Legal Project ManagementHere comes Lean for Lawyers! Legal project management in large law firms is becoming a mandatory discipline, rather than a way to differentiate one firm from another. Larger law firms are now marketing their skills in legal project management – the ability to complete a legal assignment on time and within a budget The Law Practice Division of the ABA recently published a book titled: "Legal Project Management for Lawyers in One Hour. " One large law firm, SeyfarthShaw has created an affiliated unit, SeyfarthLean , to apply legal project management technologies plus other lean technologies such as Lean Six Sigma, process management techniques, knowledge management technologies to reduce the price of legal services from 15% to 50%.

Smaller law firms can use off the shelf products like Basecamp, inexpensive and easy to use,  to incorporate legal project management technology into their practices. But these off the shelf products have to be adapted to the law practice environment.

At this last week’s ABA TECHSHOW,  there was one excellent presentation on visual work flow applications by Aaron Brooks  . There were also new developments by vendors on the exhibit floor where project management tools that solos and small law firms can use that embedded into other applications:

mycase,com, a web-based  practice management application has a feature that enables a solo or small law firm practitioner to create task templates and work flows.

LawPal has re-launched its web site as a Trello/Basecamp for lawyers to manage transactions online and securely with their clients. It includes project management, document review, markup, storage and signing as part of version 1. They will be adding guided workflow in the next version to allow firms to further automate their transactions. (Disclosure: Author is an advisor to LawPal).

RocketLawyer has now fully integrated the LawPivot Q&A platform into Rocketlawyer and announced at ABA TECH SHOW a new management tool for its on call network of lawyers which has a Lawyer Dash Board that organizes and manages work flow around the provision of legal advice.

RocketMatter, not to be confused with RocketLawyer, has a feature that enables task tracking. You can drag-and -drop tasks to prioritize them and tag them to assemble a "Gettings Things Done" checklist.

I predict that we will see more legal project management tools built into law practice management applications designed for solos and small law firms. If your company is building legal project management tools for lawyers we would like to know about it. Just let us know in the comment section.

I also think that there will be demand for full-time project managers within larger law firms, or lawyers who have project management skills. To this end, we are a launching this summer an on-line course in Legal Project Management through the Center for Law Practice Technology, Florida Coastal School of Law that initially will be open only to law students. The course is being taught by Mark Lassiter, a consultant to law firms on how to implement project management technologies within a law firm. 

Lean Lawyering is the next big thing.

Legal EducationTwo ABA presidents to weigh in on future of legal education at South Carolina Law Review symposium Feb. 27 – 28.Legal Education

For more information and to register online, go to the South Carolina Law Review website.

Will non-lawyers soon be allowed to provide certain legal services? They might if one of the key conclusions from a recent report by the ABA Task Force on the Future of Legal Education is implemented. (See my blog post on this topic at: Limited Licensing of Legal Technicians: A Good Idea? 

I am participating in this program so I will get another opportunity to air my somewhat contrarian views on whether there should be another licensed class of professionals serving the public directly who are not lawyers. A complicated subject that needs more debate.

The report, released in January, will be the focus of the South Carolina Law Review Symposium Feb. 27 – 28 at the University of South Carolina School of Law. The symposium will explore why law schools and the legal profession must make changes – and what those changes should be – to keep up with the evolving marketplace for legal education and legal services delivery. 

Titled “On Task?: Expanding the Boundaries of Legal Education,” the symposium will take place in the law school’s auditorium. 

The symposium will begin at 4 p.m. Thursday with a panel discussion in response to the Task Force’s report and a keynote address by Jim Silkenat, president of the American Bar Association and partner at Sullivan & Worcester LLP in New York. Silkenat will discuss the legal profession and future of legal education and its impact on law schools, corporate counsel and private attorneys. USC board of trustee, alumnus and ABA president-elect William Hubbard will introduce Silkenat and offer his views on the future of legal education. 

Friday’s sessions, which take place 9 a.m. to 4 p.m. will focus on proposals outlined in the Task Force’s recent report and law schools’ responses to changing markets within—and outside of—the law curriculum. Panels also will address the changing expectations of law firms and clients, new platforms in the delivery of legal services, the growing demand for information management by corporate clients, and the promises and challenges of limited licensing. 

