March 2020

Capital Connection is published monthly for members of the Capital Chapter of the Association of Legal Administrators to provide information for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related associations. Capital Connection is not engaged in rendering legal, financial, or tax counseling or advice through this publication.  The contents of all articles, letters, and advertisements published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised.   Contributing authors are requested and expected to disclose financial and/or professional interests and affiliations that may influence their writing position. Articles and materials accepted for publication are subject to editing by the editorial team and become property of the Capital Chapter of the Association of Legal Administrators. Links to Capital Connection may not be shared without permission from the Chapter. 
Editors: Cindy Conover;  Beth Fowler
​Contributing Editors: Yvonne Nath; Rob Kurucza; Bonnie Monych; Keno Kozie; Rebekah Odom
Newsletter Designed By: Jessica Davis


In this issue:

New and Returning ALA Capital Chapter Members

Laura E. Riley
Stradley Ronon Stevens & Young LLP
2000 K St., N.W.
Suite 700
Washington, DC 20006
​lriley@stradley.com 

Courtney Doyle
Paul, Weiss, Rifkind, Wharton & Garrison LLP
2001 K St., N.W.
Washington, DC 20006
cdoyle@paulweiss.com

Emily Goodall
Ballard Spahr LLP
1909 K St., N.W.
12th Floor
Washington, DC 20006
​goodalle@ballardspahr.com
Nicole A Nowak
Adduci Mastriani Schaumberg
1133 Connecticut Ave., N.W.
12th Floor
Washington, DC 20036
nowak@adduci.com

Claudia Strickland
O'Donoghue & O'Donoghue LLP
5301 Wisconsin Ave., N.W.
Suite 800
Washington, DC 20015
cstrickland@odonoghuelaw.com

A Fond Farewell to Elaine Gregg

It is with mixed emotions that the Chapter bids farewell to Elaine Gregg, who is retiring on March 31.  Elaine is a long-time member and Past President of the Chapter who has been an active member and leader since she first joined Capital Chapter.  From her early days at Fried Frank to her recent position at Lowenstein Sandler, Elaine has been a constant smiling face at Chapter events and Community meetings, greeting long time friends and making sure they meet new members.  Among her many contributions to the chapter are her leadership of several communities (back then we called them sections), Treasurer and President, and most recently she has been a busy Ambassador, mentoring countless new members (and putting the rest of us to shame!) 
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Elaine’s smiling face and unfailingly upbeat personality will be missed by all of us in the Capital Chapter, but we are excited for her to begin this well-deserved next chapter of her life.  We will all have the opportunity to wish Elaine well when we resume in person gatherings, but for now we will send her our virtual best wishes for a long and happy retirement.

If You Can Measure Culture, You Can Manage It

Yvonne Nath
Consultant, LawVision

Are you frustrated with your team’s or firm’s culture? Are you a change agent or innovator frustrated with the progress on your firm’s change initiatives?  If either description fits, this piece is for you.

​My own professional goal is to help people make a positive and measurable impact within their firms.  If you can really understand your firm’s culture to the point where you can measure it and describe its causes and effects, you can effectuate change within it. 

In our experience, culture is one of the most oft-cited reasons for failure to achieve organizational goals. Though people are confident that culture is the culprit, many are unable to pinpoint what “culture” really means within their groups and firm as a whole, what caused it to become that way, and what has resulted from it. Instead (and understandably), they use “culture” as a catch-all word for something they cannot quite describe, though they know it when they see it or experience it. However, without having a precise understanding of where a firm’s culture is today, it will be a real challenge to alter the culture or the firm in a meaningful way.

A couple of definitions of culture from Miriam-Webster’s online dictionary:
  1. “the characteristic features of everyday existence;”
  2. “the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” 

Moreover, last I checked, the “culture” Wikipedia page used 4,298 words and 37 citations to explain it. People around the world appear to be struggling to describe culture…and perhaps you are too.

