Stated Meeting Committee Report Template

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1 Stated Meeting Committee Report Template As you know, AIPLA has a Strategic Plan the guides the direction and activities of the Association. Each committee plays in integral role, independently and through combined efforts, in helping the Association move towards its established goals. To further align the work of the committees with the strategic objectives of the Association, we have established a template to be used by committees when preparing and submitting reports for each stated meeting, and for inclusion in the ebulletin. As a reminder for those Chairs and Vice Chairs who saw the presentation on the Strategic Plan in Orlando and in San Francisco, and for those new Chairs and Vice Chairs, here is the current Vision, Mission, Value Statement, and Strategic Objectives Our Vision AIPLA will expand its role as an innovator, powerful advocate, and visible global leader in intellectual property through our commitment to education, outreach, member service, and advocacy. Our Mission We serve our members, fostering their professional and leadership development, helping nurture and mentor them as they advance within our profession, keeping them informed in an everevolving legal environment, and enriching the diversity of the profession in which we practice, while responding to their personal and professional needs; We serve public policy leaders, whose mission is to develop, implement and maintain our intellectual property system, assisting them with objective and unbiased analysis, and helping establish and maintain fair and effective global laws and policies that stimulate and reward innovation and creative works in keeping with the public interest; We serve the public, providing education as to the daily value and benefits of a strong intellectual property system that fosters incentives for creativity & innovation, while balancing the public s interest in healthy competition, reasonable costs and basic fairness; and We serve our association and its employees, providing sound management, financial stability, stable succession, and a vibrant, respectful and collaborative workplace environment, delivering opportunities and support for all to lead, create and thrive.

2 Our Values Passion about Intellectual Property Enduring belief in the importance of intellectual property Encompassing the full spectrum of intellectual property, with a global reach and a balanced pragmatic perspective Demonstrating integrity, trust and objectivity by acting with clarity and transparency A Strong Community Open minded Inclusive & compassionate Collaborative Committed and Visionary Professionals A commitment to exceptional and pragmatic, integrated positions High standards of quality & excellence Demonstrating strong leadership in the field of intellectual property Seeking the engagement, development & mentoring of future intellectual property leaders Our Strategic Objectives There are four core strategies focused on advocacy, public education, member service, and global outreach. There are two underlying strategies to support the core: financial sustainability and governance. Advocacy: AIPLA will provide crucial leadership and unbiased analysis leading the way for world-class policy and decision-making, while attracting membership, ideas, and resources as a highly sought after and respected thought leader. 1. Re-establish legislative committee as standing investigative committee 2. Define criteria & protocols to determine legislative priorities 3. Establish a blue ribbon committee to evaluated current amicus procedures & recommend improvement 4. Develop a consistent government-wide approach to addressing IP related issues throughout government 5. Support advocacy issues through a better informed membership and public

3 Public Education: AIPLA will educate the public about the daily value of intellectual property so that its importance is understood and appreciated. 1. Develop key Public Education message points, materials and audience targets 2. Tailor the message to particular audiences and prioritize 3. Disseminate Public Education tailored messages through specific channels to prioritized audiences Member Service: AIPLA will support the professional and intellectual growth of its members through a flexible organizational framework and innovative channels of communication, delivering outstanding services, cost-effective programs and mentoring opportunities, thereby ensuring that AIPLA remains the premier intellectual property association, and attracts IP professionals from around the world. 1. Implement a comprehensive marketing & communication strategy to exchange and engage with members on a professional and personal daily basis 2. Drive and strengthen education opportunities 3. Maximize the use of electronic communication to encourage a collaborative exchange among members globally. 4. Establish a regional/local networking plan to be energized through the committee structure 5. Improve the effectiveness of the membership structure and tailor benefits 6. Improve the process for recruiting and retaining members 7. Effectively manage resources to drive accomplish member service objectives 8. Increase and improve support for AIPLA s member services through staff and leadership training. Global Outreach: AIPLA will expand its influence to the global community and provide leadership and guidance for the development of sound global intellectual property standards, laws and policies 1. Establish a consistent international presence 2. Reorganize membership committees into coherent international unit 3. Establish a task force of thought leaders in global realm 4. Strengthen ties and partnerships with global organizations, associations & government entities 5. Create mechanisms to provide advocacy, information & leadership in global IP AIPLA integrates financial sustainability into all of its activities undertaken in support of the Strategic Initiative, but also evaluates all activities through the lens of our Strategic Plan. 1. Establishing resource needs for each strategy 2. Providing for economies of scale through integration of strategies

4 Governance and organizational structure will be reviewed and adjusted as we move forward, and as further implications become clear during implementation. 1. Proposing a provisional governing structure which provides board leadership to steer membership committees to implement strategic plan 2. Designing board oversight to guide and support the strategies Each strategy has a board level team that is driving the individual activities related to achieving the strategies identified. Some committees may have already heard from one or two strategic objective groups to advance the projects they have planned, others will be hearing from them soon. We ask that each committee thoroughly review the overall plan for the Association, and think about developing a work plan for the coming Association year, and for future years. We d like to hear from you about what you believe your committee can contribute to the four core strategies. Important Note: You may not have items to report for each specific strategy, and that s OK. Please focus on those areas that you feel your committees activities will contribute to the overall goals of the Association.