Participants include, among others: 

  •  Elizabeth Chambliss, USC professor of law and director of the Nelson Mullins Riley & Scarborough Center on Professionalism;
  • Steve Crossland, chairman of the Washington Supreme Court Limited License Legal Technician Board;                                          
  •  Barry Currier, managing director of accreditation and legal education, ABA Section of Legal Education and Admissions to the Bar;  
  • Neil Hamilton, professor of law and director of the University of St. Thomas School of Law’s Holloran Center for Ethical Leadership in the Professions; 
  • Renee Knake, professor of law and co-director of Michigan State University College of Law’s Kelly Institute of Ethics and the Legal Profession;  
  • Paula Littlewood, executive director of the Washington State Bar Association;
  •  Hon. Barbara Madsen, chief justice of the Washington Supreme Court;
  • Lisa Rohrer, executive director of executive education and the Case Development Initiative at Harvard Law School; and
  • Ronald Staudt, professor of law and director of Chicago-Kent College of Law’s Center for Access to Justice and Technology.

I am participating on a Panel with my colleague and friend, Ron Staudt, focusing on teaching legal technology in the J.D. curriculum,  a current project of mine through the new Center for Law Practice Technology at Florida Coastal School of Law..

·        

New York City - legal start-up centerNew York City is starting to rock as a venue for legal start-ups – new ventures targeted at the legal industry. The big event this week will be ReinventLawNYC, sponsored by Michigan State University College of Lawthe Kauffman Foundation, and the ABA Journal,  at Cooper Union. Richard Susskind  will be giving the end note presentation. The event is free, but you need to reserve your ticket in advance. Many members of the NY Legal Hackers Group will be in attendance. LegalTech New York is also happening new week so it will be a busy week for the legal industry.

Below is a list of  legal start-ups in the New York metropolitan area.

Here is what is trending:

  • legal document generation on mobile devices.
  • virtual lawyer consultation as a lead generation mechanism.
  • social networking for lawyers.
     

Legal Document Generation and Document Management Companies

ShakeLaw – document automation on smart phones.
Docracy – crowd-sourced legal documents with signing and execution functions
EverPlans– organize estate planning information, legal document storage, and automated estate planning documents. (disclosure: I work with this company).
CaseRails – Another web-based document automation solution.
Legitimo – Another document automation solution for smart phones, but in English or Spanish. Limited to contracts.
Paperlex – contract management platform.
Clearpath Immigration – Automated immigration filings. Consumer facing.
WhichDraft- legal document automaton platform
 

Lead Generation Web Sites/Companies

LawDingo – Online consultations with lawyers.Video consultations. Q & A platform.
LawVisors– online consultations by smartphone. Q & A platform. Company thinks it offers a form of virtual lawyering, but its really just a lead generation Web Site.
WireLawyer – social networking site for lawyers and crowd-sourced legal documents, Reminds me of the old CounselConnect.
EsqSocial – another networking site for lawyers with lead generation possibilities.
PrioriLegal – another lead generation site connecting New York lawyers to business clients. Similar, and sounds like LawPal, which is based in San Francisco. {Disclosure: I have advised LawPal}.
LawTrades– Another lead generation site promising to connect clients with the "best" lawyers.

Servicing Lawyers: B to B Models
Lawfty – Bringing big data marketing concepts to law firms.
DocketAlarm– API for the U.S. Court System.
AllegoryLaw – web-based litigation support system.

Legal Education and Career Development

Quimbee – online legal education platform for law students, lawyers, and lay persons. (worth watching).
J.D.Stop – social networking site for law students.
ResumeLaunchPad  – apply to law firm jobs across the country in minutes.

On-Line Dispute Settlement

JusticeBox – online dispute settlement platform focused on legal. Competes with Modria which is better financed but not focused solely on legal.

Consumer Legal
PayMyTrustee– simplifies making payments to Chapter 13 bankruptcy trustees by consumers.

 

American Bar AssociationThe American Bar Association has issued its draft Report and Recommendations on the Future of Legal Education. You can download it here.