Today, we live in a data-rich world. We seek reliable metrics and analyses to provide deeper insights into our business operations. Incorporating data into the decision-making process is the norm. Loose concepts about a firm’s “culture” are neither satisfying nor actionable. If you could have in your hands an accurate picture of your firm’s culture, the causes of it, and the outcomes resulting from it, along with a roadmap to help you shift the firm’s culture towards being one that is supportive of specific goals, would you want that? 

If you can measure your firm’s culture, you can manage it; and if you can provide measurable results of your cultural change management efforts, then you can demonstrate you’ve made a difference.

This article has been reprinted with permission from the author.​

HITT Contracting: Navigating a Law Firm Construction Project in Today’s Market

Rob Kurucza
Senior Project Manager, HITT Contracting

The construction industry continues to be red hot with subcontractors operating at maximum capacity and manufacturers filling production slots weeks to months out.  Architects have a substantial backlog as well. To complicate matters, the COVID 19 virus has the potential to disrupt material supply chains and have other impacts. While it continues to remain a tenant’s market in Washington, DC, with a surplus of office space resulting in attractive leasing packages, the local construction industry is booming with labor and material prices continuing to increase.  Although not in all trades, many trades are experiencing an increase in the number of workers or number of hours needed to complete the same task as before due to lower productivity from newer workers. These challenges can lead to delayed projects if not managed properly.

There are ways to lessen the increase in cost and to ensure an on-time completion.  The old hard bid model of designing a project and then sending it to 3 general contractors to price comes with the risk that the project will come in substantially over budget with no vehicle or time to bring the project back into budget. Additionally, some general contractors will carry the cheapest and least qualified contractors at the highest risk of schedule delay or failure.  Ironically, it is during the busy markets when the most subcontractors falter, and the caliber of the subcontractors matters most. Since law firms are the most challenging type of corporate office to build, this can result in a disaster. Additionally, problems may continue to arise for the lifetime of the lease.

Many of the nations top law firms are electing to bring a general contractor onboard early to help navigate the budget process, advise the landlord on behalf of the law firm on construction decisions, unlock value otherwise unavailable, and to build the most efficient schedule possible. As projects become more and more complex and materials take longer to obtain, it is increasingly necessary to start the project submittals and shop drawings earlier in order to optimize efficiency in schedule and cost.  This is achieved through a fee and general conditions and qualifications proposal, where the general contractor submits a proposal of their fee for the work, staff costs, and qualifications to perform the project. This typically occurs shortly after the architect is hired. It is important to pick a contractor that you trust at this point. This cost is typically 7-10% of the eventual total cost of the project and most general contractors capable of performing law firm work have a fee within 1% of each other.  Please feel free to reach out if you would like to discuss this partnership method and I can provide many successful law firm case studies.

Rob Kurucza 
rkurucza@hitt-gc.com | 703-929-7361

3 No-Nonsense Tips for Effectively Managing Generation Z

Bonnie Monych, CPC, CM​
Performance Specialist, Insperity

Millennials are no longer the new kids on the block. The oldest members of this often-analyzed, and sometimes fretted about, generation of workers are now in their mid-30s, and have successfully integrated into the workforce.

But just as we’ve all learned to work together, there’s a new generation coming of age. Meet Generation Z — young adults born roughly between the mid ʼ90s and 2010s.

What exactly will they be like? What kind of impact will they have on the workplace? Think of members of Gen Z as millennials on steroids. Like their predecessors, Gen Zers value and expect independence, creativity, freedom to work when and where they want, diversity and, of course, technology. But, while millennials introduced many of these expectations to the workforce, Gen Zers now demand them, and they won’t settle for anything less.

Armed with high standards, Gen Zers are sure to shake up the workplace. But they also bring a unique set of skills and talents that promises to energize the business world. Understanding what makes this generation tick can help you better manage, engage and motivate Gen Z employees.

A startup mentality
Gen Zers are independent, creative and much more entrepreneurial in how they approach work. Watching their parents struggle to make ends meet during the 2008 recession, and growing up during the evolution of startup culture and the gig economy (think Uber), likely inspired their initiative. As a result, Gen Zers are less focused on traditional career milestones such as graduating from a four-year college, getting a degree and going to work. They may start a few small businesses in high school, then get a job, and then get a degree online.

