Strategic Planning in Key Areas

1. Strategic Planning in Key Areas IX Key Area Meeting, Istanbul 5 September 2019

2. The Purpose • Shared sense of direction • Giving purpose and context • Focus our energy and resources • Streamlining project management • Creates accountability • Increases member and partner value

3. Why is Strategic Planning necessary? How did we get here to here?

4. Very brief history lesson • Late 1980’s: ELR – the first AA project – is born • 1995: IFP is born • Mid 1990’s: ELR turns to SPEL • 1996: ELSA’s first LRG (lasted 3 years) • 2003: EMCC is born • 2010: SPEL dies • 2011: VP MCC is born (AA no longer does MCCs) • 2012: LRG is institutionalised with a timeline • 2013: Manual for SAP • 2013: ELSA Day and EHRMCC are born (latter done by VP MCC)  • 2015: ELR is resurrected • 2017: ELR (temporarily) discontinued + EHRMCC moved to VP AA • 2018: EMCC turns to Jackson • Tbc….

5. The lessons is • Coherent projects require long-term planning • Development and change take time • Our projects should be intentionally contributing to the philosophy statement of ELSA

6. Strategic Planning for New Projects • A need for the project – blue ocean strategy • Cost/benefit analysis: Does the project bring more value to members, partners and the network than the resources spent organising it? • Setting goals: Where is the project in • 6 months • 1 year • 5 years • … and how do you get there?

7. Development of Existing Projects SWOT analysis

8. Questions?

9. The Strategic Goals of ELSA

10. The Structure • 3 Goals • 10 Foci • Operational Goals  “to do list”

11. Three Main Goals • Good Governance • Living Vision • An Engaging Association

12. Good Governance Board Reform Advisory Board Secretariat Reform Annual ELSA Cycle meeting

13. AIM Create an ELSA Advisory Body that consults the International Council and the IB on long-term projects and planning, by giving advice, improving knowledge management and transition. Advisory Board • Statutory changes • Clear Mandate • Boundaries between the IB and the AB • An immediate past board member, an Alumnus and external consultants

14. AIM Ensure the sustainability of ELSA by allowing the IB to effectively fulfil its mandate. Board Reform • Tasks and duties of each IB Member • Number of IB Members • Professional Training for IB and outsourcing some tasks to professionals • Focus on HR, IT, External Relations and Marketing Strategy

15. AIM Ensure the sustainability of ELSA by establishing a professional Secretariat, responsible for the day-to-day management and administration. Secretariat Reform • Research the legal and financial implications of having a Secretariat • Duties and responsibilities of such an organ (Mandate) • Call to Association Management Companies • Research for applicable grants on such expenses

16. AIM Developing a performant annual cycle meeting allowing ELSA to plan, review and evaluate the goals to be accomplished during the calendar year. Annual ELSA Cycle meeting • Revision of current timeframe of the international events • Adopt Quality Standards for international events • Research on e-voting! Clarify what BEE really means and what is the goal and the scope of the 2nd IPM • Checks and Balances between IB and Council after spring ICM • Research on e-voting!

17. A Living Vision Refocus Speak out Continuity

18. AIM Strengthen the ELSA identity by creating a clear understanding of what the purpose statement means for today’s members, in different countries and settings and how it defines and determines our actions. Refocus • Define what non political means within international association law and practice • Create a clear understanding of the purpose statement of ELSA • Develop Human Rights awareness by aligning certain activities with these goals / Human Rights Partnerships • Acknowledge legal matters and encourage Social Responsibly through a holistic approach • Strategic plan to increase the awareness and knowledge of IFP

19. AIM Be ‘the voice’ of European Law Students. Speak Out • ELSA Advocacy Programme; Define what ELSA Advocacy means for our members • Research the legal, financial and reputational implications of an ELSA Advocacy Programme • Develop awareness on the Rule of Law and UN Sustainable Development Goals • Advocate on matters that concern law students

20. AIM Ensure a more cohesive, mutually beneficial and long-term relationships with the partners of ELSA, as well a its Officers and Members. Continuity • Secure support from partners, institutions and persons • New ways of involving our partners and trainers in the work of ELSA • Highlight the success of its past members (i.e. through testimonials) • Create a training Strategy with the International Trainers’ Pool

21. An Engaging Association Member value Community Retain Talent

22. AIM Identify and focus on those activities that offer the most value to ELSA members. Member Value • Provide the opportunity to our active members to acquire skills for life • All officers shall be recognised for their position or skills through cooperation with certified trainers or firms • Improve the quality of reporting; utilisation of the State of the Network Inquiry • Participation to all projects should ensure recognisable and official participation certificates to all of the members • Create benefit schemes for all the members, such as an ELSA membership card

23. AIM Create a strong ELSA social brand, by uniting members and Officers under one brand and one vision. Community • Consistent identity towards international legal partners • Increase the understanding of ELSA and ELSA related activities for all its members and in particular externals • Focus on regional events to boost internationality • The websites must give a clear and easy overview of ELSA’s activities and shall be renewed annually • ELSA shall develop its brand and establish a unified image as an international and professional association, by regulating the ELSA Brand and the brand of projects more rigidly • Create templates to ensure uniformity of image and carry out a public relations’ strategy

24. AIM To retain the voluntary involvement and skills of Officers after their active years, through collaboration with alumni associations of ELSA. Retain Talent • ELSA shall create an ELSA Mentorship programme in which alumni help, advice and mentor; • Encourage officers to partake in their alumni associations, in accordance with the Human Resources Strategy • Create an alumni database and a donation system in collaboration with the alumni associations of ELSA

25. Discussion Where does AA & MCC fit in?

26. The AA & MCC Development Goals – so far Legal Writing - General • Legal English partner(s) • Natural progression through ELSA’s Legal Writing projects

27. The AA & MCC Development Goals – so far Legal Research Groups • Actualimpact with reports • Improve educational aspect of project • Connect to Delegations

28. The AA & MCC Development Goals – so far ELSA Law Review • Online presence research platform • Academic Board

29. The AA & MCC Development Goals – so far Academic Competitions - General • Cohesionbetween the ACs

30. The AA & MCC Development Goals – so far ELSA Negotiation Competition • Harmonisation of ENCs in the network • Detaching the ENC from the INC • Institutionalisation of ENC Coaching System

31. The AA & MCC Development Goals – so far ELSA4Schools • Develop project in similar fashion to ENC • To be used as a HR recruitment tool for ELSA • Improves civil relevancy of ELSA

32. The AA & MCC Development Goals – so far Moot Court Competitions - general • Bettercohesion and synergies

33. The AA & MCC Development Goals – so far John H. Jackson Moot Court Competition • Sustainable finances • Stable Regional Round System • Agreement between ELSA and WTO • Expansion • Improvement of marketing strategy

34. The AA & MCC Development Goals – so far European Human Rights Moot Court Competition • Sustainable finances • Stable Regional Round system • Improving connection with ECtHR • Better sportsmanship

35. The AA & MCC Development Goals – so far National and Local Moot Court Competition • Coaching system • Case database • IFP Focus

36. How to create a Development Goal? SMART goals • Specific: Welldefined, clear, and unambiguous • Measurable: With specificcriteria • Achievable: Attainable and not impossible to achieve • Realistic: Withinreach, realistic, and relevant • Timely: With a clearlydefined timeline Structure • Goal • Means

37. Discussion What should be the overall direction in AA & MCC? • Educational core of the events • Follow up and utilising our events

38. Presentations • Pleasesend to academicactivities@elsa.org • Before 9 amFriday