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Birmingham Bar Association Bulletin Fall 2016

Strategic Planning “While we cannot anticipate every change ahead, we can take progressive steps to move through this change in a thoughtful and deliberate manner.” ■ Develop an independent strategic plan for identifying and addressing issues of diversity and inclusion; 3) Adaptation to and utilization of technology: ■ Support bar membership in their efforts to implement and utilize technology in their practices; ■ Continue to develop and refine the BBA website; ■ Promote CLEs addressing current issues related to technology; and ■ Identify and make available resources for members to assist with technology issues; 4) Enhance the image of the profession through community outreach: ■ Support and encourage professionalism among members; ■ Encourage participation in pro bono efforts, particularly through the BBVLP; ■ Support the Bar Foundation to expand and promote its philanthropic projects in the Birmingham community; ■ Identify and support programs that increase the Bar’s involvement in issues relating to the social fabric of the community; ■ Support a fair and impartial judicial evaluation process and empower response to unfair judicial criticism. ■ Develop and implement a public service campaign to educate the public about the law, lawyers, and the legal system. ■ Create a task force to assist with legal issues associated with the World Games; ■ Promote and assist government efforts and programs that enhance their respective communities (i.e., City of Birmingham Land Bank Authority); and ■ Coordinate with State Bar communications office to promote community outreach efforts. 5) Improve communication/coordination: ■ Communicate with the membership using the most effective technology; ■ Continue to support the Membership (Bench and Bar) Retreat; ■ Identify and address issues affecting both the Bench and Bar; and ■ Promote coordination between bar groups, including sections and committees; 6) Support and enhance the long-term financial health of the BBA: ■ Evaluate and pursue potential alternative revenue sources including corporate partnerships, opportunities for rental income, and expanding CLE opportunities; ■ Conduct thorough review of BBA financial structure, including reserve fund and section accounts, to ensure implementation of best practices; and ■ Evaluate the amount and structure of membership dues and assess alternatives to determine if modifications would better support the BBA and its mission. Sharon D. Stuart is a partner with Christian & Small LLP, and Chair of the 2016 BBA Long Range Planning Committee. Birmingham Bar Bulletin/ Fall 2016 23


Birmingham Bar Association Bulletin Fall 2016
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