2005 Strategic Plan:  BUILDING ON SUCCESS

The Energy Bar Association, which was established as the Federal Power Bar Association in 1946, has adapted and transformed itself to remain current with the fast evolving energy industry.  In 2000, the Association adopted its first formal strategic plan, with goals in the areas of improved programs and services, increased and more diverse membership, more inclusive and responsive governance, outreach and training for law students and new attorneys, refined focus on government relations, and efforts to enhance its image and identity.  

As described in greater detail in this 2005 Strategic Plan, the Association has achieved milestone goals it established for itself in the last strategic plan and many of the initiatives at that time are still valid as continuing initiatives today.  The 2000 Strategic Plan has been revisited and refined to reflect changes in the last five years.  In general, however, the plan for the Association going forward is to the build on the successes of the past while continuing to adapt to the changing needs of its members.

STRATEGIC PLAN 2005:  THE PROCESS

With five years having passed since the last full strategic planning initiative, the Association’s leadership in 2005 decided to revisit the 2000 Strategic Plan to assess the continued vitality of that plan and identify what changes might be justified.  The Board established in June 2005 a Planning Committee with the following charter:

The Planning Committee is tasked with making recommendations to the EBA Board on a 2005 Strategic Plan.  The basis for such recommendations would be a review of the 2000 Strategic Plan, an assessment of where the EBA is relative to goals identified in 2000, and suggestions on goals for the EBA for the next three to five years. 

The following EBA members participated on the Planning Committee:  Stu Caplan, Lisanne Crowley, Dave Doot, Bob Fleishman, Freddi Greenberg, Maureen Helmer, Steve Huntoon, Pamela Mills, Paul Nordstrom, Earle O’Donnell, Julie Simon, and Lodie White.  The EBA Administrator, Lorna Wilson, was also an active participant.

The Planning Committee prepared and presented a draft Strategic Plan for comments by the Board of Directors for the Association, the Charitable Foundation of the Energy Bar Association (CFEBA), and the Foundation of the Energy Law Journal (FELJ).  In addition, a draft was provided to, with a request for comments from, officers of all of the Association Chapters and the Chairpersons for each of the Association’s General Committees.  The final 2005 Strategic Plan benefits from the input of many of these leaders.

Following input and comments from those entities and members, the 2005 Strategic Plan was finalized and presented to and approved by the EBA Board at its December 2005 meeting.

EBA’S MISSION

The EBA’s Charter contains the following responsibilities for the EBA: 

The corporation is organized exclusively for the purposes of enhancing the professional competence of those who practice and administer energy law; promoting the proper administration of laws relating to the production, development, conservation, delivery, consumption, and economic regulation of energy; promoting and conducting conferences, seminars, meetings, workshops, and other events regarding such subjects; publishing reports, proceedings of conferences, a law journal, and other materials regarding such subjects; distributing court and regulatory decisions and documents regarding such subjects; presenting the views of the Association on regulatory procedures and administrative matters to governmental agencies and legislatures; and to take such actions and undertake such activities in addition to those specified above as may further the objectives of the Association or be of benefit to its members.

These responsibilities and authorities were distilled in the 2000 Strategic Plan, to the following statement:  “The mission of the Association is to enhance the professional competence of those who practice and administer energy law.”

The 2005 Strategic Plan accepts this 2000 mission statement but focuses on the expanding composition of the Association members and their roles so as to be broader and more inclusive:

“THE MISSION OF THE ASSOCIATION IS TO PROMOTE THE PROFESSIONAL EXCELLENCE AND ETHICAL INTEGRITY OF ITS MEMBERS IN THE PRACTICE, ADMINISTRATION, AND DEVELOPMENT OF ENERGY LAWS, REGULATIONS AND POLICIES.”

PROGRESS ON THE 2000 STRATEGIC PLAN

As previously noted, the 2000 Strategic Plan contained six broad areas of focus for the Association and defined goals and objectives in each area.  By way of brief summary, the six areas of activities in the 2000 Strategic Plan and the EBA’s progress in those areas over the last five years are as follows:

• Programs and Services:  The EBA holds two national meetings every year.  Many of the Chapters, which have grown from two in 2000 to six in 2005, also hold conferences each year.  There are numerous Committees that hold periodic meetings and luncheons and provide a useful forum for assembling and publishing among interested members relevant developments and information. The EBA’s website has been revamped and continuously updated since 2000, allowing easy and informative access and interaction with EBA members and the public.  That website includes a job bank and information about judicial opinions relevant to EBA members.  Members each year receive a full directory, which lists all EBA members, officers, committees and other helpful information.  The Energy Law Journal continues to provide a major contribution to the industry with semi-annual journal publications of high quality on emerging issues in the industry.
• Membership:  The EBA membership has expanded from approximately 1900 in the year 2000 to over 2200 in 2005.  There have been deliberate efforts to enhance diversity in the membership in terms of gender, race, geography and background, and the EBA leadership reflects such efforts.  The membership also has been expanded to include non-attorney professionals.  To support the growing membership and initiatives of the EBA, the Association has benefited from an outstanding and dedicated staff.
• Association Governance:  The EBA has adopted an open and transparent nominating process, which has resulted in a growing number of members expressing an interest and becoming actively involved in Association matters.
• Law Students and New Attorneys:  The EBA has made some efforts through the Young Lawyers Committee to recruit new professionals.  A number of primers have been held since 2000 to provide a strong foundation for new members.  The EBA supported a number of interns at the FERC following the implementation of the 2000 Strategic Plan.  That initiative has now been transferred to and expanded by the FELJ and CFEBA, both of whom are supporting interns in the energy field.
• Government Relations:  The EBA remains decidedly non-partisan with an active membership.  Commissioners and Staff of the FERC and an increasing number of the state public utilities commissions are active in the EBA and frequently participate in EBA programs.
• Image and Identity:  In connection with the 2000 Strategic Plan, the Association was renamed the Energy Bar Association and has adopted a new logo.  The Association also developed and maintains an interactive website for its members.  An annual report has been prepared and presented each year.  Since 2000, the EBA presented three President’s Awards—to Congressman John D. Dingell, Judge Steven B. Williams, and Charles B. Curtis—in recognition of their outstanding achievements in the field of energy law.
  

In addition, and not directly contemplated by the 2000 Strategic Plan, the Charitable Foundation of the Energy Bar Association (CFEBA) was formed in 2002 and has been actively supporting energy-related charitable causes through service and contributions.

EBA STRATEGIC PLAN 2005:  BUILDING ON SUCCESS

The 2005 Strategic Plan builds on the successes of the 2000 Strategic Plan.  As the energy industry evolves, the continued success of the EBA depends upon its ability to continue to provide meaningful and valuable services to its members.  To achieve these results, the EBA must (1) adapt as necessary to support the various needs of its members arising from the evolution of the industry and its laws, regulations, and policies, (2) differentiate EBA’s programs from those of commercial vendors, (3) acknowledge and complement the many other organizations to which our members belong and derive value, (4) continue ongoing and conscious efforts to reflect in EBA’s membership and programs the rich diversity represented in the industry, (5) continue the ELJ as a first rate journal with cutting edge contributions to legal scholarship, and (6) present opportunities for those in the energy field to make a positive difference through the EBA and its affiliates in the communities in which they serve.  Reflecting these concerns, 2005 Strategic Plan goals have been identified in the following areas, which appropriately include areas covered by the 2000 Strategic Plan with clarifications, additions and modifications:

• Programs and Services
• Membership
• Governance
• Law Students and New Members
• Technology
• Image and Identity

I.    PROGRAMS AND SERVICES

A.    Programs and Seminars -

1.    EBA Meetings:  The Annual and Mid-Year Meeting format has been well received.  The program content has been timely and informative

a)    Continue these meetings and their associated programs, while exploring ways to enhance attendance for all aspects of the programs

b)    Present primers on various topics of interest at least annually

c)    Organize timely additional programs on emerging state and federal issues of national importance

2.    Chapter Meetings:  Chapter meetings have been well received and present a good opportunity to expand EBA membership and value

a)    Hold at least one conference and meeting annually for each Chapter

b)    Include in Chapter meetings information about initiatives by EBA, CFEBA and FELJ

3.    Brown Bag Lunches, Teleconferences, Video Conferences And Web Conferences:  These forms of meeting have been increasingly used as cost- and time-effective ways for members to catch up on focused issues of importance 

a)    Encourage Committees and Chapters to hold topical meetings in this format at least annually

4.    Program And Seminar Logistics:  Continued success of programs depends on careful planning and full follow through

a)    Expand the “user guide” for organization of programs to encourage and account for diversity in organizers, venues, and formats

B.    Job Bank – Assess usefulness of current job bank and maintain or enhance job bank for the benefit of EBA members if and as appropriate

C.    Judicial Opinions and State Matters –

1.    Opinions Related to Federal Matters:  Complete timely synopses of and links to judicial opinions of relevance to energy practitioners

2.    Opinions Related to Regional and State Matters:  Investigate Chapter reports to provide links to state court opinions, new laws and regulatory orders that are of general interest to energy practitioners in the Chapter’s region or more broadly

D.    Energy Law Journal – Continue publication of high quality scholarly Journal that furthers the EBA’s mission

E.      Charitable Opportunities – EBA members have a demonstrated commitment to charitable activities

1.    Investigate and facilitate pro bono opportunities for EBA members on energy related matters

2.    Facilitate the charitable opportunities of the CFEBA and encourage member involvement and support

F.    Directory – Continue yearly publication and delivery of membership directory, as well as on-line access to directory for members