5 AIPLA Committee Report DATE: January 18, 2013 [insert date] MEETING: Board/Committee Leadership Meeting[insert meeting title] COMMITTEE NAME: Law Practice Management Committee COMMITTEE LEADERSHIP: [listdave Divine, cchair and Rich Goldstein, V, vice-chair, co-chairs, etc,.] SUBCOMMITTEES: [list subcommittees and leadership if any]2013 Economic Survey SubCommitteeSubcommittee headed up by Colleen Schaller and John Thuermer DISCUSS THE OVERALL MISSION OF THE COMMITTEE AS IT RELATES TO AIPLA s VISION, MISSION, and VALUES: The mission of the Law Practice Management Committee is to provide resources to our members to manage their law practices. One of the main goals of the LPMC is the timely production of the Report of the Economic Survey. A second goal of the LPMC is to provide educational programming and resources to our members related to laws practice management and leadership. A third goal is the LPMC is to provide a forum for discussion of issues related to law practice management. DISCUSS THE COMMITTEES ACTIVITIES RELATED TO ADVOCACY, PLEASE ALSO INCLUDE COOPERATION WITH OTHER COMMITTEES TO SUPPORT THESE ACTIVITIES, if any: N/A The Vice Chair hasthe LPMC is seeking to collaborate with other organizations involved with law practice management. As part of those initiatives, Vice Chair, Rich Goldstein, has written several articles, published by different entities including the ABA and the California Bar. These articles promote law practice collaboration practices, and advocate for fair treatment of attorneys as they seek to compete with non-legal entities which provide legal services electronically. Each of these articles has mentioned the author s involvement with AIPLA LPM CommitteeLPMC in the bio footer.

6 DISCUSS THE COMMITTEES ACTIVITIES RELATED TO PUBLIC EDUCATION, PLEASE ALSO INCLUDE COOPERATION WITH OTHER COMMITTEES TO SUPPORT THESE ACTIVITIES, if any: Since the last Committee report, two monthly teleseminars, one in December and the second in early January, were conducted discussing the The six critical conversations that every successful law firm leader must master. The December call covered the first two critical conversations: #1: Conversation to establish relatedness and rappart and #2: Conversation for possibility. ThenThe call in January discussioncovered was on the next two critical conversations: #3: Conversation for Opportunity and #4: Conversation for Action. The calls are 60 minutes, and the purpose is to facilitate education, discussion, and support related to law practice management and leadership issues we all face. These calls are open to anyone interested in law practice management. Please Rich Goldstein at if you want to participate, have suggested topics for future calls or would like to be involved in planning educational programming for the Law Practice Management Committee. The Vice Chair has also been working with the Fellows to create future leadership training opportunities for AIPLA. Since Llast May, wethe LPMC have been participating in the 2013 Mid-Winter Institute Planning Committee. In particular, we played a major role in planning the Friday afternoon plenary session. DISCUSS THE COMMITTEES ACTIVITIES RELATED TO MEMBER SERVICE, PLEASE ALSO INCLUDE COOPERATION WITH OTHER COMMITTEES TO SUPPORT THESE ACTIVITIES, if any: In early January the 2013 Economic Survey Subcommittee finished their review of the survey questions and forwarded them on to Meghan Donohoe. ARI is in the process of finalizing the online survey with the goal of distributing to AIPLA membership the week of January 21, At the same time AIPLA will be mailing out hard copy to members without addresses. The deadline to return the Economic Survey questionnaire is set for the end of February. The LPMC has also been working with the Fellows to create future leadership training opportunities for AIPLA. DISCUSS THE COMMITTEES ACTIVITIES RELATED TO GLOBAL OUTREACH, PLEASE ALSO INCLUDE COOPERATION WITH OTHER COMMITTEES TO SUPPORT THESE ACTIVITIES, if any:

7 The Vice ChairLPMC was represented by Vice Chair, Rich Goldstein, on the AIPLA delegation that visited Havana, Cuba, with the AIPLA delegation and is seeking to create future opportunities for cooperation between IP practitioners in our countries..n/a

THE BLACK CAUCUS OF THE AMERICAN LIBRARY ASSOCIATION, INC. COMMITMENT TO EXCELLENCE. Strategic Directions

THE BLACK CAUCUS OF THE AMERICAN LIBRARY ASSOCIATION, INC. COMMITMENT TO EXCELLENCE Strategic Directions Strategic Plan Our Mission The primary goal of the strategic The Black Caucus of the American planning