Outcomes and Strategies to June 30, 2009

Outcome #1

We will be a leading and respected source of legal knowledge, education and training in Ontario as measured by the consistently high quality of our CLE programs, the enthusiastic participation of leading members of the bench and bar, and the level of satisfaction of those who attend our programs and purchase our materials.

Strategies

1. Develop a curriculum of high quality and practical substantive programs directed to each level of practice (essential, intermediate and advanced) and across each area of law. A major portion of these programs should be repeatable and updatable from year to year, and, where appropriate, delivered through relevant technologies for remote learning.
2. In consultation with the LSUC and other not for profit CLE providers, develop and implement a co-ordinated response to the needs of the profession for CLE.
3. Promote, administer and deliver programs throughout Ontario in the most effective manner possible, conducting credible surveys on a regular basis to obtain and analyze market and registrant satisfaction with PD products and services.
4. Enhance and promote the provision and delivery of CLE on a consistent basis throughout the Province.
5. Approach the LSUC to ask them to cede copyright on the Bar Admission materials to permit updating and publication by the OBA.
6. Assess the licence materials to identify gas from previously available materials and take appropriate action to fill the gaps.
7. Urge LibraryCo to facilitate technological support for the participation of lawyers in PD events by webcast.
8. Target teleseminars and web based delivery as a more widely used PD tool.
9. Communicate the certification of a CLE program by the LSUC better.
10. Advertise the web planner and ensure that OBA programs are on it.
11. Plan CLE events with both local and non-local member speakers at Regional centres.

Outcome #2

55% of OBA members will be enrolled in one or more Sections by June 2009. We will have committed and dedicated Section Executives representative of the membership across the Province who will take ownership of this outcome and who will commit to grow their Sections.

Strategies

1. Complete comprehensive surveys of OBA members who are/are not members of Sections to determine why they have/have not joined a section(s).
2. Using this survey information develop a widespread program to market enrolment in sections based upon the survey results obtained through Strategy 1.
3. Develop a business case for forming an Eastern Ontario Branch of the 6 core OBA sections (with local staff support) as a pilot project.
4. Based on Survey, develop a financial incentive program for members joining more than one Section, offering progressive discounts on Section enrolments.
5. Develop minimum standards/outcomes for Section activities and produce a volume of high quality section programs and newsletters consistent with these standards and to include regional representation on the Section Executives.
6. Institute aggressive actions to generate more section memberships with pricing and incentives to attract members on the basis of improved value.
7. Stress the educational value of the content of Section Programs by means of widespread and comprehensive marketing.
8. Utilize new and existing technological platforms for the delivery of section programs to OBA members outside the GTA on a timely basis.
9. The officers of each section will be required to commit to meeting the minimum standards set for the Section activities and growing their respective sections as a top priority item by means of the inclusion of this commitment in the nominating material for the election of Section Officers.
10. Monitor through staff Section activities which may affect francophone lawyers, including ensuring the use of correct translation or terminology associated with a new law or practice.
11. Have Sections co-ordinate programs for topics that appeal across multiple Sections.

Outcome #3

While 100% remains our ultimate goal at least 60% of lawyers practising in Ontario will be members of the Canadian Bar Association/Ontario Bar Association by June 30, 2009. The membership base will include a representative cross-section of the profession in Ontario based on geographic, demographic and practice area diversity.

Strategies

1. Develop customized recruitment and retention campaigns based on pre-identified areas of practice, special interest or membership category.
2. Include a descriptive portion on membership forms which asks members on a voluntary and confidential basis to self-identify their demographical data.
3. Promote membership to a variety of legal associations to better reflect the diversity within the profession.
4. Create a monetary valued proposition with direct correlation between the membership fee and the benefits available to members.
5. Conduct membership surveys to monitor satisfaction levels on a wide spectrum of products and service offerings.
6. Produce statistical data using a variety of perspectives by comparing the OBA membership to the profession as a whole, so that Membership can direct recruitment campaigns to under-represented groups.
7. Work collaboratively with the National organization and other branches to develop specialized member services and benefits, including periodic reassessment of benefits to ensure that the benefits provide cost savings and real value to the members as the first criterion of such benefits.

Outcome #4

Advocacy & Government Relations

We will have an effective, proactive system whereby the OBA promotes positions on behalf of its membership on legislative, business, and public issues, and which promotes better resources for the justice system and demonstrates the necessity of the rule of law and the essential role of lawyers in society.

