Christie Jones, Executive Director, Philadelphia Bar Association

In an interview with Invest:, Philadelphia Bar Association Executive Director Christie Jones said the association is doubling down on its historic mission while modernizing how it serves both lawyers and the wider community, “Law is, and will remain, the cornerstone of our democracy. Our members believe that deeply. Our job as an association is to reinforce that cornerstone and help our members be the strongest possible stewards of American democracy in the years ahead.”

In what ways has the Philadelphia Bar Association adapted its services and outreach in response to the evolving legal needs of the Philadelphia community?

One of the things we are most proud of is that we are the oldest association of lawyers in the country, so we are accustomed to shifting with the times and with changing priorities. Throughout that history, two principles have anchored us: promoting respect for the law and advancing equal access to justice. In a city like Philadelphia, which is in many ways the birthplace of the nation, those principles are vital.

How we live those values has evolved. Our Legislative Action Center is one example. We encourage our members to engage directly on issues that matter locally, such as ongoing support for SEPTA, our regional transit system. Public transportation is essential to our members getting to work and to clients reaching the services they need, so being part of that legislative conversation is important.

Another cornerstone is pro bono work. We actively encourage and recognize members who do pro bono litigation and counseling so that we are connecting with community members directly and hearing their needs firsthand. We do not want to simply be in Philadelphia; we want to be of Philadelphia. Many of our members are from this area, and it is important that we continue a legacy of deep community engagement in every way we can.

What challenges are affecting access to justice in Philadelphia, and how is the Bar Association working to address them?

Like many urban centers, Philadelphia is facing affordability challenges, crime, and broader social pressures that affect our neighbors’ ability to navigate the legal system. One of our responses has been to go to the community rather than wait for the community to come to us.

Through pro bono work, volunteer efforts, and day-to-day engagement, our members look for ways to bring legal resources to people where they are. As a trade association, we can often do outreach more easily than individual firms or solo practitioners. We can speak with community organizations that need support, work with City Council members on initiatives, and engage with city and state officials in a nonpartisan way to help them improve access to justice.

We also focus on civic education. Our members visit high schools and other local schools to talk about the importance of jury duty, voting, and understanding the role of lawyers, judges, and public defenders. We want people to see lawyers not just as faces on a billboard but as real neighbors who care about the community. 

How is the association helping lawyers stay ahead of rapid changes in technology, including AI and other emerging tools?

In 2025, we launched the Center for Innovation in the Practice of Law, and we are continuing to stand it up through next year. As part of that effort, we hosted a series of hands-on workshops and an innovation summit focused on trends and skills in AI, emerging technologies, and change management.

We partner with leaders in AI and the tech community to help translate what is happening in the broader landscape into practical implications for legal practice. It is not just about learning a new tool; it is about understanding what is coming, what is on the horizon, and how these changes will affect lawyering and courtrooms.

Continuing legal education is another major avenue. We work with our Sections and Committees to develop CLE programs that address practical skills and technology changes, including AI. AI is already part of our daily lives, and the legal field is not immune. We want the Bar Association to be the place where legal professionals can come with questions, get credible information, and feel supported as they adapt.

What role do you see for lawyers in advancing broader civic and community goals while maintaining independence and professionalism?

We are a member-driven, nonpartisan trade association. That means we look to our members to tell us what they need and which issues matter most. We do not set out with our own political agenda. Instead, when our members feel strongly about a topic, such as affordability or public safety, we help them engage on it.

Because we are so member-focused, we can align with their priorities without compromising the independence of the profession. Our governance structure is made up entirely of volunteers who care about the city and the justice system. We see our role as advancing their mission, not asking them to advance ours.

At the end of the day, our focus is on helping our members be better lawyers and better judges, and grounding all of that in the rule of law. That stable foundation allows us to support civic and community goals while maintaining the professionalism and independence that are essential to the legal system.

How does your relationship with law schools, young lawyers, and emerging practitioners shape the association’s priorities?

Our Young Lawyers Division (YLD) is a major part of the association. It includes lawyers up to age 40 or within their first several years of practice, and they make up roughly 40% of our membership. That is a huge share, and we treat them as a critical voice in our planning.

Several local law schools are institutional partners, which means that when students enroll, they automatically receive a complimentary membership to the Philadelphia Bar Association and gain access to our programs. After graduation, their first year of membership is free. We want young lawyers to see the association as a natural home where they can grow, connect, and contribute.

We offer leadership opportunities and skills training that is tailored to early-career lawyers. Our Young Lawyers Trial Academy is one example. It is a weeklong intensive program that teaches trial skills using experienced local attorneys and judges as faculty. It is extremely popular and gives young lawyers a real-world perspective and confidence in the courtroom.

We are also thinking about how to keep those lawyers engaged as they become more seasoned. That means creating pathways into deeper leadership roles, community engagement opportunities, and programming that continues to meet their needs as their careers evolve.

How do you measure impact, both for your member services and for your broader public-facing mission?

For me, the key metric is engagement. Membership numbers matter — they support our operations and create more opportunities — but if our members are not actively engaged, then we are not having the impact we should.

I look at how many members are working on a particular issue, how many new committees are being formed, and what kinds of projects and initiatives are emerging from those committees. I pay close attention to what is happening in our Young Lawyers Division and whether we are attracting and retaining new voices.

Feedback is another important metric. As we look ahead to 2026, we plan to expand the use of surveys and other tools to understand what is resonating. For example, if we hold an event, we might ask: Will you use these skills in your practice? Did you find the content compelling? How will you apply this information going forward? That kind of data helps us move beyond counting outputs and start thinking about longer-term outcomes and impact.

I do not think associations can be satisfied with just “more people, more money.” As a relatively new executive director, I want us to ask: Are we still a relevant, engaged member of the community five or 10 years from now? Are we still serving the needs of lawyers, or have we fallen behind? Keeping those questions front and center is essential to our strategic planning.

What do you see as the biggest ethical or professional practice issues emerging for lawyers in the coming years?

For our members, the rule of law and judicial independence are paramount. Many of us are concerned about ways in which the rule of law can be weakened or circumvented, and about how legal expertise and judicial independence are being challenged.

Our current chancellor, Katayun Jaffari, led a series of events called “Meeting the Moment” that brought members together to discuss these issues. The programs looked at how changes in areas like immigration and diversity, equity, and inclusion policies are affecting practice and our justice system. The goal was to educate, create space for discussion, and help members think through how to respond.

As a trade association, our role is to convene and support, not to dictate a political position. We provide a place for community, for collaboration, and for collective problem solving. When our members want us to take a stance on a local issue, we can do that. But our primary obligation is to uphold core values: the importance of the rule of law, fairness and justice in the legal system, and the dignity of every person who encounters that system.

Law is, and will remain, the cornerstone of our democracy. Our members believe that deeply. Our job as an association is to reinforce that cornerstone and help our members be the strongest possible stewards of American democracy in the years ahead.