October 2015

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 an/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. 

Editor: Jacqueline Moline 
Associate Editors: Paula Serratore; Cindy Conover
Contributing Editors: Beth L. Fowler, CLM; Denise Fidura; Steve Wingert, CLM; Dave Fletcher; Monique Terrell; Larry Richard; Peter Balis; Karen Laumoli; Pheobe Boger-Smith; Jimmy Tringali; Craig Church; Jessica Davis; Jenna Carter; Nicole Black; Courtney Leonard; Dot Mooney
Newsletter Designed By: Jessica Davis


In this issue:

President's Message

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“If I do my job well, it’s not because people listened to me, it’s because people believed in me.”  Dr. Richard Webber to Dr. Miranda Bailey.  For those of you who are not hospital show junkies like me, Dr. Webber and Dr. Bailey are doctors on the TV show Grey’s Anatomy.  I realize this is an unlikely place to find inspiration about leadership, but this year’s season opener was actually about leadership, in the midst of all of the other drama, of course.  In this episode, Dr. Bailey finally achieves her goal and is appointed Chief of Surgery.  She heads in to her first day as Chief full of energy and conviction, and is determined to have a “perfect” first day.  She decides the best way to achieve this to refuse to take no for an answer.  She believes if she gives people no choice, they will find a way to achieve her goals, even when it is impossible.  I’m sure you can guess what ends up happening – pretty much anything that can go wrong does, she alienates most of her colleagues, and at the end of the day, Dr. Bailey convinces herelf that she is not the right person to be Chief.
I think most of us can relate to Dr. Bailey’s frustration.  We attend seminars and conferences, we read books, and we reach out to our ALA colleagues to try to be the best leaders we can be.  And yet, on any given day we can feel like we are not the right person for our jobs, and we are sure the people in our firms agree!  What we have to remember is that being a great leader doesn’t isolate us.  As Dr. Webber tells Dr. Bailey, “the job is too big for one person, and no one can do it without a good team and advice from those who have gone before.”  
If you Google leadership, there is a wealth of information on the subject, and a gazillion quotes from famous, and not so famous leaders.  The recurring theme throughout is that great leaders inspire, motivate, and encourage others to be their best.  Leaders are less concerned about personal recognition than they are about the good of the organization, and making sure every member of the team has the opportunity and means to contribute and make a difference.  The following are two quotes that resonated with me:
"Leadership is the art of getting someone else to do something you want done because he wants to do it."  Dwight Eisenhower
"The task of the leader is to get his people from where they are to where they have not been."  Henry Kissinger
Like Dr. Bailey, I often struggle to find balance, wanting everything to be perfect, focusing on results and outcome, and not providing the leadership to help my team shine.  But thanks to ALA and the Capital Chapter, I have plenty of opportunities to continue to learn and improve my leadership skills.  The Capital Chapter provides quality education throughout the year that is focused on leadership, and provided at no cost to our members.  In addition, serving in a leadership role in the chapter, or volunteering at the national level is a great way to develop and improve your leadership skills.  I encourage you to take advantage of as many of these opportunities as possible, and becme the best leader you can be.

New ALA Capital Chapter Members

Dionne M. Taylor
Human Resources Manager
Sutherland Asbill & Brennan LLP
700 6th St. NW
Suite 700
Washington, DC 20001
Dionne.taylor@sutherland.com

Deborah D. Silard
Managing Director - Finance Operations
Hogan Lovells LLP
555 13th St. NW
Washington, DC 20004
deborah.silard@hoganlovells.com
 Evan Kettig
Financial Services Manager
Gilbert LLP
1100 New York Ave NW
Suite 700
Washington, DC 20005
kettige@gotofirm.com

Jacqueline McCann
DC/NY Supervisor
Goulston & Storrs
1999 K St. NW
Washington, DC 20006
jmccann@goulstonstorrs.com

Member Spotlight: Denise Fidura

I’ve always been into cars. When I was younger, I would dream of having a car that would make everyone turn to stare at or long for the way I did with many other people’s cars.  After establishing myself as Office Administrator at Krooth & Altman, the transmission went on my beloved 200k mile Honda Accord and it was time for a new car.  My husband recommended a Ford Mustang and they had recently reintroduced the 5.0L which I had wanted since I was younger. It also came in an audacious green color that I just had to have!  Once I purchased the Mustang, I was fortunate to have an excellent opportunity arise with a company named Vortech Superchargers that wanted to use my car as a booth car at SEMA, the largest aftermarket parts show in the world.  From there the rest is history!  I have been fortunate enough to have multiple sponsorships and win many car show awards.  Because of my love for the green color, I have wrapped my car in vinyl to protect the paint.  Fortunately vinyl comes in many colors so I have experimented with Tiffany Blue and HiLiter Yellow (an ode to my beloved office supplies)! Last year I began racing competitively in a sanctioned race series called NMRA and was runner-up in my first race! I have raced many times since then and have won several more.  As time goes on, I hope to grow as a racer, but every experience to me is invaluable.  None of this would be possible without the amazing support from my firm who not only pay me to perform a job that I love, but also understand my passion for racing and allow me to attend these events.
 
           --Denise Fidura
             Office Administrator, Krooth & Altman, LLP

Are You a Savvy Leader?

Steve Wingert, CLM
Principal of Nesso Strategies and Legal Leadership Institute

Most law firms are paradoxical organizations with internal competing values, and contradictory ways of organizing, addressing issues, and behaving. These contradictions are rooted in the individual motivations, values and biases grounded in each attorney or staff member, and often inhibit the ability to develop a “one” firm outlook, versus multiple individual viewpoints. In turn, leaders at both at the functional and cultural levels are often limited in their ability to see the weaknesses in their own perspectives, to understand the advantages of opposing perspectives, and to identify and take a timely course of action, in the best interest of the firm.

In his article “Mastering Competing Values: An Integrated Approach to Management,” Quinn suggests four different approaches where competing values clash with leadership and management. Any of these sound like your firm?
  • Irresponsible Country Club: Uncontrolled individualism, inappropriate participation, unproductive discussion, and permissiveness over what is or isn’t acceptable behavior. Perspectives and viewpoints that are “always the priority” or “right” are randomly allowed.
  • Oppressive Sweat Shop: Individualism that creates the expectation to respond or act with little direction or clarity as to goals, process or timing. “I say jump, you ask how high?”
  • Frozen Bureaucracy: Bound by rigid tradition and antiquated ways of doing things. The inability to change and respond, timely or appropriately.
  • Tumultuous Anarchy: Quick to act when a critical mass of support is garnered, regardless of the due diligence done; chaos as exemplified by political expediency, unprincipled opportunism, disastrous experimentation, or belligerence. “Do it because I said so, I don’t care what it costs or if it will produce results. Just do what I say.”