Freedom to work … or play
Millennials pushed for breaking free from the confines of the eight-hour workday in the office, and blending work and life. They wanted the option to go for a run during the work day, or work from home.  Gen Zers blur the barriers between work and life even further. They have little patience for working set hours in an office for the sake of “face time,” instead preferring to be measured on their productivity. To them, work can be completed just as easily at 9 p.m. at home instead of 9 a.m. in the office.

Desire for diversity
Gen Z is generally considered to be our most diverse generation. The U.S. Census Bureau forecasts that more than half of American children will belong to a minority group by 2020. So, for Gen Zers, diversity is the norm, not a workforce goal or trend. They are used to interacting with individuals of different races, genders and sexual orientation. And they themselves may be a mix of several different ethnicities. Gen Zers also see the world from a much more global perspective and consider themselves to be members of a global community. They expect businesses to reflect their experience and worldview.

Technology mastery
Technology is written into Gen Zers’ DNA. This generation doesn’t remember a time when they didn’t have access to high-speed internet. They’ve always been able to instantly download the latest hit song, and they’ve never had to stop at a gas station to ask for directions. Gen Zers don’t just want technology, they need it. In fact, an estimated 40 percent of Gen Zers admit to being digital device addicts. But they don’t see their dependence as a big deal, because they’re great at multitasking.

In short, Gen Zers have high expectations for work and how it fits into their lives. Here’s how to meet them halfway.

1. Offer new ways to lead
Now’s the time to take another look at your company’s processes and procedures, before the flood of Gen Zers begins in earnest. Job titles don’t motivate most Gen Zers – they’re not really interested in climbing the corporate ladder. That doesn’t mean they reject leadership. On the contrary, Gen Zers want a stake in a company’s growth or success.
A good way to grant them that is to give your top Gen Z employees ownership of a project or initiative they can implement from start to finish. This generation has great ideas. Work on funneling their creativity to the benefit of your organization. Otherwise, your Gen Z employees will likely jump ship.

2. Get real about perks
It takes more than a state-of-the-art game room or fully stocked snack bar to sell Gen Z workers on a company. Sure, they’re nice perks, but impersonal. Instead, find out what matters to each individual job seeker. For some, that may be freedom to work from home. Others may want more time off for vacation, or to pursue a passion. And don’t skimp on compensation and benefits. Financial security is paramount to this generation, who came of age in the wake of the 2008 recession.

​3. Emphasize different ways to connect and communicate
Gen Zers are a social bunch — both online and IRL (in real life). They want to connect. While they’re comfortable communicating digitally, it’s also important to create opportunities for face-to-face interaction. These could be scheduled social events, strategy sessions, project meetings or regular status updates. Business leaders could also incorporate informal meeting spaces throughout the work environment. One-on-one conversations are especially important when handling serious issues. Many Gen Zers may be more accustomed to handling conflict via text messaging, so you may have to give them an extra nudge in this direction.

The bottom line
Generation Z has high expectations for the workplace, but business leaders should also expect much from them. Gen Zers possess an ample supply of drive, creativity and ingenuity to fuel your company’s growth and success. The challenge will be keeping them as interested in your organization as you are in them. But, with the right approach and strategy in place, you’re sure to make Gen Z an integral part of your well-rounded workforce.

This article has been reprinted with permission from the author.​

Keno Kozie: ​The Law Practice Today

Email is critical to the way we do business. While the advent of email offered businesses a world of convenience and expedience, with it came a multitude of security threats. Email is one of the preferred avenues of attack for hackers looking to access sensitive information or funds.

Most of us consider ourselves to be email-savvy. Unfortunately, email scammers are constantly changing their methods and develop new highly sophisticated techniques every day. Phishing scams are becoming increasingly advanced, and old ways of protecting against them are no longer sufficient. If you want to be sure that you are keeping your organization safe, your security measures need to evolve along with the threat.

