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?
With no specific goals rolled out to your project, there can be no expected improvements in the foreseeable future

7. Development of Existing Projects
Strengths
Weaknesses
Opportunities
Threats
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. Annual ELSA Cycle meeting
Good Governance
Advisory Board
Board Reform
Secretariat Reform
Annual ELSA Cycle meeting

13. Advisory Board AIM Statutory changes Clear Mandate
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. Board Reform AIM Tasks and duties of each IB Member
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. Secretariat Reform AIM Research the legal and financial
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. Annual ELSA Cycle meeting
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. Refocus AIM Define what non political means within
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. Speak Out AIM ELSA Advocacy Programme; Define what
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. Continuity AIM Secure support from partners, institutions and persons
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. Member Value AIM Provide the opportunity to our active members to
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. Retain Talent AIM ELSA shall create an ELSA Mentorship
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
Actual impact 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
Cohesion between 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
Better cohesion 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: Well defined, clear, and unambiguous
Measurable: With specific criteria
Achievable: Attainable and not impossible to achieve
Realistic: Within reach, realistic, and relevant
Timely: With a clearly defined 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 Please send to academicactivities@elsa.org
Before 9 am Friday