For centuries, the Inn has adapted to changing times. Four functions, however, have always been at the centre of the Inn (not in any priority): the provider of legal education; the custodian of an old and priceless heritage collection; a membership organisation; and a property landlord. Today, as current stewards of the Inn, we owe obligations to the past (our pensioners, heritage), to the current (Benchers, members, tenants and staff) and to the future (students and those yet to embark on a legal career). The length of time which the current governing bodies span is years; the obligations they owe reach for centuries into the past and future.
This strategy seeks to: provide a medium-term horizon for those running the Inn today; inform choices over the allocation of resources and policy decisions; align all the Inn’s activity over a five-year period to avoid ‘silo-ed’ activity and the pitfalls involved therein and to highlight opportunity. It is axiomatic that this will involve difficult choices, for example, whether to retain a purely membership focused approach or introduce a more commercial dimension which is required to secure the Inn’s income stream. There is no clear answer to these questions and seldom binary choices, but they will become easier to address given a medium-term plan and guide.
The Inn’s Strategy for 2024-29 was approved by Parliament in June 2024. A number of matters, such as the Inn’s Governance structure and student admissions (both domestic and overseas) were purposely omitted, and will be addressed at a later date. At the end of each year, a report will be submitted to Parliament detailing progress made against the strategic objectives. This will then guide the plan for the forthcoming year. Amendments will be published on this website as they become available.
Together, the Inn's Vision, Mission and Values represent the Inn’s highest-level strategy. To guide the activities of the Inn in its routine business, we have a series of strategic objectives which are considered valid for the five years of this strategy. They are not mutually exclusive, and none will be pursued at detriment to another. For example, the Inn will not place itself in financial jeopardy or compromise its aspiration for a budget surplus by over-committing on other objectives. Rather, taken together, the objectives seek to provide a balanced programme which seeks to develop all aspects of life in Middle Temple. The objectives are as follows:
- To provide an ever-enriching experience to prepare students and barristers from all backgrounds for the challenging environment in which they are working at the Bar of England and Wales, providing a platform to meet future challenges and opportunities.
- To seek to generate an annual financial surplus for re-investment in the future of the Inn.
- As a membership organisation, to support its members at all stages of their professional lives
- To grow the number of those who participate in events and serve the Inn for the benefit of Middle Temple and its members, now and in the future.
- To maintain and develop the estate to ensure it retains its position as an asset which underpins the financial future and historical legacy of Middle Temple.
- To fulfil the obligations of the 1608 Letters Patent to the Temple Church.
- To communicate more effectively with members and Benchers to highlight the current activities of the Inn.
- For Middle Temple Charity to become a significant source of revenue for enabling the charitable work of Middle Temple, now and in the future.
- To continue to preserve, curate, develop and communicate our historical legacy through the archive and heritage collections, as a resource and inspiration for colleagues, the public at large when appropriate and Middle Templars, now and in the future.
- The Inn will commit to providing a full legal information service and training facilities in the Middle Temple library.