The Ever-Changing Email Threat Landscape​
By now, most of your employees are likely accustomed to looking out for anything that might seem suspicious in an email. Early phishing scams were easier to spot, but as users have become more sophisticated, attackers have similarly advanced and spotting fake emails or other attacks has become increasingly difficult. Attackers are aware that organizations are focusing on email security and people have become savvier at identifying scams through experience and ongoing security awareness training. The attackers have changed their tactics accordingly.

All phishing attacks are similar in that their goal is to obtain illegal access to systems or information. What keeps changing is how they go about trying to gain that access. Things like spelling and grammar errors can be easy tip-offs that a message might not actually be coming from the person who claims to be sending it. Attachments that look suspicious or come from unknown senders are obvious red flags. Today’s hackers have developed far less obvious methods for attempting to obtain user credentials in order to gain unauthorized access to information and systems.

More Sophisticated Email Attacks​
Today’s cyberattackers have come up with new, highly advanced ways to obtain user credentials. This allows them to inject themselves into email conversations through compromised accounts. Users are regularly told to change their passwords as a security measure, but many users employ very simple models for their passwords – for example, changing Password123! to Password1234! at the next forced change. Moreover, users tend to turn to similar passwords with similar changes across all of their accounts – just look at the recent spate of Ring camera attacks which have been blamed on users sharing passwords amongst their various online accounts.

Much like online marketers, hackers maintain profiles on users. They aggregate information from security breaches (Yahoo, Equifax, Target, etc.) and use information from these historical events to build data repositories, including password change information and patterns. They can identify targets who have had their accounts compromised through publicized data breaches at major stores and companies and capture a user’s credential and password change patterns. With that information, it’s easy for them to guess a user’s current password and employ it to compromise their credentials at their place of business. If the organization doesn’t have strong security protections, including multifactor authentication (MFA) and/or mobile device management (MDM), the hackers may be able to infiltrate email accounts and launch attacks.

Once the hackers have access to an email account, they often set an unseen rule that forwards all email to an outside account under the control of the attacker. The attackers then read the emails and wait for a thread they want to infiltrate, at which point they may create new rules that delete messages from the user’s account that would alert the user to the infiltration. This means the user doesn’t even see the messages and the attackers have full control of the conversation. With full control, they can then send malicious attachments or links, or implement new routing information for payments that are about to be made. If both parties to the conversation or deal are not vigilant, or lack strong email protections, the hackers may convince one of the parties to transfer thousands or even millions of dollars out of the organizations and into their own pockets.

Preventive Measures
Knowing hackers’ methods is often the key to preventing attacks, but how can you prevent an attack that you can’t even see? The answer lies in using the most advanced email security tools and coupling them with security awareness and processes.

Multifactor authentication is one of the best ways to prevent hackers from gaining access to email accounts. With multifactor authentication, an email account cannot be accessed unless you have two pieces of information, not simply a password alone. When you use multifactor authentication, it does not matter as much if your users are predictable in changing their passwords or create weak passwords. Even if attackers can figure out the password, they’re still locked out of the email account without the necessary second piece of information.

Within your network and email system itself, you can use security functions such as mobile device management and conditional access to further reduce access from unknown devices or unusual locations. Security information and event management (SIEM) solutions that monitor and alert for unusual communication origination and destinations can help detect if email accounts have been hijacked. These tools allow an organization to identify when their email is being accessed by outside users and where that access is coming from; alerting them that an account has likely been compromised. For example, if a given user typically logs in from locations within Washington, D.C. or the suburbs of Virginia, but now their account is being accessed from Africa or Eastern Europe, an alert will be triggered notifying the organization of possible infiltration.

MessageControl is another useful tool for helping users identify email scams. Most organizations have tags on emails that indicate if a given message is going to or received from an external account. However, most users are so accustomed to seeing these tags that they no longer pay much attention to them. MessageControl enhances this tagging system, telling a user not just that a message is external, but that it’s the first time they’re receiving an email from a given sender. When users see these unique messages on an email from someone with whom they’ve had several communications, they’ll be more critical and will likely report the incident, potentially preventing a serious breach. Your security team will be able to verify that the email is not actually coming from the person it claims. These alerts are dynamic and call out anomalies such as a new sender or domain, not just that the message originated outside of the organization. 