Competing values and behaviors often create tension for leadership and management tasked with moving a firm forward as one organization, which would seem consistent with the definition of a partnership, which most firms are. Instead, many firms are a conglomeration of sole and small group practitioners each striving to succeed via their perspective and their share of the organizational resources. Competing messages and actions are often the norm, which can lead to paralysis, and the inability to act because of inconsistent behaviors and communications.

As a leader, one must learn how to navigate the varying motivations, values, perspectives, politics and sub-cultures that exist in any organization, particularly a law firm. This includes understanding what values and perspectives drive the behaviors of all within the organization, and then working to resolve the paradoxes often created for leadership and management. Yet many law firm leaders lack the needed knowledge, skills and experience to do this well.
A leader must place in context the competing values of individuals and groups, and how these values influence behavior, if they are going to influence and persuade the organizational members to move toward more positive zones of operation. This requires careful analysis of the individual and group perspectives to determine what approach is typically demonstrated (i.e. what values are prevalent in the issue at hand). Ultimately, a leader unable to do this will be less successful in creating an effective and efficient organization. And common sense tells us this has a direct impact on the bottom-line.

Savvy leadership will take the time to understand the competing values, perspectives, and culture relevant to the issue at hand, before developing solutions and acting. The process may take longer, but will produce better, more sustained results, and is less disruptive in resolving the multitude of management paradoxes that arise. Savvy leadership requires an investment in leadership knowledge, skills and communications; self-awareness of motivations, values, behaviors and conflict; integration of strategy, tactics and accountability; innovative change grounded in research and planning; creation of continuity and consistency in process; and, expressed, clear goals and expectations for productivity.

How savvy is your firm and its leadership to lead in the face of competing values? Where do your current and future leaders develop these talents, if they do?
 
Quinn, R. E. (1988). Mastering competeing values: An integrated approach to management. In Beyond rational management. San Francisco, CA: Josey-Bass.

rand* Construction Spotlight:
Let There Be Light!

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Dave Fletcher
Principal, rand* Construction Corporation

Those of you who engage in the guilty pleasure of watching “Suits” so you can see how law firms operate on TV (as opposed to real life) have no doubt observed that along with  the meticulous and chic wardrobe, the law offices of Pearson Spector are also very well styled.  Stone, wood, glass  and beautiful art adorn the walls, and the light is ever-present.  The light isn’t just for the cameras… in fact, it is common to modern law firm spaces.  Natural light and transparency are hallmarks of modern, efficient law firm space.

The most common method used to bring natural daylight to interior space is the use of glass on office perimeter walls.  Advances in manufacturing technology and construction materials in the last decade have led to the development of numerous systems and manufacturers of office partition products.  Differentiating amongst these products and  measuring their relative impacts is a significant consideration in the planning of office space.  There are a many factors that come into play when choosing these products, a few of the most significant being: cost, acoustics, privacy, and features.

These systems typically hold substantial costs relative to  standard drywall partitions and wood doors.  Manufacturer to manufacturer costs vary based on features, style, materials, country of origin, and other variables.  The cost even within a single manufacturer’s line may vary based on these factors.  When considering these items in the early budget phase of a project, it is important to understand the cost of these systems to factor this into the budget for the project.  Cost analysis for these products should account for their impact on the surrounding construction.  The construction of the anchoring wall often varies between different types of system designs, and it is critical that the construction team works with the design team and the client to explain these impacts as the systems are evaluated.  These systems can additionally have varying levels of tolerance for buildings that may be out of level.  It is imperative that the team recognizes this early in the process to account for any elements of the structural envelope that will affect the client’s choice of system. 

Acoustics are a significant factor in most law firm spaces.  The need for privacy occasioned by confidential conversations, sensitive client matters, and the varying noise level of personal speaking style all give rise to acoustical concerns.  It is critical that the construction and design team understand the acoustical rating of the system being used and develop an approach to the work that maintains this rating.   Features can vary between manufacturers that affect acoustics.  Gasketing between panes of glass, glass and framing systems, framing and adjacent drywall and at door openings are significant factors in determining the acoustical rating and performance of the system.  The type and composition of the glazing in the framing can also alter the rating and performance of the system. Manufacturers often utilize solutions such as laminated glass or double glazing to increase acoustical performance.  Door openings are a significant acoustical performance feature.  Gasketing, drop seals, glazing, and automatic closers all affect the acoustical performance of the doors.  Additionally, the choice between swinging and sliding doors can alter the acoustical rating of a system.  When deciding on a system it is imperative that all members of the project team recognize the impact of acoustics on the space.  The proper coordination of installing the surrounding construction as well as the installation of the systems to maintain the acoustical rating is the responsibility of the Contractor.  Experience working with a variety of these systems provides substantial knowledge that is essential to developing a successful and comprehensive installation strategy. 

In addition to acoustical concerns for auditory privacy, visual concerns are often raised as an objection.  Visual privacy is often a significant concern with regard to large spans of glass in office spaces, and solutions  are typically managed by patterning or screening the office sightlines.  There are a variety of methods to achieve this screening, ranging from inner laminate layers in the glass, color of the glass, or the application of surface film to the glass.  When applying a visual screen to the glass, it is important that the design and construction teams review with the client the impact of this screen on the space.  The obstruction of visibility can  translate to a reduction in the amount of light that passes through the glass, which can enhance or detract from the design.  Additionally, various methods of screening provide different levels of permanence.  Inner laminate layers cannot be removed without replacing the glass, while surface applied film can be removed and replaced with relative ease and at any time.  Strategies for “stepping down” the visual screening are often valuable for firms to consider.  As an example, instead of completely blocking the glass, a law firm might consider a band of screening that blocks visibility at eye level, but retains clear glass above and below the band.  The most flexible approach is is to start occupancy with clear glass and observing the reaction of the firm before developing a permanent visual screen program.  Use of applied film is the most effective method to adjust the screening in this approach as it can be custom tailored to meet the evolving needs of the firm.

The inherent features in each of the systems also vary and mandate consideration by the firm as it evaluates these products.  The availability of elements such as locking doors, interchangeable lock cores, type and finish of framing and hardware, and the extended range products offered by each manufacturer will often lead the firm to narrow the range of suppliers that can meet their specific needs.  Working with their Contractor and design partner, the firm can cost model the options and features desired in the systems to control the budget costs and lock in competitive bid structures. 

