections, divisions and forums. They highlighted the need for streamlined user experiences within the ABA, mentioning the need for the website to be more intuitive and user friendly.

The groups deliberated on the financial challenges currently facing the organization. Some members suggested considering simpler dues structures, including one-price models. Member entities expressed their preference that the resource allocation process be both equitable and transparent resulting in predictability to help them develop their budgets more efficiently. The groups expressed the importance of community building, knowledge sharing and collaboration, both in-person and virtually. How to provide members the tools, resources and opportunities to become better lawyers while continuing the ABA’s essential role in serving the public justice system was acknowledged by all the groups to be a pressing challenge that must be met. Not surprisingly members expressed their strong commitment to their group within the association and its importance and meaning in their lives as lawyers. Unifying all the voices heard was the consistent message of support of the ABA and an expressed desire to participate in its continued success.

Finally, in June, Chair Linda Klein presented the strategic plan to the board during its regularly scheduled meeting in Washington, DC. Subsequently, the SPC arranged four one-hour listening sessions with leaders and staff attended by over 50 sections, divisions, forums, committees, commissions, centers and other entities to gather their feedback on the effectiveness of the strategic plan in addressing key issues that the ABA needs to tackle. The SPC utilized this feedback to finalize the strategic plan.

ABA Strategic Plan

The ABA’s mission and goals are articulated in the Policy and Procedure Manual of the organization and remain the organization’s defining statements that have, since its founding, driven the work and achievements of the ABA. This strategic plan for the next five years envisions the ABA as the home for all lawyers, with its purpose to provide lawyers with the resources, tools and opportunities they need to excel in their career while promoting and defending the Rule of Law. In crafting this strategic plan, the SPC thoughtfully considered and addressed the various concerns and expressions of all ABA members and staff, identifying major goals and strategies for implementation. The result is a plan that brings the ABA up to date and prepared to face a dynamic and promising future.

The first strategic goal is to be the home for all lawyers and nurture thriving, inclusive member communities, designed for equal opportunity, professional success and advancing justice. This goal includes advocating for the rights and interests of lawyers, providing rich and useful content, tools and experiences for legal skill building and professional development. It also includes establishing streamlined and user-friendly systems that facilitate members finding their place in the ABA and seamlessly engaging in entities within the association. It recognizes the ABA’s steadfast commitment to diversity, equity and inclusion for all.

The second strategic goal is to maintain and enhance the role of the ABA as the voice of the legal profession, the system of justice and the Rule of Law. This goal includes the time-honored tradition of speaking for the legal profession at the national and international level, advocating for policies and legislation that safeguard the Rule of Law and the rights and interests of the justice system and legal professionals.

The third and final strategic goal is to maintain and grow a strong association, enhancing capacity to navigate challenges, seize opportunities and ensure a successful future. This goal includes important strategies to build a resilient financial foundation to support the association into the future.

The strategic plan sets out these goals made practical by objectives and specific action items that may be undertaken by the association.

While it is crucial to establish specific goals and action items, it is equally important to remain adaptable and open to adjustments as needed.

As we navigate the legal landscape and advocate for our members, we must be prepared to pivot and reassess our strategies in response to external factors, such as changes in legislation, economic conditions and emerging technologies and societal trends. This flexibility will help us better position our organization to address emerging issues and seize new opportunities as they arise.

It is important to note that a strategic plan serves as a roadmap for an organization, outlining its long-term goals and objectives. While it provides a clear direction for where the organization wants to go, it does not typically include specific performance metrics. It is up to senior staff and managers to develop these metrics and align them with the overall strategies identified in the plan. By establishing specific performance metrics, managers can create a system for accountability going forward, ensuring that progress is being tracked and that the organization is on track to achieve its strategic goals. These metrics help to measure the success of the strategic plan and provide valuable insights into areas that may need adjustment or improvement. By developing and monitoring performance metrics, managers can ensure that the organization is moving in the right direction and making progress towards its long-term objectives.

To ensure that our strategic plan remains relevant and impactful, the board, member leaders and professional staff must regularly review and evaluate progress. A yearly assessment including feedback from stakeholders and data defining progress made should be undertaken. Thoughtful analysis and continuous learning will enable agility in decision-making and ultimately drive greater success for our association.

Strategic Goal 1

Be the home for all lawyers and nurture thriving, inclusive member communities, designed for equal opportunity, professional success and advancing justice.

1. Encourage and facilitate each lawyer finding their home in the ABA.
2. Identify needs/wants of members and potential members and tailor programs to meet those values.
3. Produce rich and useful content, tools and experiences for legal skills building and professional development.
4. Commit to exemplifying best practices in DEI to benefit from all the advantages that affords an organization, and advocate for and nurture an inclusive profession that allows all lawyers fair opportunity to fulfill their potential and thrive.
5. Embrace a culture of belonging for all members and potential members.
6. Rebuild the ABA’s member-facing technology, most notably the website, with a strong focus on improving the experience of an average member.
7. Simplify the ABA’s dues structure and streamline the member experience.
8. Embrace and promote technological tools to enhance legal practice and research.
9. Communicate a strategic shift to doing less-better—fostering support for the strategic goals of increased quality and the impact on association performance, improved member experiences.

