September 2018

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; Valerie L. Williamson
Associate Editor: Paula Serratore
​Contributing Editors: Jenna Carter; Valerie L. Williamson; JK Moving; Jake Krocheski; Annie Malhotra; Richard Gibson; Robert Half Legal; Qeyana M. Hart; Howie Schaffer
Newsletter Designed By: Jessica Davis

In this issue:

• President's Message
• New and Returning ALA Capital Chapter Members
• Members on the Move
• Easing the Post-Vacation Blues
• September 2018 Diversity Observances
• Spotlight: JK Moving, Gold Business Partner
• The 10 Most Important Questions to Ask About Accounts Receivable Management
• September Diversity Spotlights
• Spotlight: Robert Half Legal, Gold Business Partner
• 3rd Quarter Community Service Initiative: Stuff the Bus
• Diversity Corner: Get Inspired!

 

President's Message

Jenna Carter

 

New and Returning ALA Capital Chapter Members

Mary C. McCabe
Zuckerman Spaeder LLP
Senior Recruiter
1800 M Street, NW
Suite 1000
Washington,  DC 20036
mmccabe@zuckerman.com
 
Virginia "Ginger" Hannums
Spiegel & McDiarmid, LLP
Human Resources Manager
1875 Eye Street, NW
Suite 700
Washington, DC 20006
virginia.hannums@spiegelmcd.com

Beth Davidson
Mayer Brown LLP
HR Generalist/Recruiter
1999 K Street, NW
Washington, DC 20006
bdavidson@mayerbrown.com
 
Lorita Holley
White & Case LLP
Office Manager
701 13th Street, NW
Washington, DC 20005
lorita.holley@whitecase.com
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Members on the Move

Please join us in wishing the following members well in their new positions:

Peter C. Mayer, SPHR, SHRM-SCP
Miller & Chevalier
Director, Human Resources
900 16th Street, NW
Washington, DC 20006
pmayer@milchev.com

Donna S. Williams, SHRM
Miles & Stockbridge P.C.
Director of Human Resources
100 Light Street
Baltimore, MD 21202
dswilliams@milesstockbridge.com

Frank Schipani
Three Crowns LLP
Director of IT and Operations
3000 K Street, NW
Suite 101
Washington, DC 20007
Frank.Schipani@threecrownsllp.com

Paula Cox
Sidley Austin
Office Services Manager
1501 K Street, NW
Washington, DC 20005
paula.cox@sidley.com

 

Easing the Post-Vacation Blues

Valerie L. Williamson
Office Administrator, Bass, Berry & Sims PLC
Co-Chair, Communications & Media Relations Committee

As they dreamily planned of trading in the hustle of work and the bustle of city traffic for distant beaches and fun-filled days, many managers dutifully checked off their list of projects to complete or hand off before departing on vacation. However, while happily moving the piles of “to do” projects onto a colleague’s desk, few gave thought to what would happen when they returned from vacation. However, planning your return to work before heading off to vacation la la land can help to alleviate your post-vacation blues.
 
The following tips will be helpful in making your post-vacation return to work a bit easier:

1. Make a checklist of your current and upcoming projects along with their deadlines. Creating a list, while still fresh in your mind and undiluted by too many vacation cocktails, can serve as a reminder to check on the status of any outstanding projects upon your return.
2. Set your out of office notification on your email and telephone voicemail. Many of us remain tethered to our work by the convenience and flexibility of smart phones. However, setting an out of office notification is helpful in managing the expectation by those who are not so lucky to be on vacation that you may not respond within 2.5 seconds of receiving their message.
3. Clear your desk. Coming back to a clean, organized office will help you to be more efficient when jumping back into the thick of things at work and can reduce the stress that can be caused by piles of work stacked on your desk.
4. Schedule time to ease back into work. Designate time upon your return, preferably early in the day, to allow yourself an opportunity to review emails, phone messages, and paperwork that came in during your absence. This will give you time to prioritize matters that may require your attention and reduce the shock of what likely awaits you.

 
Taking these few steps towards post-vacation preparation can be the difference in returning to work stressed or returning to work calm, relaxed, and cheerfully reminiscent of your vacation. 

 

September 2018 Diversity Observances

From September 15th to October 15th is Hispanic Heritage Month. This month corresponds with Mexican Independence Day,which is celebrated on September 16, and recognizes the revolution in 1810 that ended Spanish dictatorship.

Click here for the full list of September 2018 observances

 

JK Moving Spotlight:
Planning a Smart Move

JK Moving

While each type of project has its own unique challenges, there is a consistent theme.  Moving is change – and change can be stressful.  Stress can promote negative emotions and feelings of uncertainty – which can make the relocation process challenging.  Recognizing this possibility early in the process will give you the opportunity to be proactive, thereby reducing stress and ensuring a successful relocation. 