Below are some recent examples of the use of these products in different law firm spaces and the variety of considerations addressed in the systems. 

In a recent project on K Street NW, glass walls on the perimeter offices and open spaces on the interior simulate a “see-through” expanse of office space that is unusual in the market.  This approach to openness yields a sense that everyone in the space has a window office.  In much of the space, it feels like a corner window office as visibility to the exterior is almost 180 degrees from many of the interior seats. 

In a recent project on 19th Street NW, the use of glass expands to the connections between the exterior window mullions and the office separating partitions.  By adding approximately 12” of glass at this connection point, visibility down the street from the office windows, as well as the ability for natural light to penetrate the offices, is greatly amplified.  Throughout the day as the sun traverses the sky, the angle of light reaches deeper into the office space.  This increase in capture of natural light allows for a reduction in the use of artificial lighting.  The artificial lighting is connected  to daylight and motion sensors, which modulate the energy draw of the lights based on the amount of natural light in the space. 

In still another recent space on 13th Street NW, operable glass walls at conference rooms allow the rooms to open up into function space, and sound rated double glazed glass walls are used to separate the conference rooms from each other.  The extensive use of glass with a careful application of film allows natural light to flow through the conference rooms into the space, while still maintaining a private and confidential space for client activities. 

In two recent projects, one on Pennsylvania Ave NW and another on G Street NW, a variety of solutions increase the acoustical privacy and performance.  Double glazed wall systems, laminated glazing and double glazed doors increase the acoustical performance of the systems.  In both of these cases, multiple manufacturers’ products are utilized to take full advantage of specific system features, some of which function better in conference rooms, and others better suited to private offices. 

Bringing light and transparency into your new space can radically alter the feel of an office setting.  It should be done carefully and deliberately and with a full understanding of the impacts of this construction direction.  Open dialogue within the firm and with the consultants engaged on the project will yield a transformative experience with light and transparency. Whether your next conversation regarding law firm or office renovations is with rand* or with another contractor and design team, keep in mind that there are virtually countless natural or “day” lighting solutions that can be implemented based on the firm’s specific privacy, aesthetic, or functional needs and desires.  The construction team should be able to offer your firm cost models and options based on a breadth of experience – or at the very least, immense research and evaluation - regarding lighting and transparency in tenant spaces.

Diversity & Inclusion: National Disability Employment Awareness Month

Monique Terrell
Branch Office Manager, Stradley Ronon Stevens & Young, LLP
Diversity & Inclusion Section Chair

The ALA Capital Chapter is proud to recognize National Disability Employment Awareness Month and celebrate the contributions of America’s workers with disabilities.  We invite you to learn more about disability employment issues and explore  how you can make a difference within your organization.  Check out the links below for more information.  The Video Clip “Who I Am” features JR Mitte known for his role on AMC’s ground-breaking series “Breaking Bad”.
 
Video Clip: “Who I Am”
https://vimeo.com/108810703 
 
Ideas for Employers and Employees
http://www.dol.gov/odep/topics/ndeam/employers.htm

Leading Like a Psychologist

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Larry Richard
Founder and Principal Consultant, LawyerBrain LLC

In my conversations with law firm leaders, I am hearing more and more concern expressed about their partners failing to meet expectations. Here are some examples:
  • “They’ve retired at their desks.”
  • “Everyone’s focused on their own work—no one’s reaching out and collaborating across offices or practices.”
  • “People are more irritable and less cooperative.”
  • “I need them to step up more to do the non-billable activities that will lead to our success.”
  • “Some partners are behaving badly.”
  • “They’re acting like knuckleheads!”
None of this is surprising. Organizational psychology literature is full of findings about the negative psychological consequences of rapid, exponential change. Because we’re trained to spot problems, lawyers actually are primed to suffer these known consequences more severely than people in other occupations.
Law firm leaders need to understand that these symptoms are not unique to your firm but are rather a widespread and well-known phenomena. More importantly, the same body of research has identified a number of simple solutions that can not only inoculate your lawyers against these ills, but can, at the same time, build psychological engagement, strengthen resilience, and increase collaboration.
Law firm leaders need to pay more attention to the psychology of their lawyers, and to the breakthroughs in the science of human performance. You need to lead like a psychologist.
First, let’s look at what doesn’t work to pull your partners out of this kind of slump:
“Convincing” doesn’t work. Giving your partners statistics, articles or data about the downside of their acting this way—in an attempt to show them the logic of changing their behavior—is not likely to make much of a difference.
“Incentivizing” doesn’t work. Money is not a very precise tool to regulate mood. See Dan Pink’s excellent book Drive: The Surprising Truth About What Motivates Us for details about why incentives often go astray.
“Importuning” doesn’t work. Nor does begging, chiding, cajoling, scolding, threatening, demanding or requesting that partners “change”—all are ineffective strategies because they don’t address the root cause.

When you witness a widespread pattern of partners acting passively, irritably, selfishly, etc., chances are good that they are reacting to the uncertainty of change and the stress and anxiety that it raises.