I agree with many of the recommendations of the report which urges law schools to experiment with different modes of legal education, recommends relaxing ABA accreditation rules which impede innovation, and modifies the traditional law curriculum to focus less on the teaching of doctrinal law and more on skills the prepare law students to actually practice law. Many of the recommendations,if adopted, would radically change the structure, focus, and culture of many law schools.

One of the recommendations of the Task Force is the idea of limited licensing of non-lawyers ("legal technicians") to deliver legal services to the public directly without the supervision of a lawyer:

"However, there is today, and there will increasingly be in the future, a need for: (a)persons who are qualified to provide limited law-related services without the oversight of a lawyer; (b) a system for licensing of individuals competent to provide such services; and (c) educational programs that train individuals to provide those limited services. The new system of training and licensing limited practice officers developed by Washington State and now being pursued by others is an example and a positive contribution."

Thus one of the final recommendations of the Task Force Report is:

"Authorize Persons Other than Lawyers with J.D.’s to Provide Limited Legal Services, Whether Through Licensure Systems or Other Mechanisms Assuring Proper Education, Training, and Oversight."

and:

"Develop Educational Programs to Train Persons, other than Prospective Lawyers, to Provide Limited Legal Services. Such Programs May, but Need Not, Be Delivered through Law Schools that are Parts of Universities."

Unlike the other recommendations which deal with fixing legal education, these recommendations are focused on access to justice issues, which requires a different framework for analysis. 

The recommendation to create a new class of limited licensed legal providers, so-called "Legal Technicians" –  needs to be re-evaluated in the light of changing legal industry market dynamics and the accelerating impact of Internet technology on the delivery of legal services.

Just to note, for decades I have been a strong advocate for the idea that trained paralegals should be permitted to serve the public directly, without further licensing or regulation by any state body, other than graduation from an ABA-accredited law school and a few years of experience working in a law firm.  I was formerly President and Dean of the Philadelphia Institute for Paralegal Training, the nation’s first paralegal educational institution, and in that role saw how effective a trained paralegal can be in serving a law firm’s clients.

More recently. the company I founded – DirectLaw – offers a virtual law firm platform for solos and small law firms. If there were a new class of limited license professionals in the market, I would not hesitate to modify our DirectLaw platform to serve limited licensed professionals, opening up a major new market for our virtual service. So personally I have much to gain by a new class of limited license professionals that would serve the public directly.

Only recently have I begun to reconsider the viability of a new class of legal paraprofessionals serving the public directly primarily because of  changes in the market for personal legal services.

I have  reservations about the proposal to license non-lawyers to provide limited legal services. My reservations are in the form of a challenge to the Task Force recommendations on limited-licensing, in the sense that the idea needs further thought and analysis before states rush to adopt these ideas. (despite the fact that Washington State already has a scheme in place, and  California and New York are considering similar proposals). 

Here are my reservations – comments welcome:

  • The data that we have (see for example www.attorneyfee.com) suggests that the pricing of legal services by solo practitioners and very small law firm firms is going down — not up. It is not a fact that the legal fees are out of reach of many consumers. There is an issue of connecting with consumers with lawyers– but it is becoming less of a price issue and more of an "engagement" issue. There is no evidence to suggest that the fees that limited licensed practitioner would charge would be any less than the fees currently charged by solo practitioners, but their service, by definition, would be much more limited than the service offered by an attorney.
     
  • Solo practitioners are already being displaced by technology which is forcing a reduction in legal fees. Limited license practitioners would be even more vulnerable to the impact of information technology on the more routine services that they would offer.
     
  • The restrictive licensing scheme for lawyers, which is based on a "job-shop" model is likely to be replicated in the licensing scheme for "legal technicians." Licensing of legal service professionals based on the "job shop" model creates a high overhead enterprise that is vulnerable to new entrants into the market, e.g., LegalZoom, that are not subject to such restrictions.  Lawyers already suffer from a competitive disadvantage against new market entrants. Legal technicians will face the same competitive disadvantages. I can’t see how the practices of legal technicians, with certain exceptions, will be viable economically. (I have yet to see a business plan of what such a limited license practice would look like that would include the cost of malpractice insurance, office expenses, advertising and marketing expenses, etc.).
     