While it is impossible to ensure perfection, the more people you engage to participate in the planning process, the greater the opportunity for success. Workplace design touches every aspect of an organization with 80% being centered on people and 20% centered on real-estate and IT. 

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Multi-Generational Workforce
Workplace design must also encompass the different values of a multi-generational workforce.  We currently have five generations looking for work in one form or another.  Baby Boomers value consistency, job security and loyalty to their employer. Generation X value the work-life balance and flexibility.  They are loyal to their profession, but not necessarily to their employer.  Millennials value flexible working, work-life balance and seek to be supported, appreciated and part of a cohesive team.  Generation Z are looking for commitment to diversity, company values and a larger mission.

Workplace Design Trends
Current workplace design trends includes well-being.  This trend has become popular thanks to Millennials feeling that the office can be both a workplace as well as social center.  The size and uniformity of space is also a topic for debate based on the firm’s needs.  Developing a sense of community or collaboration is a high priority among the law firm industry.  Finally, connectivity with high speed and mobile communications systems is a must for any company.

Law Firm Culture
A focus on culture within your law firm will determine appropriate strategies to explore.  Meeting with a cross section of your staff to understand how they work will help you narrow down the workspace designs (i.e. desk bound, internally – mobile, externally – mobile). After you have narrowed down the workspace solutions that fits your firm best, engage your staff with a participation in an online survey.  Employee engagement anchors the transformation by defining opportunities for staff input and feedback. Change engagement focuses on reducing resistance by generating enthusiasm among the staff. 

Managing Change
We have found that early and accurate communication is a key component to managing change.  By engaging those impacted by change, you will provide them an opportunity to understand the project, ask questions, raise legitimate concerns, and appreciate why certain decisions have been made.  It will also provide you the opportunity to make adjustments to valid concerns – showing your ability to listen and accommodate reasonable requests – while demonstrating resolution on points that cannot be adjusted.  This will build trust and promote a more successful outcome.

There are two levels of what matters most.  There is the organization (business) to consider.  What are the main priorities of the individual stake holders – the various leaders and their departments?  The priorities of each will vary. A recognition that each stakeholder have valid concerns on how this project will impact their areas of responsibility.

Then the team must consider the impact at the individual level. Be prepared to breakdown the project in terms of how individuals (what’s in it for me) will be impacted and a broad grassroots support for the project will grow.

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Relocation Plan
Once a move manager is selected for your project, it is important to schedule an initial project launch meeting and regular on-site meetings thereafter.  Promote an environment of open communication that encourages the sharing of information, ideas, and best practices relating to the move.  Your move manager does this every day – be sure to take advantage of their expertise and experience. 

Review the roles and responsibilities of each team member.  Know exactly what is expected of each person and be clear on how changes or change orders may be approved.  Who can authorize a change to the schedule or additional services?
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The relocation plan (provided by the mover) should be regularly updated and that any changes or challenges are clearly identified. Understand which changes may incur additional cost or a lengthened move schedule.  The project team should be focused on the common goal of successfully completing the project on time and on budget with minimal individual and collective stress and downtime.

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The 10 Most Important Questions to Ask About
Accounts Receivable Management

Jake Krocheski
President, Client Connection

Every law firm is different, but nearly all of them share common accounts receivable challenges. To help firms address their accounts receivable management problems, we have compiled a list of the questions we hear most frequently from law firms, and offer our answers:

Question 1: How should we evaluate our firm’s accounts receivable management needs and strategy to ensure we are making progress?

Answer: Ask yourselves – are we doing the right job, or do our processes, policies and procedures exist only on paper or in theory? All firms should take the time and effort to evaluate if they have A/R management best practices in place. The key questions to ask are:

• Do you have the appropriate governance and leadership structure in place?
• Do you have meaningful reports and information?
• Do you have a good understanding of how the attorneys are managing their A/R and if they are spending enough time on their collection efforts?
• Do you have the right administrative staff in place, and are they doing the right work the right way?
• Are you measuring their performance by results they are achieving?
• Is the firm regularly collecting its older, difficult A/R?

Question 2: What role should our firm leadership play in A/R management and collection efforts?

Answer: Effective receivables management needs to start from the top. Leadership needs to have the ability to tell the attorneys to address their collections, but also understand the need to use other resources to help them achieve results. To begin, firm leadership needs to perform a self-evaluation to figure out what the firm is doing right and what you could be doing better. It needs to do a thorough self-assessment of the firm’s A/R management practices and procedures.

Take stock of what you are doing – and why – and evaluate what is and is not working. Look at everything, including how your firm historically has managed its receivables, to determine where changes need to be made based on today’s legal profession and how clients pay. Also, determine how much e-billing makes up your accounts receivable and how effective your firm is at getting them collected.  An important aspect of this is assessing whether you have the right people, with the right skills, in place to do the job. This involves two groups – attorneys and A/R staff. Understand that everyone managing receivables must be held to high standards of accountability to ensure progress is being made.