When you witness a widespread pattern of partners acting passively, irritably, selfishly, etc., chances are good that they are reacting to the uncertainty of change and the stress and anxiety that it raises. Here are some tips to help you deal with this more effectively:
  1. Take as many steps as you can to reduce uncertainty wherever you find it—Give people more information rather than less about finances, schedules, leadership changes, firm successes, new hires, advances towards the firm’s strategic mission, etc. Avoid co-leadership if you can. Don’t waffle or give ambiguous messages—be clear and unambiguous about what you want. Uncertainty is the enemy; clarity is the antidote.
  2. Cultivate a culture of positivity—That’s right, positivity. Let me explain: In the past 15 years, there has been a profusion of research showing that human beings naturally pay more attention to threats, problems, and bad news as opposed to opportunities and good news. Further, a steady diet of this negative mindset has really serious adverse consequences. (And lawyers are even better at hunting for problems than the general public, because of our training.) One implication is that we need to balance out our addiction to bad news with at least three times as much attention to good news. I’m not saying “Think positive instead of negative”—it’s vitally important that we continue paying attention to the threats and problems. And, it’s equally vital that we also make it a conscious habit to also celebrate wins, highlight opportunities, express gratitude for things that are working right, etc. Attention to the good needs to outweigh attention to the bad by at least three-to-one. One simple way to do this, widely used in corporate America, is to end every meeting with a “plus/delta” review: Plus: What worked well? What do we not want to change? What are we proud of? And what should we continue doing, etc.? Delta: What do we want to do differently or better the next time?
  3. Create a culture of gratitude—Research at the University of Michigan shows that organizations whose culture encourages people to be thankful for everyday things actually are more profitable than workplaces where an “entitlement” mindset prevails. Moreover, grateful people sleep better, are less depressed, are kinder and friendlier, more helpful, and more productive. About a dozen years ago, Rodgin Cohen, the Chairman at Sullivan & Cromwell, instituted a “Please/Thank You” rule. The mere step of asking partners to say “Please” and “Thank you” to associates produced game-changing behavior for the better.
  4. Encourage a strengths-based development mindset—Many law firms still adhere to the axiom, “The cream rises to the top”. The belief is that star talent will emerge, and you just have to sit back and wait. Worse, many firms employ an annual or semi-annual performance review that emphasizes fixing deficiencies. There’s no question that a lawyer who hasn’t mastered a critical skill needs to do so. But in the spirit of the 3:1 positivity research noted above, a parallel line of research shows that when your development model places the majority of emphasis on helping an individual to get even better at the things they already do very well (while still fixing those deficiencies that absolutely must be fixed), this primarily strengths-based approach produces dramatically higher levels of performance than a repair-your-deficiencies approach alone.
  5. Foster social connection among your lawyers—Perhaps the most compelling research of all shows the huge power of authentic human connection, something that makes many lawyers squirm. Squirm if you must, but the science on this point is crystal clear and growing in importance every day—informal connections, social networks, authentic relationships—these are your greatest potential assets. Here’s one practical reason why: When a lawyer represents a client, especially in a large, multi-country firm, in today’s complex environment, many transactions will require the expertise of more than just one kind of lawyer. The broader your informal social network, the more likely that you will be successful in identifying the right expertise and in successfully linking those other lawyers with your client. Research by Heidi Gardner at Harvard shows that (i) The more practices a client touches, the more profitable the client is for the firm—collaboration leads to greater profitability; and, (ii) larger social networks lead to greater collaboration. In one example, two partners joined the firm in the same year, had the same kind of practice, and had the same number of annual hours billed, but one had just a few connections, and the other had many connections. The latter’s book of business was 4 times that of the first partner.
There are many other research-based strategies that can inoculate against the stresses of change and uncertainty, and can build enormous potential for productivity and profitability at the same time. But if you start with these five tips, you can make an immediate positive impact in your firm.

Reprinted with permission of Dr. Larry Richard at LawyerBrain LLC – lawyerbrain.com

DTI Spotlight: The New DTI – Acquisition of Merrill’s Legal Solutions Business

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Peter Balis
Director of Sales, Managed Services, DTI

DTI finalized its acquisition of Merrill’s Legal Solutions business on May 31, 2015. The integration has been smooth and seamless; that has been due in large part to the cultural similarities our two organizations possess. Both companies have been built on a foundation of customer service, and by empowering local employees to make decisions that are in the best interest of our customers. We have retained a flat organizational structure that limits corporate bureaucracy, and resembles a much more agile speed boat, rather than a slow moving aircraft carrier.
 
DTI is a true American success story that was initiated 16 years ago by a father and son; John Davenport Sr. and John Davenport Jr.; they nurtured their dream until it became reality. The company started in a basement providing document duplication services for law firms. A short 16 years later, DTI has evolved into a leading global Legal Process Outsourcing (LPO) provider. The Merrill Legal Solutions acquisition expands our global presence, grows our international portfolio and demonstrates our commitment to supporting our multinational clients. It also reinforces our commitment to lead the large-scale transformation in the legal industry. We now have a presence in 50+ geographical markets in the US, and offices in Europe, China, India, Singapore, and Australia. DTI’s revenues have surpassed $500 million annually, yet our core values and focus on providing the best outsourcing services to law firms and corporate counsel has remained firm.
 
As DTI’s evolution continues, the breadth of services we can now offer to law firms and corporate legal departments is unique and second to none in our industry. Our core services include the following:

  • Traditional (FM) On-site Managed Services
    • Records Management and Information Governance
    • Enterprise scanning / less paper initiatives
    • Litigation / Closing Services
    • Reception / Hospitality
    • Reprographics / MFD Fleet Management
    • Mail / Shipping & Receiving
  • Discovery and Litigation Support
    • Data Management and Litigation Hold
    • Forensic Consulting
    • ESI Data Processing / Hosting
    • Managed Document Review (Contract Attorneys)
    • Analytics and Technology Assisted Review (TAR)
  • Knowledge Solutions and Middle Office Services
    • Legal Word Processing
    • Virtual Legal Assistants
    • Legal Placement / Staffing
    • Accounting and IT Support
    • Legal Research and Law Library
  • Court Reporting
    • Case Management Services
    • Virtual Deposition Services
    • Video Services
    • Transcription Services
 
The new DTI results positive benefits for all involved entities and can be summed up in the following ways:

  • What it means to DTI’s Future…..
Strong financial position for future acquisition opportunities and continued laser focus on LPO services to law firms and corporate counsel.
  • What it means to DTI’s Employees…..
Expanded career path opportunities for DTI employees; core philosophy of promoting from within continues and expands due to opportunities within our newest business units.
  • What it means to DTI’s Operations Team…..
Increased management services scope in all markets; incredibly strong MS operations teams from both organizations increasing resources, expertise and capabilities.
  • What it means to DTI’s Clients…..
Robust records management and information governance expertise and resources; robust DTI LPO offering now also includes court reporting and deposition; significantly expanded international presence.
  • What it means to the Legal Outsourcing Industry…..
DTI is now by far the largest legal-focused LPO Company, providing multiple services locally, domestically and internationally. The integration also creates dramatic expansion of traditional Managed Services (FM) offering.

ALA Capital Chapter Membership Survey 2015

Karen Laumoli
Firm Administrator, Wilkes Artis, Chartered
Secretary-Elect

Thank you to everyone who participated in our recent Membership Survey. We had 71 total respondents.  We want to share the results with you and have summarized them for your convenience.

We asked you to rate the importance of membership benefits.  The highest rated benefit was Education at 77%, followed by Listserv at 60%.  Following were Section Meetings, Networking, Business Partner relationships, the Newsletter, then the VIP Program Discounts.

Regarding a new section, 46 respondents felt a Finance section should be added; only 34 felt a Principal Administrator section should be.