Because these tags are so infrequent, they stand out to users. Tools such as these that actively monitor where messages are coming from and going to can allow an organization to significantly shore up its defenses against the ever-changing threat. As part of vital ongoing security awareness training, users should be educated about these tools and told to not click on any links or open any attachments when flagged emails come in. Informing employees of new threats and changes to the email landscape, as well as reminding them of existing threats, is the best way to stop attacks once hackers have gained access.

Finally, every organization should have processes for handling and confirming changes to important procedures such as transferring funds, and those processes should include a requirement that such changes should never be made by email alone. The combination of user training, sound organizational processes and procedures, security and monitoring and good message sanitation tools that protect against malware and compromised websites is an organization’s best shield against ever-evolving attacks.

Going Forward
Email attacks are a constantly moving target and so require a constantly evolving defense strategy. The right tools, training and internal processes can significantly reduce the risk presented by external email messages. The goal is to limit the amount of noise your users are subjected to so that they pay full attention to messages that are actually identified as risky. Your users are your last line of defense – strong tools can help them detect threats before they cause real damage.

Cyberattackers are relentless and will continue to evolve their methods. Just because you can’t entirely eliminate the threat doesn’t mean that you can’t take serious steps to reduce their likelihood of success. Setting up the proper defenses today and building upon those tomorrow are the best way to avoid becoming a victim. 
  
This article has been reprinted with permission from the author, and originally appeared in  ABA Law Practice Today, The Attorney Well-Being Issue, January 2020.

​The Ins and Outs of Legal Project Management 

Rebekah Odom
Legal Project Manager, Hogan Lovells

The legal industry has been forced to come to terms with its new reality since the 2009 economic crash.  Our landscape switched overnight from a seller’s market to a buyer’s market, and as a result, clients have been demanding more value for their legal spend and improved transparency in the way their matters are managed.  The Legal Project Management (LPM) profession emerged as a result of that demand. Although project management has been around in the technology, automobile and construction industries for over fifty years, the legal industry has only played in this arena for the last decade.

You may be asking, what exactly is LPM?  LPM is best defined as applying project management methodologies to eliminate waste and identify best practices, so that individual client matters become more efficient, transparent and profitable.  Most LPMs operate on a four phase process. In The Four Phases of Project Management, Harvard Business Review identifies those phases as planning, build-up, implementation, and closeout.  I have seen many variations of those phases, but they all encourage the same behavior: (1) plan your project out; (2) gather your resources and identify the team; (3) execute the project per the plan; and (4) complete the task and capture lessons learned.

Legal project managers answer to many stakeholders – both internally and externally – so it is important to be able to identify those stakeholders and deliver appropriately and efficiently across the board.

From the Inside
From the firm perspective, the use of LPM improves matter management through the process of identifying efficiencies and streamlining projects to operate more smoothly on both current and future projects.  It is important to engage LPM from the outset of a project, which allows for proper scoping, budget setting and monitoring.   

The best use of the lawyers’ time is not in calculating cost estimates or determining how they are going to resource and manage a project.  When attorneys engage LPM from matter inception, the Project Manager can then focus on keeping the project on track and within budget, while allowing the attorneys to concentrate on the legal issue at hand.  Having another set of eyes on the allocation of project tasks is pivotal to project success and client satisfaction. For example, the more sophisticated client knows that a due diligence review is not suited for a partner, or even a senior associate.  Clearly defined roles and resource allocation early on can help to avoid those types of inappropriate assignments.  

Projects can change and develop very quickly. Consistent budget reporting ensures that the project team remains apprised of budget thresholds and aids in diagnosing scope creep, which is unforeseen and unauthorized work that is not included in the existing budget. Cadenced budget reporting identifies this and can allow for necessary course correction.  Applying these adjustments early on can reduce write-offs and therefore increase the realization and profitability of these projects.