  • Introduction of a new class of limited licensed professionals will continue to erode the economic model of solo and small law firm practice by sucking out from those practices the more routine legal services which are important to sustaining the economic viability of those law firms. It is naive to suggest that solo practitioners should concentrate on doing "more complex legal work" leaving the routine legal work to "limited license professionals.". If the ABA wants to deliver a death blow to solo practitioners this is a good way to do it. (See: Will California Threaten Lawyer Livelihoods with Legal Technicians?)
     

Creating a new re
gulatory scheme and educational system for limited licensed professionals is going to be high in cost. It is not likely that law schools and universities will be able to offer education a price point which is much lower than there existing price levels. The result will be that we will have a new class of students being trained in law that who will incur high student loans where the income generated from their practice will be insufficient to amortize the principal and interest, because of limited market prospects and price compression in the legal industry.

  • Many of these new students who aspire to limited licensed professionals professionals are likely to be members of minority groups. Since there will be no hard data on the income prospects for this new class of professionals — just the idea that that once graduate they will be able to compete with lawyers in a limited way – seducing students into a new field where there is no effective demand.
     
  • I can just hear the pitch of commission-based admission’s representatives at a variety of educational institutions who will jump in this market: "Become a licensed legal professional and you can provide legal services like a lawyer."

One result will be the imposition on a group of students excessive loan burdens which will be impossible for them to discharge. (This reminds me of the banking industry preying on minority neighborhoods with fraudulent loans). I would feel more comfortable with an of educational program to train legal technicians if the tuition was very low or free. Since there is no evidence that there is a viable career upon graduation, the risk should be assumed by society, and not the individual student. So if law schools and universities want to jump in this educational market the least they can do it make it tuition free or very low in cost for the first three years, until it is clear that there is a real career after graduation.

I could write more abut this subject, but this post is already long enough. 

 

Center for Law Practice TechnologyThere has been much discussion lately on whether law schools are training lawyers for 21st century law practice. At the ABA Annual Meeting this week in San Francisco a Presidential Task Force on the Future of Legal Education is scheduled to report out its recommendations.. In my last blog post, I identified 13 law schools that were making a commitment to training law students in legal technology and law practice management. At one point in my career,  I taught these subjects at several law schools under the guidance of Gary Munneke., — whose untimely death last November has created a vacuum that will be hard to replace.

My own bias is that in this digital age, to be a competent lawyer requires an understanding of legal practice technology. The ABA supports this view as at last year’s mid-year meeting the ABA House of Delegates  acting on the recommendations of the ABA 20/20 Commission, voted to amend the Model Rules of Professional Conduct to make clear that lawyers have a duty to be competent in technology. Specifically, the ABA voted to amend the comment to Model Rule 1.1, governing lawyer competence, to say that, in addition to keeping abreast of changes in the law and its practice, a lawyer should keep abreast of “the benefits and risks associated with relevant technology.”

Center for Law Practice TchnologyI have been looking for an opportunity to getting back into teaching law practice technology and now have the opportunity with Stephanie Kimbro to create a new Center for Law Practice Technology with the backing of Florida Coastal School of Law in Jacksonville, Florida.

Stephanie and I will become Co-Directors of this new Center. and the plan is to develop a series of online courses for law students nationwide  that will lead to a Certificate of Law Practice Technology and Management. The first courses will be offered in January, 2014.

The Center will also be a laboratory for developing and testing new forms of online legal services.  Students will have the opportunity to experience virtual law firm technologies and other emerging technology tools such as legal expert systems, document automation technology, and legal applications that are designed to increase access to the legal system. You can read more about this new Center here.

AxiomLawSome colleagues asked me that other day if I knew whether Axiom is a law firm. I said I didn’t really know, so I decided to find out. There has been much buzz lately about AxiomLaw .  The company recently raised $28,000,000 in private equity funding, after an initial round of $5,000,000.  Axiom has recently launched a new Web site call ReThinkLaw  – a kind of forum Web site that is designed to "provoke thought and drive innovation in the business of law—leading to greater efficiency and positive change for the benefit of clients, firms and lawyers alike."

The AxiomLaw Web site and ReThinkLaw site makes it look like Axiom is a law firm.