Strategies

1. Institute and maintain a process with the various OBA sections, committees and task forces to identify advocacy issues.
2. Form alliances with other professional legal organizations as appropriate to develop joint positions on issues affecting lawyers, the administration of justice and the practice of law.
3. Develop proactive recommendations/solutions for presentation to government on issues of concern and promote or achieve consensus where possible.
4. Achieve an average of no fewer than 10 meetings per year with key government representatives (elected and civil servants) to develop and maintain a network of contacts.
5. Produce monthly summaries/status reports of various issues with member-wide distribution. Facilitate the identification and communication of all issues developing within Sections, Committees and Task Forces to the Executive Committee.
6. Provide relevant public service/consumer communications.
7. Reconstitute the Political Action Network in 2007-2008.
8. Advocate for the provision of adequate French language services in the judicial system by the appointment of additional bilingual francophone judges and the employment of bilingual staff in court offices and court rooms, and similarly in the administrative justice system.
9. Assess, with the assistance of the Official Languages Committee, the implications of any positions being advocated by OBA from the perspective of the needs of the Ontario francophone population and develop strategies to co-ordinate our advocacy with other interested francophone stakeholders.
10. Develop advocacy strategies to implement the commitment to equality and diversity contained in this Plan.

Communications

We will enhance OBA’s communications abilities to ensure that our members, stakeholders and the media are being provided with pro active, relevant materials that communicate our message.

Strategies

1. Conduct a complete communications audit to better understand our members’ preferences with respect to information on OBA activities, to ensure that OBA is maximizing all communications opportunities and utilizing relevant technologies to achieve our goals.
2. Develop a system whereby volunteers in OBA sections, committees, task forces and OBA staff work together with AGR & communications to identify and provide input into timely issues of interest to our members.
3. Invest in the necessary technology to develop and implement a well-managed, comprehensive communications and media strategy for the OBA which establishes our unique brand
4. Develop and maintain relations with other legal, professional and stakeholder groups to facilitate the communications / media strategy, and to provide a vehicle for the infusion of new ideas and initiatives which can be utilized by the OBA
5. Maintain a proactive media strategy to develop a consistent media presence with the Queen’s Park Media Corps and other media throughout the province.
6. Improve the information flow between francophone members of the OBA and the CBA on advocacy issues, in general.
7. Improve the awareness of OBA members and non-members of OBA advocacy on issues and successful outcomes of OBA advocacy efforts.
8. Maintain and enhance the OBA website.
9. Encourage law firms to identify on their internet the CBA and OBA Websites to encourage access and full utilization.

Outcome #5

Volunteer Management, Recognition and Reward

We are a volunteer driven and dependent organization with a formal system for the management, recognition and reward of volunteers so as to encourage participation and minimize out of pocket costs of that participation.

Strategies

1. Maximize ways of recognizing contributions by volunteers, whether by awards or otherwise, which adhere to the principles of fiscal responsibility set out in the Financial Policy Manual.
2. Invest in improving the skills of members in managing volunteers and in improving the performance of volunteers.
3. Improve volunteer/staff relations and communications.
4. Develop a reasoned Code of Conduct for both volunteers and staff to be implemented through appropriate mechanisms.
5. Develop a review system with respect to the governance structure within the OBA in order to assess current and future alignments.
6. Maximize ways of developing networking opportunities for volunteers that combine learning and working opportunities with social events, including developing an inventory of volunteers whose musical and cultural talents can be used to support such events
7. Develop an inventory of institutional or community resources and sites that have technological capabilities and other facilities in regional and smaller centres that can be utilized by the OBA and by individual members for events or sites for legal processes involving large numbers of people.

Members not in full-time Practice

We will have established coherent programs to assess the needs of the various categories of non full-time practising members so that the OBA can address the needs and the potential areas of contribution by such members to the OBA's goals to be the true voice of the legal profession.

Strategies

1. Refer the issue of the needs of non full time practising members of the OBA to the PD Co-ordinating Committee, Membership Committee, Sections, the AGR and the Foreign Conference Committees for input.
2. Co-ordinate the input received from the process described in number 1 and develop and make recommendations to Executive for future actions and priorities.
3. Raise awareness of the resources and opportunities available among the non full time practising members of the OBA to the achievement of the OBA's objectives.
4. In consultation with the Membership department, review methods of making membership more affordable and attractive.

Marketing, Sponsorship, Non-Governmental and Non-Public Stakeholder Relations

We will have an effective, balanced and efficient system of programs and campaigns designed to enhance the OBA’s visibility and brand awareness to identify, cultivate and maintain synergistic relationships with individuals, corporations and organizations with the potential to assist the OBA in fulfilling its objectives to

I) support the voice of the legal profession, and

II) enhance the OBA’s activities.