G.    Alliances - Partnering opportunities increase value to EBA members while minimizing organizational burden

1.    Build and expand relationships with other industry organizations or bar association and pursue as appropriate collaboration and partnering opportunities

2.    Provide Board guidance on attributes of acceptable co-sponsorship opportunities

H.    New Committees – Revisit committee list annually with EBA Board and maintain, add, combine or disband committees based on member interest and involvement

I.    Newsletter – Continue electronic publishing of newsletter at least quarterly

J.    Additional value added services – Identify additional offerings to members that add value to their membership

K.    Member Feedback – Members’ opinions and perceptions are the best  indicator of success of the Association and its programs and services

1.    Adopt feedback mechanisms that fairly and effectively assess members’ perceptions of and satisfaction with the EBA’s programs and services, individually and collectively, to help guide efforts for future programs

II.    MEMBERSHIP

A.    Expanded Outreach – Remain focused on recruitment of new and diverse members with continued and focused attention to attracting members from state and local practitioners, regulators, non-attorney professionals and government attorneys across the United States

B.    Diversity – Maintain continued emphasis on fostering an inclusive and diverse membership and increasing diversity across all levels of the Association, so as to reflect the diversity of the energy industry and the Nation as a whole 

C.    Membership Retention - Retain EBA member retention rates at or above 90%

D.    Growth – Increase membership over time with goal of 2600 no later than 2010

E.   Active Membership – Monitor and undertake to increase number of members participating or actively involved in EBA activities

III.    GOVERNANCE

A.    Enhanced Communications with affiliates – Enhance coordination and communications through more overlap of Boards members and officers

1.    Add EBA VP as ex officio member on FELJ and CFEBA Boards (in addition to President and President-Elect, who are currently ex officio)

2.    Continue Board overlap among EBA and FELJ, EBA and CFEBA, and FELJ and CFEBA

B.    Chapters -

1.    Continue current coordination between EBA Board and Chapters

2.    Conduct annual meeting (in person or via telephone) among EBA Officers and Chapter Presidents and Vice Presidents

C.    Joint actions – Boards should place a priority on joint or coordinated actions among organizations for maximizing overall value

1.    Promote EBA membership and Foundation initiatives in the ELJ

2.    Promote ELJ and CFEBA initiatives in the EBA newsletter

3.    Report in EBA programs from ELJ and CFEBA

4.    Continue coordination of annual events and fundraisers

5.    Coordinate efforts on selection and assignments for interns

6.    Use ELJ content contributors as speakers and speakers as ELJ contributors.  Consider jointly sponsored symposium.

7.    Continue regular communications between ELJ editors and Program chairpersons

D.    Leadership Training and Opportunities -

1.    Hold annual joint meeting of the Boards for EBA, CFEBA, and FELJ on the topic of shared responsibilities of Board members

2.    Continue efforts of nominating committee and maximize visibility of opportunities and selection efforts

IV.    LAW STUDENTS AND NEW MEMBERS

A.     Outreach –

1.    Encourage and equip members to solicit law students from their alma maters to become involved in EBA

2.    Invite and encourage interns, law students, and faculty to, and involve them in, Association and its programs and seminars

B.    Tutorial Programs –

1.    Conduct annual primers

2.    Hold periodic FERC orientation session

C.    Support and encourage Young Lawyers Committee

D.    Regulatory Agency Internships –

1.    Encourage FELJ and CFEBA interns in the energy fields, including regional internships

E.     Service Projects and Pro Bono Opportunities – Target service projects and pro bono opportunities to young lawyers and students 

V.    TECHNOLOGY

A.    Website –

1.    Maintain website of high functionality, content and value

2.    Add high value hyperlinks to alliance partners as appropriate

B.    Members’ use of technology - Make additional recommendation as appropriate on desirability and utility of EBA assisting in the following:

1.    Identifying innovative and desirable practices in the use of technology at state and Federal regulatory agencies

2.    Serve as “test group” or information conduit for federal and state agencies on technology issues

3.    Communicate emerging technology issues to EBA members

C.    Use of Advanced Technology – With the expansion in number and geographic diversity of its members, the EBA should endeavor to take full advantage of emerging technology

1.     Explore expanded use of advanced technology for programs and services to members (e.g., web conferences, video conferences, enhanced teleconference meetings, distribution of materials, electronic participation in conferences, etc.)

2.     Use technology to increase feedback from members

VI.    Identity

A.    Apolitical Association – Maintain EBA’s non-partisan political posture firmly in place

B.    Annual Report – Continue producing annual reports that succinctly summarize accomplishments of EBA and value added to its members 

C.    EBA Award –Continue the President's Award to recognize individuals who are universally recognized for their outstanding and exceptional achievements as energy professionals

D.    CFEBA - Encourage and publicize altruistic activities of the CFEBA