For example:

AxiomLaw sounds like a law firm and has a domain name that makes it look like a law firm. When it describes itself it states that "it is not your father’s law firm" or it is  "a new model legal services firm."

But its not a law firm at all. The company’s real name is Axiom Global, Inc.,  It is organized as a "C" corporation, and incorporated in the State of Delaware, just like any other company. (This explains of course how it can have investors).

So if AxiomLaw is not a law firm – what does it actually do? It targets the General  Counsel’s office of large corporation’s and provides the following services:

  • It’s a high priced placement firm assigning lawyers to work for in-house General Counsel;
  • It’s an outsourcing firm working directly for General Counsel of major Fortune 500 corporations;
  • It does "projects" directly for General Counsel of major Fortune 500 corporations.

Should any one care whether AxiomLaw is a law firm or not?

  • Prospective attorney recruits might care whether they are being recruited by a law firm or something else;
     
  • Prospective customers should understand that only a company with an in-house counsel who is a member of the bar where the legal matter is being conducted can qualify for AxiomLaw’s services;
     
  • If you don’t have an in-house counsel, then you can’t use Axiom’s services. Not being a law firm. Axiom cannot provide services to the public (individuals or organizations) directly;
     
  • Prospective corporate customers should understand that the traditional lawyer-client confidentiality privilege does not apply. Any confidentiality must result from the relationship between the company’s general counsel and their outsourced lawyer workers by virtue of the agreement between Axiom and the corporation customer – but I wonder if that is sufficient.
     
  • Competing law firms might care that Axiom suggests that its services are "legal services" competitive with the services of other law firms, when in fact they are are just "services" by definition. Actually contracted support services by in-house counsel. Otherwise Axiom would be violating Unauthorized Practice of Law (UPL) regulations in every state. Since Axiom is not really a law firm it can make claims about its services, that are not subject to bar regulation. Some of the statements that Axiom makes about its services, a law firm is prohibited from making because it would be in violation of the advertising and disclosure rules which are operative in every state.
     
  • Law firms are prohibited from solicitation. AxiomLaw is not subject to the same constraints.
     
  • Maybe state bar association officials should be concerned that the location of the disclaimer on the AxiomLaw web site that states that Axiom is not a law firm and cannot give legal advice. It is difficult to find. . I finally found it here.  and here.

Is AxiomLaw a positive development for the legal profession? Who knows?

General Counsel of major companies seem to think so. AxiomLaw is demonstrating that certain kinds of services can be delivered at a much lower price, without compromising quality. By enabling corporate counsel to get done certain kinds of legal work that ordinarily would be provided by outside counsel at a much higher price, Axiom has opened up a major market be simply segmenting the kind of work that can be done more efficiently in-house with help from Axiom.

It seems to me, however, that an in-house counsel assumes the risk of malpractice when they contract with Axiom. Axiom is not a law firm so it can’t secure a law firm malpractice insurance policy. Moreover, the supervisor of the legal work is not Axiom, (technically it can’t be), but in-house counsel. When in-house counsel contracts with a company like Axiom they give up the assurance of quality legal services and accountability that they get from a traditional law firm. 

In checking directly with Axiom on this point, Axiom states that:

"The individual lawyers don’t carry their own malpractice, Axiom maintains a lawyer’s professional liability insurance policy that provides coverage for all Axiom attorneys, regardless of W-2 or independent contractor status. Almost all of our lawyers in the US are W-2 employees. Axiom does not, because we cannot, have access to or supervise the substantive work of our lawyers."

One likely impact of these developments is to destabilize the business model of the Big Law firms by sucking out the more routine work from big law firms which results in decreasing overall profitability.  As the Axiom’s of the world expand their services and their reach,  there will be less work for the large law firms resulting in a shrinkage of the market share of traditional law firms. (real law firms!). The firms that are left standing will offer the most high-end legal services but will probably raise their fees as they will be the only game in town as a supplier of complex legal services where law firm accountability is a necessity.

Do GC’s have any interest in a vibrant independent and expanding legal pr
ofession, or do they prefer a world where there will be less traditional law firms offering their services at higher fees?

Two final questions for consideration:

1. Should AxiomLaw be more transparent on its Web site about what kind of an organization it really is by making clear that it is not a law firm, and should it avoid comparisons with traditional law firms?