Only 34 respondents felt they could volunteer for short-term projects; most preferring to be a New Member Event Greeter.  Only 31 respondents said they would be able to volunteer on a community service project in the next year.  Most respondents would rather donate money.

Continued support for the Chapter’s community programs each ranked over 50%, however, a few participants specifically requested a change from Angel Tree.  67% were fine with continuing to collect for the Foundation at chapter events at least every once in awhile. 

Most respondents reported reading the weekly chapter emails, or saving them for a future read, with most respondents that don’t read it stating they just don’t have the time.  90% read the emails for upcoming events.  Only a small percentage (17%) said they would go to social media to get chapter updates and information.

71% of members go to ALACC education programs as often as they can, or when there’s a topic of interest.  The same percentage (73%) go to these at both section meetings and lunch-n-learns.  58% thought the programming met their learning objectives most of the time; 35% almost always.  69% want to keep the monthly Lunch & Learn events as they are now.

A lot of great suggestions were submitted for future education topics, as well as additional considerations for networking events.  As always, the leadership composes and reviews these surveys to make membership meaningful and beneficial.  Thank you for your time in answering!

​Congratulations to our drawing winners, Gerri Garagliano, Karen Gallagher, Jason Morrow, John Quinn, and Anne Scott, who each won a $25 Amazon gift card for their participation in the survey!

Business Brew & 'Que: 2015 Business Partner Appreciation Event

Pheobe Boger-Smith
Manager, Administrative Services, Loeb & Loeb, LLP​
Vice President, Business Partner Advisory

On September 17th, Capital Chapter members and Business Partners met at Hill Country Barbecue for an evening of brisket, karaoke, and cowboy boots. The 2015 Business Partner Appreciation event was a way for the Capital Chapter to express its gratitude for all of the support that Business Partners provide throughout the year. As it turned out, it was also a way to find out which members of the chapter know the words to Taylor Swift’s “Shake It Off.”

After some mingling, margaritas, and hors d'oeuvres, Blake Lewis of Humanscale and I took the stage to belt out “Sweet Caroline” and kick off the fun. Throughout the rest of the evening, guests sang karaoke, danced, and struck plenty of costumed poses in the green screen photo booth. Bright red bandanas and sound-activated bracelets added to the festive atmosphere. And of course, the barbecue itself did not disappoint – several attendees headed home at the end of the night with to-go boxes of the incredible buffet offerings.

After hours of fun – and a very impressive rendition of “Love Shack” – guests headed home with smiles on their faces of bottles of Hill Country’s “If You Gotta Have It” barbecue sauce in tow. Thanks, Partners, for all you do! Your sponsorship is invaluable to the Capital Chapter, and you make excellent duet partners.

We took so many fun photos that they wouldn't fit in the newsletter!
Click Here to View the Album!

Miller's Office Products Spotlight:
Are You Ready for Flu Season?

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Jimmy Tringali and Craig Church
Miller's Office Products

As we enter October, and Summer turns to Fall and Fall to Winter, we are confronted with the reality that cold and flu season is just around the corner.  We’re all seeing the signs for flu shots as we buy our groceries and visit our local pharmacy.   Knowing that most of your staff will not take the time to get their flu shot and who knows how effective the shots will be this year, what can you be doing to keep your people healthy and productive?  What can you do to protect your staff from “the troopers” that come to the office no matter how contagious they are, because they want to be a “team player”.

We, at Miller’s, see it as our duty to help firms like yours thwart off the attack of cold & flu season.  Last year we have several lunch and learns with firms to go over what they can do to keep the spread of germs to a minimum. We do so by promoting Healthy Workplace awareness and Office Wellness programs.  First, we must state the obvious… Germs are everywhere.  We are in constant contact with germs.  Education, Protection & Prevention are key drivers to a Healthy Workplace environment.  There are steps and products, however that you can take to reduce the spread of flu germ.

Per the CDC (Centers for Disease Control and Prevention), Influenza viruses are thought to be spread mainly from person to person through droplets made when people with flu cough, sneeze, or talk.  Flu viruses also may spread when people touch something with the flu virus on it then touch their mouth, eyes, or nose.  People infected with flu may be able to infect others beginning 1 day before symptoms develop and up to 5-7 days after becoming sick.  We’ve learned through scientific studies that there are germ hotspots in the personal space (office workstation) and the common areas throughout the office setting.  Phone receivers, Desktops, Computer mouse/keyboards are some of the primary germ hotspots in the personal space.  Door handles, elevator buttons, stair railings, Kitchen/Break room areas are key areas of germ transmission in common areas of a workplace.  It’s important that we take necessary action to keep the office space free of the contagious cold & flu viruses.
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A combination of office wellness products, procedures, and policies are a must for the best outcome.  Here are some everyday preventive actions that promote a Healthy Workplace:
  1. Try to avoid close contact with sick people.
  2. While sick, limit your contact with others as much as possible.
  3. Avoid touching your eyes, nose and mouth.  Germs spread this way.
  4. Practicing good hygiene is the key to preventing any spread of an infectious disease.
  5. Make sure your workplace has an adequate supply of tissues, soap, paper towels, alcohol-based hand sanitizer, and disinfectant wipes.
  6. Cover your nose and mouth with a tissue when you cough or sneeze.  Throw the used tissue in the trash (do not recycle a used tissue).
  7. Wash your hands often with soap and water.  If soap and water are not available, use an alcohol-based hand sanitizer.  “Be Wise, Sanitize.”
  8. Routinely clean and disinfect surfaces and objects (the germ hotspots mentioned above) that may be contaminated with germs like the flu.
Miller’s can be your needed ally in the fight against germs this cold & flu season.  We can help facilitate those ever-important steps towards implementing a Healthy Workplace regimen for your office.  A wellness program that teaches preventative hygiene habits that works diligently to reduce absenteeism, and will provide as close to a germ-free office setting as possible.

October Quarterly Networking Lunch: Oliver Yandle on the ALA Rebrand

Jessica Davis
Membership Coordinator & Event Planner, ALA Capital Chapter

​On October 8th, the Capital Chapter welcomed ALA Executive Director Oliver Yandle to speak about the proposed rebranding of the organization.

Oliver presented some of the research done as part of the ALA board’s strategic plan, including the fact that there are at least 12 other organizations which use the acronym “ALA,” and that the word “association” doesn’t translate well internationally. He also emphasized that the rebranding is not just about changing ALA’s name; it’s about adapting the organization to meet the needs of the changing legal environment.