Question 3: How do we make our collection efforts a priority through the year instead of waiting until the last couple of months?

Answer:  Too many law firms continue to think collections is easy: all you have to do is remind clients to pay and they will.  But more and more, clients are more savvy and smarter about their payments, and many take considerable time before they pay.  Throughout the year, firms must stop tolerating “good clients who just don’t pay their bills.  Although waiting until year-end may work for some institutional clients that typically pay at year-end, many clients require much more effort throughout the year.  Measure monthly revenue projections, but more importantly, be realistic about whether the firm is underachieving in its collections goals and if the firm has developed bad collection habits. Help your lawyers understand that when they see problems with older and difficult A/R later in the year, many of these problems actually started early in the year – but there was nothing done about them.

Question 4: How can we help clients understand payment expectations and train them to pay timely?

Answer:  The business environment has evolved – mindsets have changed and so have business practices of all types.  Because law firms are doing business in a different world and making adjustments accordingly, it also requires that they routinely communicate with their clients about unpaid bills to ensure timely payment or resolve problem issues.  While past collections experiences should not be ignored, in these changing times it may not be entirely useful as a guide.  Although some clients have set rules of when payments will be made, firms must institute regular, steady, professional follow-up of unpaid bills to secure dates of when payment can be expected to help guide further follow-up. 

By showing client that the firm is regularly contacting them and monitoring their payment status, they will learn that you are well-aware of their bills and that you expect payment.  However, sometimes it becomes the attorney’s problem because he or she is uncomfortable about asking for payment and grants too much leeway about timely payment.

Question 5: How should we evaluate administrative staff dedicated to managing and collecting our A/R?

Answer: The staff should not be evaluated on how well they keep the attorneys happy by getting them copies of bills and reports; anybody can do these types of administrative work. Rather, determine what age group of receivables are they working: Is their success with good-paying clients that just need reminding, or are they making collecting older, difficult accounts the focus of their efforts? Also, determine how many direct contacts they make daily with clients and how many accounts they are handling. Most importantly, determine how many actual dollars they are collecting, especially the older, difficult accounts that continue to age. If your staff is handling e-bills, identify how many of these accounts they are handling and how long it is taking to resolve these issues.

Question 6: We are reluctant to put an A/R management program in place at our firm because our attorneys don’t want to hurt their client relationships. How can we respect their concerns yet put one in place?

Answer: You need to educate your lawyers on various techniques and strategies for contacting clients that will keep their relationships strong. Law firms lose clients by doing poor work or by failing to deliver client service, not by asking clients to pay their bills. Managing receivables will not hurt the relationship as long as it is handled professionally. In today’s economy – and in the face of changing law firm economics – it has become a best practice to contact clients about unpaid bills in a timely manner. Also, to help ensure success, firms should not be reluctant to hire professional staff with experience in accounts receivable management for the legal profession.

Question 7: What are the main problems law firms are experiencing with the slowdown in payments?

Answer:  Cash flow problems and clients hoarding cash (both institutional and non-institutional clients) are the main reasons why clients do not pay or pay slowly.  They understand that they can ease their cash flow problems by delaying payment or not paying at all.  They may claims that they are not satisfied with the serves provided or are unhappy with the results.  Further exacerbating the problem, clients may experience “sticker shock” when they expect to receive a bill of a certain size and are surprised when a much larger one arises.  Also, the growth of e-billing and the greater length of time needed to resolve e-bill issues with clients has caused many firms to re-evaluate their collection issues by sorting out e-bill collections from non-e-bill collections.

Question 8: How can we best overcome the backlog of our older, difficult A/R?

Answer: These receivables must be actively pursued until they are paid or determined to be uncollectable. But lawyers should not delude themselves into thinking that they are going to be paid without effort on the part of the firm. There must be dedicated, consistent efforts, with status reports going to the leadership of the firm to ensure progress is being made. Typically, firms focus their efforts on those clients that pay timely and avoid working with older accounts because they take time and are often not pleasant to deal with. Consistent follow-up efforts are the key to making progress with these types of accounts. Law firms are making a big mistake if they think these types of receivables will be paid without working closely with clients and letting clients know their account is being monitored.

Question 9: We have a variety of information regarding our accounts receivable, but the information doesn’t help us determine what we should do and what problems we should address. What kind of A/R management information should we be looking at?

Answer: A/R reports have to give firm leadership real, actionable information; they need to show that collection activity is moving forward and progress is being made on each account. Detailed reports should provide information on whether accounts are actively being pursued, what the payment status is, who is pursuing collections and what success they are having, why clients are not paying, and what steps are being taken to get them to pay.