2. Maybe non-law firms like Axiom, with their access to capital and superior management and technological resources, should be able to offer legal services like a real law firm, but just make these new organization’s subject to the Rules of Professional Conduct like any other law firm.

Of course, private investment in a law firm is prohibited by Model Rule 5.4, but maybe it’s time that state bar associations recognize that there is a new kind of organization moving into the legal industry any way, so why not simply subject these new players to the same regulatory scheme as traditional law firms?

Would that level the playing field? Would that provide better consumer protection for both individual consumers and corporate purchasers of legal services?

Reinvent Law silicon Valley 2013ReinventLawSiliconValley is happening next Friday, March 8 at the Computer History Museum in Mountain View, California. The brain child of Professors Daniel Martin Katz and Renee Knake, co-founders and co-directors of the Reinvent Law Laboratory at Michigan State University Law School, the event promises to be quite a bash. The event is free, but attendance is limited to 400 participants and you have to register to get in. Over 40 innovators, founders, policymakers, venture capitalist and other change agents interested in reforming the legal services industry will be speaking in 6 – 10 minute presentations.

Think of this as a TED Talks event about innovation and change in the legal industry– a crash course about disruption in the legal profession.

Here is the full detailed schedule with the speakers and the titles of their presentations.

Some of the speakers I am especially looking forward to listening to are:

This is just a sampling of the range of talks at ReinventLawSiliconValley – 2013.

Private Investment in Law FirmsYours truly is giving a talk on Private Investment in US Legal Services: New Business Models.  I am interested in how to get private capital into law firms, given the restrictions of ABA Professional Rule 5.4 which prohibits non-lawyers from taking an equity interest in a law firm. Are there ways of getting around this rule? What kind of law firm structures can be created that enable private equity investment? Is it wise to enable private investment in law firms? Will it ever happen in the United States given the present position of the ABA and  state bar associations? What can small and medium size law firms do to access capital to make them more competitive? Are Clearspire and AxiomLaw ethically compliant models that can be replicated?

Ray Abyhanker, the entrepreneur lawyer behind the Trademarkia web site,  the highest traffic legal sites on the Web, opened a kind of Apple Store for legal stuff and other stuff (self-help law books, non-Apple tablets, tablet accessories, etc), right across from the Apple Store on University Avenue in Palo Alto. [See previous post on this company at: May the LegalForce Be With You! ]

Beautifully designed in a historic building the idea is to provide an  "third place" where lawyers can meet and mingle with potential clients, provide community law classes, and generally demystify the law by creating an accessible and friendly legal environment.

The ultimate goal is to create a branded network of law firms that promises a high value client experience for the broad range of consumers and small business that are also attracted to pure online ventures such as LegalZoom and RocketLawyer, but want something more.

LegalForce Store in Palo AltoThere is a lot to be said for a "click and mortar" strategy which involves lawyers working with clients in their offices, and interacting as well online,  but also meeting and interacting in a neutral physical space that is a retail environment. Sort of like having a  "Genius Bar" for legal problems where you can ask a question and get a quick legal answer or get assistance in knowing how to start out to solve a legal problem.

Where do I start? Do I need a legal form or a self-help law book? An "unbundled"  legal service, or full service representation? What’s the lowest cost solution to my legal problem?

The LegalForce lawyer store staff call themselves  "Concierges" and I believe that is an apt title. We need more legal concierges, on the web, and in the real world.

Legal services, particularly the more complex the legal service, depends on the presence of a skilled trusted adviser. Sometimes the lawyer presence can be virtual, but sometimes the legal problem requires a face to face meeting with a client so that a thorough exploration of the facts of the case can be fully understood.  For lawyers, the ideal strategy is one that combines an off-line practice with an online presence and a brand that expresses both dimensions of the practice.

 

The term "Click and Mortar" is attributed to David Pottruck, then CEO of Charles Schwab Corp, in a July, 1999 speech at a conference sponsored by the Industry Standard. Pottruck is quoted as saying:

 "Schwab’s vision has always been designed around customer needs and the company is engaged in constant reinvention to stay ahead of these powerful investors. Schwab believes that it is the combination of people and technology that investors want — a "high-tech and high-touch" approach. As such, Schwab is redefining the full-service business around the integration of "clicks and mortar."