One of the most important factors that contributed to the decision to launch a rebranding effort is the wide variation in job titles of members. Very few current or potential members of ALA are titled “legal administrators.” Members come from a diverse set of specialties including human resources, information technology, management, and finance. Additionally, as the legal field continues to evolve and advance, more and more position titles are being created which don’t necessarily fit under the limiting “legal administrator” umbrella. Oliver – and the board, via a video message included in the presentation – expressed the importance of rebranding ALA to keep it from getting lost in the shuffle of a rapidly changing field.

While many members are still on the fence about the name “LawVantage,” attendees of the lunch remarked that the hearing the reasoning behind the proposed change made them understand the necessity of updating the brand in order to keep the organization moving forward. Please visit ALA’s Rebranding News page to learn more about the proposed change and the reasoning behind it.

Preparing for the Season of Giving: Angel Tree & N Street Village

Jenna Carter
Office Administrator, Husch Blackwell
Vice President Community Services

In preparation for the upcoming Season of Giving, the ALA Capital Chapter held the Salvation Army Angel Tree and N Street Village Kick-off event at Sidley Austin on Wednesday, September 30, 2015.    

This is the 18th year of the Chapter’s support of the Salvation Army’s Angel Tree Program.  At the kick-off, Angela Soriano of the Salvation Army walked Angel Tree Coordinators through the necessary steps to hold a successful campaign and the following important dates:  
 
Nov 20: Online sponsor registration closes
Nov 30 - Dec 4: Gifts need to be dropped off to the gift warehouse
Dec 5: Community Day at the Angel Tree Warehouse
Dec 6: The Salvation Army Annual Community Christmas Concert
Dec 7-22: Daily volunteer shifts at the gift warehouse
Dec 17: Angel Tree Warehouse Ribbon Cutting Ceremony
 
Business Partners Office Movers and Washington Express will also be helping us to make this year's program a success by picking up your Angel’s presents.  If you adopt 1-20 angels, Washington Express will offer a 20% discount on pick-up services.  If you adopt 20 or more Angels, your gifts will be picked up by Office Movers.  Gifts must be delivered to the warehouse between November 30th and December 4th.
 
We also heard from N Street Village representative Sara Conklin about participating in this year’s Gifts for Moms Program.  The Gifts for Moms Program collects gift cards and distributes them to their clients.  With these cards, women are able to shop for their families and to enjoy the excitement of selecting the perfect holiday gifts for their children and grandchildren.  Last year 75 women selected gifts for over 200 children.
 
What you can do to help? Give a gift card of $25 to one of the following:  Amazon, Bath and Body Works, Best Buy, CVS, Foot Locker (Kids Women’s), Gap, Kohl’s, Marshall’s, Old Navy, Radio Shack, Target, The Children’s Place, Toys-R-Us, Wal-Mart.  All Gift Cards should be $25.  If you choose to give more, you can purchase multiple gift cards in increments of $25.  Please include the activation receipt with the gift card.  Gift cards should be sent to Jenna Carter, Husch Blackwell, 750 17th Street, N.W., Suite 900, Washington, D.C.  20006, and should arrive no later than Tuesday, December 1st. 
 
As always, I thank you advance for your support of these programs and of Our Community, Our Kids!

The “Smart” Law Office: Passing Fancy or Wave of the Future?

Nicole Black
MyCase

Lately there’s been a lot of talk about “smart” homes, where home functions and appliances are automated and with simple voice prompts you can control your environment and quickly obtain information. But what about “smart” law offices? Can these cutting edge technologies benefit your solo or small law firm as well?

Smart home technologies
Before we answer that question, let’s take a look at the current state of “smart” home technologies, which include connected lighting, thermostats, security systems, smart locks, and more. According to a recent survey conducted by Coldwell Banker and CNET in June, 28% of those surveyed already owned at least one smart-home product. Based on the survey results, the conclusion reached was that smart homes were the future:
“Smart home technology is catching on because it is literally changing the way we live in our homes,” said Sean Blankenship, chief marketing officer for Coldwell Banker Real Estate LLC. “Not only is it shifting the financial perception of the home, but it’s also transforming our emotional connection to our homes.  We have entered a transformative era.  We believe that in three to five years, home buyers will expect smart home technology — it will become the new norm.”

As the number of connected homes increases, so, too, does the need to have a user-friendly interface with the devices that control your “smart” environment and quickly obtain information. That’s where voice-activated assistant apps and devices come in.

Voice recognition software
In recent years, voice recognition software has drastically improved with the release of a number of apps including Google Now, Siri, and Microsoft’s Cortana. Using these apps you simply activate the app, ask a question, and more often than not, receive the information you’re seeking.

The release of Amazon Echo earlier this year was an important development in the next stage of voice recognition software, in part because with all of its smart home integrations, it created a bridge between voice recognition software and connected smart home devices. According to a recent Wired article, this was a much-needed connection that increases the utility of smart homes, making them more accessible and user-friendly:

“It’s not just that conversational technology is finally possible to build. There’s also a growing need for it. As more devices come online, particularly those without screens—your light fixtures, your smoke alarm—we need a way to interact with them that doesn’t require buttons, menus, and icons.”

For lawyers, it’s the improved voice recognition tools that are the killer feature. These tools make it easier than ever for you to run your office more efficiently.

How can these technologies benefit solo and small firm lawyers?
For starters, a smart office gives the solo or small firm lawyer better control over their physical office space. With a connected security system, you’ll have the ability to safeguard and monitor your office from afar, ensuring that confidential client files or costly computer equipment is protected and secure.

There are more benefits, too. For example, before leaving for work you can remotely turn on the coffee maker so that when when you arrive at the office in the morning, you’ll have a fresh pot of coffee waiting for you. And, when you reach the door to your office and your hands are full, the office doors will automatically unlock and the lights will turn on as you approach.

Once you walk into your office–that when things really get interesting. For starters, you can ask Amazon Echo (aka “Alexa’) to read you the latest news headlines as you get settled into your office. Then you can tell Alexa to play music in the waiting area via Pandora, Amazon Prime music or local radio stations.

Increase your law firm’s efficiency
Next, you can ask Siri to read your email to you while you pour yourself a cup of coffee. You can also dictate and send emails using Siri or ask Siri to send a text message. 

Need to make a call? Just ask Siri to do it. You can also ask Siri or Alexa to tell you about your upcoming appointments. Then create a plan for the day by telling Alexa to add items to your to-do list.

