A New Structure for the ABA Sta

• Author: Jack L. Rives
• Pages: 7-7

A New Structure for the ABA Sta

With more than 3,500

entities supported by 900

sta and thousands of vol-

unteers, the Americ an Bar

Association is an i ncredibly

complex organ ization.

Its current struct ure of

divisions, commit tees, com-

missions, task forces, work-

ing groups, and other entities

can make the AB A extraor-

dinarily d icult to compre-

hend and costly to manage.

As we face declin ing dues-

paying membership and an

increasingly complex mar-

ketplace, it’s imperative that

the ABA transfor m to better

meet the needs of our mem-

bers, the legal profession, and

the public.

One immediate change we

can make is the orga niza-

tion of sta. Building on the

eorts and guida nce of the

Board of Governors and other

volunteer leaders, I have

worked with senior sta to

implement a significant sta

restructur e. This reorgani-

zation involves much more

than merely moving groups

around a chart. The new c on-

struct refocuse s sta support

to the Association th rough

nine Centers based upon our Four Goa ls.

The Association’s Goal I is to ser ve our members.

Three Centers have been developed to help focus on t his

critical are a. The Center for Operations and Financ e

is principally involved wit h the operational and financial

aspects of the A ssociation, including sta led-functions.

The new Center for Member Engagement emphasizes

improving interactions w ith members and potential

members through recruit ment, retention, communica-

tions, and servic es. The Center for Member Practice

Groups is comprised of the A BA’s Sections, Divisions,

and Forums. This Center present s opportunities for e-

ciencies, including some consolidation of sta suppor t. It

will operate in a st reamlined fashion, featuring reduce d

administra tive burdens and processes and emphasizing

value-added oversight.

Goal II for the ABA is to i mprove our profession.

Three Centers have been est ablished to advance such

eorts. The Center for AB A

Policy and Gove rnance

directly support s the lead-

ership of the Association,

including entities responsible

for the creation of ABA poli-

cies. The Center also provides

support to state, loca l, and

specialty bar a ssociations and

the national organiz ations

representing bar associ a-

tion leadership and sta. The

Center for Access to Jus tice

and the Profession w ill max-

imize collaborative eor ts

and innovative approaches

for the delivery of legal ser-

vices. Center entities w ill also

work to enhance the public’s

awareness of the law and the

legal profession. The Center

for Accreditat ion and

Education provides g uidance

and approval for a variety of

organizations that educa te

legal profe ssionals.

Goal III of the ABA is t o

eliminate bias and en hance

diversity. The Center for

Diversity in the P rofession

advances this objec tive and

provides the critica l sup-

port necessar y to ensure the

Association and the profes-

sion represent the rich diver-

sity of our society.

ABA’s Goal IV is to advance the r ule of law around the

globe. The Center for Global Progr ams focuses on this

eort. It includes the Center for Human Rights a nd the

Rule of Law Initiative. The Center for P ublic Interest

Law represents those who ar e underserved by the pro-

fession, addressing the legal i ssues at the root of many

problems. This Center also provides t he infrastructure

for eective legal serv ices and systems, and shares be st

practices wit h lawyers and legal services org anizations,

while providing an add itional connection to the ABA.

By structur ing the ABA sta around our Four Goals,

we will enhance ou r eectiveness as we serve individ-

ual attorneys a nd the profession overall. This structure

also helps us make bett er decisions about allocating

resources. This is a n important step in the transforma-

tion of the ABA so that it wi ll remain the premier voice

of the profession for decades to come. Q

PHOTOGRAPH COURTESY OF THE EXECUTIVE DIRECTOR’S OFFICE

MAY 2018 ABA JOURNAL || 7

By Jack L. Rives || Executive Director’s Report