Pottruck subsequently wrote a book about the strategy.  A brokerage firm is more like a law firm, than a law firm is to a ecommerce web site with no human touch. It might be fine to buy your shoes online from Zappos, but I am not so sure that in the fullness of time will clients want a purely virtual experience with their law firms. As someone who runs a company ( DirecttLaw) that provides a virtual law firm platform to law firms, and has operated my own virtual law firm since 2003,  I have experienced both the advantages and the  disadvantages of a pure legal service without any human meeting.

By linking together an online experience with an off-line, real work experience, Abyhanker may have come with a legal service concept that is unique. Trademarkia is being re-branded under the LegalForce brand and recruiting  law firms for the network, first in California and then nationwide has begun..To be clear this is not a franchise, but more of a marketing network with productivity benefits for its law firm members.

Disclosure: Our company created an interactive legal form portal under the LegalForce brand and a "legal form kiosk" for the store.

 

 

The College of Law Practice Management is presenting the Futures Conference on October 26-27, 2012 at Georgetown Law in Washington, DC. Anyone interested in the future of law practice and legal business should attend. Click here to register 

I am a Fellow of COLPM and highly recommend this Conference. My colleague, Ron Friedmann, is a Trustee of COLPM and is Co-Chair of this important Conference.

Below you will find the program in chronological order.

NEW MODEL LAW FIRMS
Big Law has never been the only option for general counsel. Today, many alternatives exist, including “new model law firms.” This panel will examine how these firms do business, practice law, differentiate, serve clients, and offer lawyers a different work experience. We will also hear from the founding visionaries on where they think the law firm market is heading.
Moderator: Ron Friedmann, Fireman & Co. Consulting
Panelists: Mark Cohen, ClearspireBen Lieber, Potomac Law Group PLLCAndy Daws, Riverview Law, and Patrick Lamb, Valorem Law Group.

THE CHALLENGES OF DIVERSITY IN A NEW STAFFING ENVIRONMENT
Law firms are adjusting the traditional personnel model, reducing the number of equity owners and adding new tiers of service providers. But the challenge of diversity remains. A nationally-recognized expert in diversity issues within law firms and other legal settings, Verna Myers will address what legal employers can do to tackle this critical issue.
Speaker: Verna Myers, Verna Myers Consulting Group LLC, author of Moving Diversity Forward.

PRESENTATION OF 2012 INNOVACTION AWARDS
The 2012 InnovAction Award Winners present.
Moderator: Tim Corcoran

LEGAL ACADEMY RESEARCH PROJECT
Reports on two research projects underway at the Center for the Study of the Legal Profession, Georgetown Law: Integration and Fragmentation in the Modern Law Firm; Developing Attorneys for the Future: What Can We Learn from the Fast Trackers?
Moderator: Mitt Regan, Georgetown Law
Panelists: Juliet Aiken, Georgetown LawHeather Bock, Georgetown Law and Lisa Rohrer, Georgetown Law.

THE CONSUMER LAW REVOLUTION
The panel will consider such questions as: How is technology changing delivery of legal services to consumers? How is technology changing how lawyers who serve consumers practice? Do we see signs today that consumer law developments are already doing so? Will constraints – for example, client or lawyer conservatism, immature technology, or ethical barriers – limit a more rapid evolution or a real evolution?
Moderator: Tanina Rostain, Georgetown Law;
Panelists: Stephanie Kimbro, Burton Law LLCMichael Mills, Neota Logic, and Marc Lauritsen, Capstone

EXPLORING THE NUANCES OF VALUE
In 2011, a panel focused on defining value. Now, in this panel discussion, we take the next step, as law firm and inhouse representatives explain how alternative arrangements are developed and tweaked so that both sides can derive value.
Moderator: Aric Press, American Lawyer Media
Panelists: Toby Brown, Akin GumpMark Chandler, Cisco Systems.