Strategies

1. Through a comprehensive marketing plan, produce aligned materials to position the OBA and its brand. (Within CBA guidelines)
2. Professionalize and resource the Sponsorship Program in order to execute a highly effective non-dues based revenue model with benchmarked year over year growth and efficiencies with the aim of establishing long term, complimentary relationships.
3. Establish a system of protocols for Non-Governmental and Non-Public Stakeholder relations aimed to cultivate and maintain synergistic long-term relationships.

Regional Activities

We are a volunteer based organization with representation throughout the entire province providing tangible opportunities for our regional members to interact by creating an OBA “Centre of Knowledge”, which will offer products and services that are relevant to the profession and which will enhance the reputation of the OBA amongst lawyers practicing outside the GTA.

Strategies

1. Create an OBA “Centre of Knowledge” which has advanced technological capabilities and internal flexibility to package and deliver OBA content throughout the province and worldwide.
2. In concert with the Sections and CLE departments, deliver live, and through relevant technologies, a calendar of high quality professional development programs presented and delivered on a timely basis.
3. Identify needs in product, service and delivery options by listening to both members and non-members in the regions and respond to concerns through appropriate and time-sensitive mechanisms.
4. Identify equipment and technology needs and best practices for lawyers establishing a new law firm or practice, including recommendations for utilizing current equipment and technology to provide cost effective, accessible, efficient client service.

Outcome #6

PROPOSED NEW OUTCOME 6 Equity and Diversity

The OBA will be a diverse association that facilitates and promotes equity and diversity in the legal profession.

Strategies

1. Work co-operatively with the National organization to update and enhance CBA’s and OBA’s knowledge of the diverse nature of the legal profession.
2. Identify barriers for specific groups to entry and progress within the legal profession, the judiciary, the administrative justice system and the CBA and undertake initiatives to diminish barriers within the CBA.
3. Continue advocacy and education initiatives in support of French language services throughout the administrative justice and judicial systems, in adjudicators and judges, in support staff within and outside hearing rooms and court rooms and in public offices serving the people of Ontario.
4. Advocate for change within the justice system, the legal profession and the CBA to recognize the different needs of all members of the legal profession and to provide appropriate accommodation through technology, infrastructure and education to allow full participation by lawyers requiring accommodation.
5. Promote substantive equality within the legal profession and Canadian society through advocacy and education initiatives, and in law reform.
6. Identify language or cultural barriers for specific groups that prevent or inhibit their members enjoying full access to participation in the justice system, and develop collaborative approaches to assist the relevant groups and institutions to provide appropriate access.
7. Encourage the utilization of the OBA facilities and expertise by legal associations defined by ethnicity or language in a pilot program commencing spring 2007 in accordance with the approval by Executive Committee January 18, 2007, the results of which are to be reported to Council in September 2008.
8. Support the implementation of the recommendations of the Superior Court of Justice Courts Disabilities Committee Report “Making Ontario’s Courts Fully Accessible to Persons with Disabilities” published January 2007.

Outcome #7

We will have achieved a balance between the revenues and expenses for the Association, thereby maintaining adequate working capital reserves in the form of liquid assets.

Strategies

1. Finance Committee to present balanced budgets after accounting adjustments, which reflect resource allocation consistent with the Strategic Plan.
2. Create a three year capital plan, which reflects resource allocation consistent with the Strategic Plan.
3. Employ marketing and scheduling protocols which reduce the unused capacity of the conference centre after OBA’s programs and event needs are met.
4. Assess the projects under this plan on the basis of carrying out the Core Activities of the Association rather than revenue generating potential.
5. Explore new sources of non dues revenue, e.g. sponsorships, grants, etc.

Outcome #8

We have fully integrated technology systems which permit the OBA to function effectively and efficiently, and deliver appropriate services and benefits to Members.

Strategies

1. Support Membership and Sections initiatives for retention and growth by augmenting, updating, managing and mining membership database information.
2. Support initiatives for enhancing the timeliness and utility of content available to members in electronic format.
3. Support professional development initiatives for the broadcast and digital distribution of educational programs in formats requested by members.
4. Develop and support technologies designed to facilitate the sharing and exchange of information among communities of similar interests.
5. Employ up-to-date technologies to facilitate the delivery of information directly to members as subscribed.
6. Develop and implement a capital plan to ensure that OBA technologies are current and that computer and other systems provide appropriate support to permit OBA staff to function at peak efficiency, and Members to have appropriate access to digital services.
7. Ensure that Members are informed on where and how they can make greater and more effective use of educational and communications technologies for advancing individual, section and OBA interests.
8. Develop and implement a plan to provide a basic technology consulting service for members as a free benefit of OBA membership.