From the Outside
From the client perspective, they are expecting a more sophisticated and structured delivery of legal services.  Many companies utilize project management professionals in their own industries, so naturally clients are requesting a review of LPM tools and methodologies as a part of the RFP selection process.  Clients are now identifying these LPM offerings as a major differentiator in a firm’s capabilities of providing improved matter management and project transparency.   

Clients also want to know who is working on their matters, not only from an inclusion and diversity perspective, but also to determine if work allocation makes sense.  Providing that information up front not only proves to the client that your firm has thoroughly planned their project, but also demonstrates that you are providing the most cost-effective outcomes.

In my experience, the more transparent you are with your clients, and the earlier scope creep is identified and justified, the more willing the client is to adjust the budget accordingly.  This improved level of communication builds trust and strengthens the client relationship. It is always preferred by the client to have any difficult conversations up front, as opposed to at the time of billing.  The main takeaway here is that LPM, and the transparency it offers, facilitates trust with the client and results in less surprises and therefore fewer write offs – a win-win for all stakeholders involved. 

Sources: 
  • Harvard Business Review Staff. (2016, November 3).  The Four Phases of Project Management. 
  • Harvard Business Review. https://hbr.org/2016/11/the-four-phases-of-project-management Adapted from HBR Guide to Project Management; content originally published in Pocket Mentor: Managing Projects, Harvard Business Review Press, 2006
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About the Author:
Rebekah has been in the legal industry for over 15 years.  She currently works at Hogan Lovells as a Legal Project Manager.  She holds a Master’s Degree in Law Firm Management from The George Washington University and a Yellow Belt in Legal Lean Sigma and Project Management.
https://www.linkedin.com/in/rebekah-odom-mps-a16472157/

March 2020 Diversity Observances

March is Women’s History Month. Started in 1987, Women’s History Month recognizes all women for their valuable contributions to history and society.

March is National Developmental Disabilities Awareness Month, which was established to increase awareness and understanding of issues affecting people with intellectual and developmental disabilities. March is National Multiple Sclerosis Education and Awareness Month. It was established to raise public awareness of the autoimmune disease that affects the brain and spinal cord and assist those with multiple sclerosis in making informed decisions about their health care.

Click here to view the full list of March observances.

Administrative Committees

Communications and Media Relations
As members of the Newsletter and Media Relations Committee, Chapter members participate in producing the award-winning Capital Connection. Members gather to brainstorm new ideas for editorial themes for upcoming editions. The newsletter reports Chapter business activities such as Section and Committee news and provides information about upcoming educational and other events. It also includes articles of interest to members and other legal management personnel, collected, authored and/or edited by members of the committee. This committee also works with other legal associations and the media to ensure that ALA and the Capital Chapter are represented in the legal industry. The Newsletter Committee welcomes new members.

Contact: Cindy Conover, Cindy.Conover@Shearman.com

Diversity & Inclusion
The Capital Chapter of the Association of Legal Administrators is a professional organization comprised of administrative managers from private, corporate and government legal organizations in the Washington DC, Northern Virginia and suburban Maryland areas.  ALACC embraces and encourages diversity within the legal profession. We value diversity and those initiatives that promote it and look to partner with affiliated professional legal organizations to advance diversity. We not only strive to raise awareness, but to increase our sensitivity in the area of diversity and more closely reflect the diversity of our community at large. Having a more inclusive and diverse legal community will improve the quality of our organizations workforce and respond to our client’s requirements for diversity. As a committee we are very interested in your thoughts, comments, and suggestions about achieving greater diversity in our Chapter, our profession, and in our firms. 

Contact: Cheryl Flynn (Chair), cflynn@wileyrein.com; Beth Fowler (Co-Chair), bfowler@robbinsrussell.com
Salary Survey
The Salary Survey Committee is responsible for maintaining, updating and running the local survey each year. They review the positions listed, the job descriptions, and the benefits questions to ensure that the survey remains relevant to the end users. The members of the committee also promote the survey within the Chapter to stimulate participation. 