If you need to add a new meeting to your calendar, simply tell Alexa and it will be added to your Google calendar, which will then automatically sync the appointment right into your law practice management software.

Practice law from any device or location
Once you start tackling your first task for the day, make sure to ask Alexa to set a timer so that you’re not late for your next appointment, an upcoming court appearance. Then, before you leave the office for court, you can ask Alexa how traffic looks and she’ll tell you the best route to take. Make sure to ask Alexa about the weather forecast before you leave, so you’ll know whether to take an umbrella. And when you’re out of the office and in court, stay on top of your busy practice using your mobile devices and your law practice management software.

You can also track office supplies using Alexa; whenever you run out of something, just tell Alexa to add it to the shopping list. Then, when you’re ready, you can reorder office supplies using Echo. This only works for Amazon Prime members and only applies to certain items, but depending on what you’re trying to order, it can very well simplify the reordering process.
As an added bonus, if you use IFTTT, the popular third-party service that helps you automate your workflows across devices, then you’re in luck. Echo integrates with IFTTT so you’ll be able to tell Alexa to create any number of triggers using services you’ve connected via IFTTT, such as: 1) adding an Amazon Echo to-do to your Google calendar task list, 2) text the office supply shopping list to your assistant, 3) print your shopping list using an HP printer, or 4) dim or turn off the office lights when you leave.

When you think about it, it’s pretty amazing what you can accomplish using these technologies. A connected office that you control with your voice–something that until recently sounded like a futuristic, far flung fantasy–is now an affordable reality.  And by all accounts, these tools are only going to get better over time.

Get started today!
Whether it’s a connected “smart” office, voice recognition interfaces, or web-based andmobile law practice management software, 21st century lawyers are taking advantage of the latest technologies to streamline their law practices. They’re using these tools to provide cost-effective legal services to their clients and offering the best legal representation possible. If you’re not already using some of these tools in your law firm, isn’t it time you started taking advantage of technology and all the benefits it can offer your busy law practice?

Nicole Black is an attorney and the Legal Technology Evangelist at MyCase. Her legal career spans nearly two decades and she has extensive litigation experience. She was named an inaugural ABA Legal Rebel in 2009 and an inaugural Fastcase 50 in 2011. She is also a well known legal technology author, journalist, and speaker. She wrote "Computing for Lawyers" (2012) and co-authored "Social Media: The Next Frontier" (2010), both published by the American Bar Association. She also co-authors "Criminal Law in New York," a Thomson West treatise. She often speaks at conferences about the intersection of law, mobile computing and Internet-based technology. She can be reached at niki@mycase.com.

Washington Express Spotlight:
Small Move Specialists

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Courtney Leonard
Director of Marketing & Client Accounts, Washington Express

When was the last time you needed to deliver some boxes within hours? Or to transport office furniture or IT equipment on the spot with no advance notice? Or AV equipment or trial site materials requiring specific timing and coordination, and it needed to be done right away? 
 
Washington Express heard from our clients and we have answered with our newest service line, Washington Express Office Freight. Our ‘white glove’ freight division combines the speed, convenience and security of a local courier with the resources and scale of a traditional transport company. This allows us to offer a new, nimble and cost effective means of transporting your office moves locally or long distance with little to no advanced notice. 
 
Small Move Specialists
 
Like our courier division, Washington Express Office Freight operates 24/7/365 and gives you an immediate proof of delivery email when completed.  We can provide quick pick-ups, pinpoint deliveries, packing and crating, cross dock and warehousing services with the same level of professionalism and responsiveness that you are accustomed to with Washington Express.
 
Value
  • No 4 hour minimums
  • No travel fees assessed
  • No advanced notice
 
This means you will only be paying for the time you need and won’t be rushing around to find work to fill up 4 hours. Just like our courier service, your move will be charged according to the mileage and items delivered and you won’t be charged any travel fees for us to come to you, that’s already included!
 
Materials Handled
 
So what can we deliver? Anything from office furniture, attorney files, personal belongings, IT and AV equipment, trial site materials, conference and convention supplies, palletized freight--basically, you name it and we will take it! Our “freight guys” can also pack and crate everything for safe delivery of fragile items. If you need labor just to move things within your office, we can provide that too, under your direction and supervision.  Or if you just want some “stuff” hauled away or electronics to be destroyed and recylced, you can call and we can do it and on the same day.
 
Check out our website for details or contact us  for a quote. Generally, no on site visit by us needed. We hope to hear from you soon!

ALA Leadership: Why Volunteer? Reflections From a Past President

Dot Mooney
Executive Director, Powers, Pyles, Sutter & Verville, P.C.

Serving in a leadership/volunteer role in ALA is one of the best decisions I have ever made.  I was fortunate enough to serve in several roles, and it all started with volunteering to serve on a Committee.  Nothing big – just part of a larger group.  The energy from that Committee got me “hooked” on volunteering.  Spending time with my peers and sharing ideas that were appreciated was good for me professionally and personally. 
 
Why do we need volunteers?  Our Chapter needs volunteers to continue to share their ideas so that the Chapter can continue to provide exceptional educational sessions and networking opportunities that assist all of us with doing our everyday job.  
 
What is the structure of the leadership?  We are fortunate to have a full-time Chapter Executive Director and a Membership Coordinator & Event Planner.  Our current Executive Director, Paula Serratore, has over 9 years’ experience with the Capital Chapter and Jessie Davis, while she just joined the Chapter in August, is already making positive changes to make things easier for the members and leaders.  This great team is always there to guide and support you in whatever position you hold.  They know how the Chapter works, know how to keep the wheels turning and take on the majority of tasks to keep the Chapter compliant with ALA HQ.  Our Executive Director is a great sounding board and resource.  She loves new ideas and gets a thrill out of seeing new ideas grow within the Chapter.  Our Meeting Planner and Membership Coordinator is responsible for communications including emails, the newsletter, the website and events.  They are an integral member of the team and always ready to assist with anything that you might need.
 
