The State Bar undertook significant initiatives during FY02 to streamline our internal operations and plan for the future. With these changes, we will continue to improve our service to our 20,000-plus members and the public.
Vol. 75, No. 9, September
2002
Executive's Message
Streamlining Operations
The State Bar undertook significant initiatives
during FY02 to streamline our internal operations and plan for the
future.
With these changes, we will continue to improve our service to our
20,000-plus members and the public.
We converted our association management and financial systems to
sophisticated software packages that provide greater integrated
functionality and flexibility. Because of the overhaul, many changes
were made to internal processes to help streamline workflow to improve
responsiveness to member requests.
State Bar leadership implemented a comprehensive and realistic
strategic planning initiative to better define the profession's changing
needs. Through strategic planning, the association creates a common
direction with a shared mission and vision of the future, which helps to
set priorities for association activities, apportion limited resources,
and measure success.
Staff planning teams worked throughout FY02 to address many issues,
including increasing member participation in the State Bar, improving
financial planning and reporting, improving communications, and
effectively managing costs. President Mowris appointed a strategic
oversight committee made up of members and staff to create a master
strategic plan to guide the organization. The committee will share the
plan for State Bar Board of Governors review and final approval in the
fall of 2002.
George C. Brown, executive director
Wisconsin
Lawyer