Contact: Sheri Shifflett (Chair), Cheryl.Shifflett@saul.com; Valerie Williamson, valerie.williamson@bassberry.com;






Member Experience
The Member Experience Committee will establish a welcoming environment for new members to be integrated into the Chapter through a formal Ambassador Program. Ambassadors will provide support and guidance to new members through their first 12 months of membership, ensuring new members realize benefits of membership and become ambassadors of the Chapter. 

Contact: Dot Mooney (Co-Chair), dmooney@powerslaw.com​; LaVerne Anenia (Co-Chair), LaVerne.Anenia@dbr.com


Educational Communities

Branch Office Administrators
The Branch Office Adminsitrators Community focuses on a broad range of topics of interest to local adminisraotrs who must coordinate with other officees of their firms. The Community's monthly luncheon meetings, held on the second Tuesday of the month, provide a venue for members to discuss issues of common interest, share ideas, and network. Members are encouraged to raise topics and to recommend speakers.

Contact: Barbara Kernus (Chair), bkernus@gsblaw.com; Joanna Hurt (Co-Chair), jhurt@mccarter.com
Listserv: branch@lists.alacapchap.org
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Office Operations Management
The members of the Office Operations Management Community represent a cross section of legal expertise from functional administrators to branch office managers. The Office Operations Management Section (OOMS) meets on the fourth Wednesday of every month to discuss operations related hot topics. We welcome all members to join the section, especially if you are an administrator in a small law office and you have to wear multiple hats. We can provide you with many best practices to run your operation smoothly.

Contact:  Kenia Garner (Chair), kenia.garner@pillsburylaw.com; Jacqueline Keener (Co-Chair), jackie.keener@threecrownsllp.com
Listserv: ooms@lists.alacapchap.org
Intellectual Property (IP)
The Intellectual Property (IP) Community focuses on all aspects of legal management as it pertains to the IP Administrator. The group discusses the complexity of the ever-changing IP environment and how to effectively create and apply IP specific, non-legal procedures in both boutique and general practice firms. 

Contact: Matthew Cichocki (Chair), mcichocki@cooley.com; Judi Heston (Co-Chair), jheston@nixonpeabody.com
Listserv: ipadmin@lists.alacapchap.org



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Small Firm Administrators
The purpose of the Small Firm Administrators Community is to provide Administrators of law firms with 35 or fewer attorneys educational opportunities through vendor presentations, idea sharing and open forums specifically designed for those who work in smaller firms. The Small Firm Management Community meets the fourth Tuesday of the month at host law firms.

Contact: Valerie Williamson (Chair), valerie.williamson@bassberry.com; Tabatha Harris (Co-Chair), tsh@dwgp.com  
Listserv: smallfirm@lists.alacapchap.org


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Human Resources
The Human Resources Community operates as a venue for educational information on global human resources issues.  While the Community is mostly comprised of HR professionals, any member is invited to participate in the meetings which typically take place on the second or third Wednesday of each month.  The meetings feature industry speakers or roundtable discussions on topics such as recruiting, benefits, strategic planning, performance management, career pathing, retention and other matters of interest.

Contact: Tiffany Montgomery (Chair), tmontgomery@velaw.com; Cindy Schuler (Co-Chair), cindy.schuler@hugheshubbard.com

Listserv: hr@lists.alacapchap.org

Next Generation Leaders
The mission of the Next Generation Leaders Community is to support our next generation of leaders and close the gap faced by our association and the legal industry as a whole by providing a community for Millennial legal managers and new managers in the legal field with a focus on mentoring, education, and networking. To accomplish this goal, the section hosts monthly meetings, pop-up events, and educational sessions, and provides 2-way mentoring opportunities. 

Contact: Kate Fettrow (Chair), kfettrow@wileyrein.com; Amy Walkowiak (Co-Chair), awalkowiak@dcwhitecollar.com 
Listserv: nextgen@lists.alacapchap.org