Vision
The No 1 in-house association
To solidify the number one company lawyer association in Europe.

Strategy
New operating model

Allocation of responsibilities.

Each executive board member has her/his areas of responsibility.

Each executive will be responsible for certain member associations/countries.

Executive Board member or board member (or deputy) responsible for various task forces.

ECLA Board of Directors to meet (or communicate) more frequently.

Limited number of officers in the executive board.

 
Taskforces

Task forces may be established for various projects e.g.

• ECLA as career path
  
• Eastern Training Initiative
  
• Contract Data Base
  
• Language Certificates-English
  
• Language Certificates-French
  
• ECLA List of seminar and conference speakers
  
• ECLA Think Tank
  
• Class Action
  
• ECLA Conference Coordinator
  
• Mediation
  
• Mentorship
  
  

Priorities
Increase interaction and relationship with the ECLA board members and the national member associations. Each member association to appoint one ECLA representative (as alternate to chairman/president) to the board of Directors of ECLA.


Outsourcing to third parties
ECLA must utilize external resources when internal resources are not available e.g. organisers of conferences. Increased use of outside professional organisations on a non-exclusive basis.
 

Relationships with other organisations
ECLA must prioritise the organisations with which it will have relationships .
  

Visibility to the external world
ECLA must utilize its means to enhance its visibility vis a vis the external world and the individual members.
  

Expansion - new members
ECLA must continue its expansion programme - in particular in the Eastern European countries but also in the West European countries.
 
Goals
Real and visible benefits for the individual members.

A well organized working relationship with all the national ECLA member organisations.

Active participation of the national associations individuals in ECLA's work.

Improved finances through increased sponsorship programmes.

Increased recruitment base within ECLA for future ECLA office bearers.

Real & visible image to Public Institutions, National Administrations and other professional institutions.

Access in cooperation with the member associations to national individual members.

Effective use of sponsors including the foundation sponsors and effective use of the ECLA assets:

• the trademark
  
• the goodwill
  
• the national organisations and their individual members