What are the Officer Positions?
  • President -  The President is the face of the Chapter.  They attend educational, networking and social events on behalf of the Chapter.  Much like a role as Administrator in a law firm, the President oversees all functions in the Chapter.  This does not mean that the President does everything – it means they oversee everything!  The President is responsible for making sure that the Officers on their Board (the Executive Committee) manage their positions and represent the Chapter faithfully.  The President is expected to attend events, make announcements, write a monthly newsletter article and represent the Chapter to the community and ALA International.  In addition, the President represents the Chapter in voting for organizational changes, attends the National Conference and the Chapter Leadership Institute, where they interact with and learn from ALA leadership as well as chapter leaders from all over the country. 
  • President-Elect -  The President-Elect is responsible for coordinating the Chapter’s educational sessions.  Whether it is 2 large sessions a year or several monthly or bi-monthly, educational sessions, is up to the President-Elect and their committee to decide.   With the help of the Education Committee, the President-Elect arranges for speakers (often found at the National Conferences) and supports the President’s initiatives.   Once the committee has decided on the topic and speakers, Chapter Headquarters will take care of the details such as location, food, AV, etc.
  • Vice President Community Service – Elect –  The Vice President of Community Service-Elect works with the Vice President of Community Service to organize community outreach initiatives (i.e., Angel Tree, N Street Village, YMCA training) and oversees the annual scholarship selection program.  The VP of Community Service attends the quarterly meetings of the ALACC Foundation, and coordinates the chapter’s fundraising for the Toni K. Allen Scholarship.
  • Vice President Partner Advisory – Elect -  The Vice President of Partner Advisory-Elect works closely with the Vice President of Partner Advisory to represent the Business Partners (vendors who sponsor our Chapter).  The role of the Partner Advisory VP is to create a sponsorship program along with the annual Business Partner Appreciation event.  In addition, the VP Partner Advisory hosts  an annual orientation program for the Business Partners and is the liaison between Business Partners and the Executive Committee so that concerns raised by the Business Partners are addressed. 
  • Treasurer-Elect -  The Treasurer-Elect works with the Treasurer and Chapter Headquarters to maintain the Chapter financial records.  In addition, the Treasurer-Elect works with the Treasurer on the annual Salary Survey.
  • Secretary-Elect -  The Secretary-Elect works with the Secretary to maintain the correspondence of the Chapter including Executive Committee and Leadership Team meeting minutes.
 
How much time will it take?  The Executive Committee meets once each month, usually for about 2 hours.  It is up to the President to determine if the meetings are in the morning, evening or lunch.  For the past several years they have been in the evening starting at 5:30 or 6 pm. There are also various conference calls, again, determined by the President, but for the past several years there has been a monthly call with the Leadership Team that lasts approximately an hour. 
 
Benefits: Besides being able to share ideas with your peers and give back to the community, there are many benefits to serving as an Officer including  fully paid attendance to the National and Business of Law Conferences.  Elects also attend the Chapter Leadership Institute where they learn what it takes to run a Chapter, learn what other Chapters are doing, and bond as a team.  Very rewarding experiences!
 
Who are the members of the “Leadership Team”?   The Leadership Team is made up of the Chairs and Co-Chairs of the Chapter’s educational sections and administrative committees.  The Leadership Team is instrumental in communicating with our Chapter members who may only attend educational section meetings instead of the larger Chapter meetings/events.  The leadership team also carries out the initiatives set out by the President and the Executive Committee.
 
Why should I consider being a part of the Executive Committee/Leadership Team?  Because you will never have quite the same experience!  It’s one thing to run a law firm - it’s another to be a part of a group of individuals who “get” you.  You can share your ideas, help others grow and make a difference!  Why not give back to an organization you already belong to?  And, it’s fun.  It really is fun!
 
Please consider serving in a leadership role.  It is one of the most rewarding things you will do! 
 
If you have any questions, please do not hesitate to contact me, Dot Mooney, at 202-466-6550 or Paula Serratore or President Beth Fowler or any member of the Executive Committee/Leadership team.  Their contact information can be found on the ALACC website or on the last page of the recently circulated Newsletter. 
 
Thank you for your consideration!

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: Jacqueline Moline, jam@carmaloney.com; Paula Serratore, pserratore@alacapchap.org

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: Monique Terrell (Chair), mterrell@stradley.com; Vanessa Partin (Co-Chair), vanessa.partin@kirkland.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. In addition, the committee is tasked with selling the license to the survey software to other chapters within ALA for use in their locales. They also provide technical support and logistical guidance to those chapters who purchase and utilize our survey software.

Contact: Jeff Delcher (Chair), jdelcher@wbklaw.com; Sheri Shifflett (Co-Chair), cshifflett@saul.com
Listserv: finance@lists.firmseek.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: Kenia Garner (Chair), kenia.garner@pillsburylaw.com; Barbara Kernus (Co-Chair), bkernus@gsblaw.com


Educational Sections

Branch Office Administrators
The Branch Office Adminsitrators Section focuses on a broad range of topics of interest to local adminisraotrs who must coordinate with other officees of their firms. The Section'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: Richard Gibson (Chair), rgibson@nixonpeabody.com; Wendy Iversen (Co-Chair), iversen@ballardspahr.com
Listserv: branchofcadmin@lists.firmseek.com
Intellectual Property (IP)
The Intellectual Property (IP) Section 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. The Section's monthly meetings, held the third Tuesday, are primarily lunch meetings and every third month is a dinner meeting. 

Contact: Kristine Miller (Chair), kmiller@nixonpeabody.com; Sharon Smith (Co-Chair), smith.sharon@arentfox.com
Listserv: ipadmin@lists.firmseek.com
Human Resources
The Human Resources Section operates as a venue for educational information on global human resources issues.  While the Section 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: Connie Summers (Chair), connie.summers@threecrownsllp.com; Carmen C. Weissbratten (Co-Chair), cweissbratten@hpm.com
Listserv: hr@lists.firmseek.com

Office Operations Management
The members of the Office Operations Management Section 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:  Jeffery Cole (Chair), jeffery.l.cole@squirepb.com; Jamaine Yarborough (Co-Chair), jyarborough@mckoolsmith.com
Listserv: ooms@lists.firmseek.com

Small Firm Management
The purpose of the Small Firm Management Section 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 Section meets the fourth Tuesday of the month at host law firms.

Contact: Emily Christianson (Chair), echristianson@relmanlaw.com; Julie Tomey (Co-Chair), tomey@thewbkfirm.com
Listserv: smallfirmadmin@lists.firmseek.com

Technology
The Technology Section is looking for members to join the group for lively discussions about practical situations we all face daily in the information technology world. With ever-changing IT needs and issues, we will look at our firms' policies and procedures and help develop best practices and speak of the many concerns we all have. Even if you are not in the IT field,  your experiences and opinions will help us in bringing all departments of a law firm together and working on the same page.

Contact: Frank Schipani (Chair), schipanif@gotofirm.com; Kenny Mitchell (Co-Chair), kmitchell@wbklaw.com 
Listserv: alacaptech@lists.firmseek.com