Strategic Goal 2

Maintain and enhance the role of the ABA as the voice of the legal profession, the system of justice and the Rule of Law.

1. Engage in activities that a national bar organization can accomplish while supporting and representing a diverse profession serving all people.
2. Enhance the ABA’s role as a non-partisan resource in the national dialogue about civic rights and responsibilities and national and international Rule of Law issues.
3. Monitor and respond to threats and opportunities to strengthen the Rule of Law and access to justice for all people.
4. Develop a comprehensive communications strategy focused on proactively crafting the ABA narrative and using its voice effectively.
5. Modernize the communications organizational structure to promote a more comprehensive and effective approach.
6. Continue to perform essential tasks that only the ABA does, including:
   1. Law school accreditation
   2. Draft/recommend Model Rules of Professional Conduct and related publications, standards and caselaw
   3. Evaluating federal judicial nominees
   4. ABA’s role in the administration of justice. 

Strategic Goal 3

Maintain and grow a strong association.

1. Implement an updated, contemporary legal structure with a more integrated strategic model that revolves around the ABA while allowing each ABA- related entity to maintain its unique focus and purpose.
2. Adopt a sustainable business model that ensures long-term viability and financial stability of the association.
3. Establish more efficient governance policies, structures and practices to empower more efficient and effective decision-making and oversight.
4. Establish a process to select a diverse Board of Governors comprised of lawyers active in the ABA and non-lawyers with a range of business expertise, including, for example: finance; marketing; operations; technology; data analytics; and cyber security. Limit board service to one term in the same capacity.
5. Transition to a financial governance model which strengthens the financial condition of the ABA and:
   1. Better allocates ABA resources for the benefit of the overall association
      
   2. Reduces redundancy and improves efficiency across the association, and
   3. Enhances stewardship of long-term investments by investing them using a uniform investment policy as opposed to multiple policies.

Commitment to the Strategic Plan

Leaders of the American Bar Association play a crucial role in shaping the organization's direction and ensuring its success. In order to effectively lead and support the association's mission, it is essential for member leaders and professional staff to embrace and commit to the organization's strategic plan.

A strategic plan outlines the goals, objectives and priorities that the association has set for itself to fulfill its mission and vision. By committing to this plan, member leaders and professional staff are able to align their actions, programs and projects with the overall strategic direction of the organization. This ensures that all efforts are focused towards achieving the common goals and objectives.

By embracing the strategic plan, member leaders and professional staff can also provide a sense of stability and continuity for the organization. The plan serves as a roadmap for the future, guiding decision-making and resource allocation in a consistent and purposeful manner. This helps to create a sense of unity and purpose as we work towards a common vision and set of goals. Similarly, a commitment to the plan can inspire and motivate other members and staff to do the same, creating a culture of accountability and excellence within the organization. And finally, committing to the plan can ensure that actions, programs and projects are aligned with the association's goals and objectives, creating a sense of unity and purpose among members and dedication to the organization's mission.

Next Steps: Implementation Plan

An implementation plan is the next crucial component that will turn our strategic plan into action. While the plan outlines the overarching goals and objectives for the ABA, the implementation plan will provide a detailed roadmap for how those goals will be achieved. By breaking down the strategic plan into identifiable implementation steps, the plan becomes practical and achievable.

Implementation steps will be best designed by a team of professional staff and member leaders.

Measurable: One key aspect of the implementation plan is that it makes the accomplishments of the plan measurable. It will define specific tasks, timelines, milestones and progress to be tracked and measured. Accomplishments will help ensure that the ABA stays on track towards achieving the goals and objectives and help identify potential roadblocks or challenges that may arise. Measuring accomplishments will also help define the parameters of success.

Accountability: Implementation plans also build a system for accountability for getting objectives and goals accomplished. Specific individuals or teams may be assigned responsibility for specific items. This ensures that everyone knows what is expected of them, including deadlines and deliverables. This accountability helps to keep the team focused and motivated, supporting continuous progress towards achieving the plan.

Roles: The Board of Governors and the Executive Director, along with other professional staff, have crucial roles in ensuring the implementation of a strategic plan. The board, for example, identifies priorities that the Executive Director and professional staff use to develop the implementation plan for approval by the board, which may also include different options for the board to evaluate and select to achieve the set priorities. The Executive Director and professional staff manage the day-to-day execution of the strategic plan, providing information, analysis and progress reports to the board. The board monitors and tracks progress, ensuring that the organization has the necessary policies, financial resources and other supports to effectively implement the plan.

Implementation planning is essential for turning a strategic plan into a reality. Making our ABA strategic plan practical, measurable and building in accountability will result in a structured path for achieving our vision for the future American Bar Association.