FUTURE OF MANAGING PARTNERS
The future demands a new focus in law firm management. This panel, featuring extraordinary managing partners, examines the critical roles and responsibilities of MPs in firms of all sizes—and what the panelists see as the future challenges and opportunities in firm management, including managing talent at all levels and “getting things done” in ways that most benefit the firm, its people and its clients.
Moderator: John Michalik, JJeyEm Consulting and author of The Extraordinary Managing Partner, Reaching the Pinnacle of Law Firm Management
Panelists: Thomas Grella, McGuire Wood & Bissette, P.A.Fredrick Lautz, Quarles & Brady LLPCharles Vigil, Rodey, Dickason, Sloan, Akin & Robb, P.A.Ward Bower, Altman Weil, Inc.

THE NEW NORMAL FROM THE GENERAL COUNSEL PERSPECTIVE
General Counsel face continuing pressure to control costs while coping with growing demands for legal advice. In a panel organized by the Association of Corporate Counsel, you will hear how experienced law department leaders respond to this pressure and what it means both for their department operations and the law firms they retain.
Moderator: Amar Sarwal, ACC
Panelists: Scott Chaplin, Jorge Scientific Corporation; Susan Hackett, Legal Executive Leadership and Eric Margolin, CarMax, Inc.

LEGAL SERVICES UPDATE
2012 has been a year of intense pressure on low-income people facing legal problems and unfortunately, intense pressure on the legal aid organizations that serve them. In these tough times, law practice management expertise and best practices are needed more than ever to improve efficiency, buoy up morale, tune up staffing and employ new technologies. During lunch, Jim Sandman, President of the Legal Services Corporation and a 2012 College fellow-elect, will update attendees on bleak conditions facing LSC and describe a new mentoring initiative in the planning stages that will expand the pro bono consulting the College can offer to legal aid.

 

Legal Documents On-LineThe American Bar Association’s eLawyering Task Force has compiled a draft set of best practice guidelines for legal document providers, which can be downloaded here*.  

An increasingly popular – and controversial – category of service providers are those that supply customer-specific documents over the Internet, using interactive software and/or human resources, without purporting to be engaged in the practice of law. There are literally hundreds of these legal documents Web sites. More of these legal document Web sites launch every month, of not every week on the Internet.

 

These Web sites include for example:

The Task Force believes that there are common principles that ought to guide these legal document sites, and practices that consumers should be able to expect.  The  eLawyering Task Force  also recognizes that consumers have different levels of knowledge in meeting their documentation needs.  Some believe, for instance, that it is simply a matter of getting “the” right form, and pay little attention to careful drafting and appropriate execution.  Others have a more sophisticated understanding of options and implications. Nevertheless there should be baseline expectations that meets the needs of all kinds of users. The goal is not to issue a "seal off approval" of these legal document Web sites. The objective is to encourage these Web sites to use acknowledged "best practices" in the development and delivery of their services.

These guidelines do not take a position on whether certain document services may constitute the unauthorized practice of law in certain jurisdictions if not performed by a licensed attorney, other than to urge providers to know and observe applicable law on that thorny subject.

The primary purpose is to aid consumers in making informed decisions about what they are buying.

Comments on these Guidelines are invited. They can be submitted on the eLawyering Task Force ListServ which any lawyer can join, Click here.

 

Hyatt Regency Incline Village Lake Taho, CaliforniaThe eLawyering Task Force is having a Quarterly Meeting at he Hyatt Regency Lake Tahoe Resort, Spa and Casino on Friday, October 19, 2012 between 9:00 – 11:00 A,M,

This is an open meeting and individuals who want to submit comments on these Guidelines are invited to attend and participate.

Additional Conference details can be found here.

 

 

*(Disclosure: I am Co-Chair of the eLawyering Task Force. The Co-Chair of the Task Force is Marc Lauitsen, of Capstone Practice Systems, who is providing leadership to this project.)

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In accordance with the   FTC 16 CFR, Part 255: "Guidelines Concerning Use of Endorsements and Testimonial in Advertising" I am disclosing that I have a material connection to some of the companies referred to in this Post. I am the Founder/CEO of  DirectLaw, a virtual law firm platform provider and SmartLegalForms, a web-based legal document provider. The opinions expressed here are my own. I did not receive any compensation from any source for writing this post. DirectLaw sponsors this blog by paying for the costs of hosting.