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What are your top three goals as chancellor? Because the life’s blood of any organization is the retention of and increases in membership, my three goals are to: (1) Aggressively advocate for meaningful reform of the city’s tax structure. Philadelphia will then regain its lost business and grow the new business it must to prosper. This translates into increased business for lawyers who are pillars of the city’s economy and are presently unfairly taxed. Better business creates a vibrant community with a thriving infrastructure. (2) Make all levels of government accept responsibility for their fair share of providing equal access to justice via institutionalized funding. The private bar gives generously of its time and talent but the unmet needs are enormous and continue to grow. Pressure must be brought to bear on all branches of government to recognize its responsibility. (3) Expand member services by addressing the lack of choice in health care insurers in our region and fight exponentially increasing premiums by combating the reasons causing the large number of uninsured individuals. The association must continue the best available professional liability coverage. We must be on the cutting edge of technology and Web services and increase our support for the law practice management division. More members must actually have access to and use the services available to them. Thus, part of this goal includes changing the culture of the association to make sure that diversity is the rule rather than the exception. What role should the chancellor, and the bar association, play in evaluating judicial candidates and commenting on judicial races? Is there anything you would like to do differently than past chancellors in that regard? The evaluation of judicial candidates is within the purview of the Judicial Commission. The chancellor serves as its representative. The chronic problem facing the commission is effective communication of its recommendation to the voting public. Newspaper, television and radio ads are not effective in sending the message. The chancellor must engage, one on one, with the live television camera, putting a face on the association and communicate directly with the voters, advising what the commission is, what it does, what its recommendations are and what they mean. It is only then, when the electorate is truly informed, that meaningful choices are made. What type of communication style should a chancellor use – that of a statesperson or of an advocate? In certain settings, such as providing testimony before a legislative body, the chancellor must be an advocate for the association but utilize the language and demeanor of a statesman. The chancellor often acts as a diplomat, serving as the association’s representative in a ceremonial capacity. The chancellor must have the ability to switch between roles and styles, often with only a split second’s notice. What could the bar do better and what would you do as chancellor to address that? Change is necessary for any association to avoid becoming irrelevant and existing off the successes of past years. I have discussed my concerns about diversity as well as education of the public about the role of the judiciary. If we can accomplish these goals, we stand together as a committed association, able to defend the judiciary from escalating attack and remind the public that what sets us and this country apart from others is the rule of law. Endorsements * The Nominating Committee of the Philadelphia Bar Association * The Young Lawyers Division of the Philadelphia Bar Association *The Philadelphia Association of Defense Counsel *The Brandeis Law Society *The Brehon Law Society * The Justinian Society *The Barristers Association, *The Hispanic Bar Association, *The Asian American Bar Association of the Delaware Valley * The South Asian Bar Association. co-endorsement : *The Public Interest Section of the Bar Association

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