Question 10: We have policies and procedures for our attorneys to follow. Why are they not working?

Answer: This is a difficult dilemma for many law firms. While the financial management sector of a law firm wants to have strong black-and-white procedures that are common in most businesses, they are often challenged because there are so many complicated transactions and relationships that do not lend themselves to black-and-white procedures. All law firms should have written procedures in place concerning accounts receivable management, and communicate their expectations on collections to the attorneys. However, the procedures need to be workable, and for those receivables that must have exceptions, these exceptions should be monitored closely and not be seen as a way to avoid firm collection policies and rules. Giving too much individual autonomy to the attorneys is often the root of a firm’s A/R problems.

Also, firm leadership must step in to help attorneys understand what specific actions they must take to ensure payment, give them a time frame for getting accounts collected, and provide the right professional support to help them.
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Jake Krocheski is the President of Client Connection, which assists law firms of all sizes throughout the United States by furnishing accounts receivable management services and developing practical receivable programs.  He can be reached at jakek@clientci.com.

 

September Diversity Spotlight

Business Partner Spotlight: Annie Malhotra, ADC Corp.​

​How do you try to bring diversity/inclusion into your workplace and everyday life?
 
Despite the fact that we only have fourteen employees as part of the Rockville office staff there are 9 countries, 3 religions, and all nationalities represented. 
​
Diversity can bring great benefits to business—everything from innovation and better decision-making to a healthier bottom line. It is not about having a certain number of people from a certain group. It's about really listening to different perspectives, valuing them, and benefiting from them.
 
What does diversity mean to you?
 
My parents are from India and I am 1st generation in the states.  I was the only Indian in my elementary school in California and had an Indian name where I got teased frequently. The school was primarily white and besides the African Americans, which were very few, I was the only one with a tan.   I had plenty of friends that were interested in my culture, but I still stood out.  After coming to Northern Virginia I met people from all over the world at my school I attended and it was fascinating to see and learn so many different cultures and that everyone is unique and has their own differences.  
 
An unknown author once wrote “Diversity is the one true thing we all have in common.  Celebrate it everyday.”  This essentially sums up my entire viewpoint. 
 
Whether the difference is race, ethnicity, age, gender, religious beliefs, sexual orientation, physical ability and other ideologies the concept of diversity is to be able to provide a safe, positive, and accepting environment. Diversity in a workplace is important because it helps employees relate to a wider customer base and helps to create a fun, exciting environment in which to work together.  I believe that ultimately diversity allows us to learn from others, see who we are as individuals and translate that experience into success.
 
What do you like to do outside of work?
 
I like to play tennis but my new obsession is traveling.    The past three years every summer I have traveled somewhere in Europe and my latest trip was 2 weeks ago.  I went to Amsterdam, Spain and Croatia.  Aside from Greece, Croatia is the most beautiful place I have every seen.  I recently joined a tennis league where I play matches for fun and get some exercise at the same time. 

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Member Spotlight: Richard Gibson

How do you try to bring diversity/inclusion into your workplace and everyday life?
By trying to always view my colleagues without preconceptions, stereotypes or bias, by seeking out opportunities for all members of the office to be involved in projects, programs, events or just conversations.  The value and benefit of diversity is such that we should consciously find ways to broaden the membership and considerations of any activity in which we’re involved.  Additionally, I have been fortunate to work for firms that have active diversity education programs, and have personally made a point of ensuring that the education is provided to all roles, attorneys and staff alike.  One of the great aspects of Washington is the diversity of the city’s population and how it enriches the local culture.  For me it is critical to remember that that same diversity and rich culture is present in the members of my firm and is a valuable resource for creativity, communication and collegiality.
 
What does diversity mean to you?
Recognition, appreciation and celebration of differences.  Diversity also means, for me, the smallness of differences, the subtleties and nuances of history, background, education and attitude that influence our opinions and actions.  Being comfortable with diversity as demonstrated by the way people look is just the beginning.  To truly understand and support diversity, I believe we must focus on the detail of our awareness and our communication. For example,  I am originally from England, which means that some of my differences are focused around language – the phrase, ‘two countries separated by a common language’ is very true – and while those differences can sometimes add humor they can just as easily cause offense. 
 
I see diversity as the journey to inclusion and inclusion as the path to participation and leadership.  Our work around diversity is far from over.  While we as a society or workplace might recognize, appreciate and celebrate  differences more easily and comfortably than in the past, there is still too much bias and too many barriers to success.  Fortunately, most organizations have moved beyond the simple use of statistics to prove their commitment to diversity, but, in my view, the next step of inclusion is still very much a work in progress.
 
What do you like to do outside of work?
Probably most of all theater and travel, each of which provides insights that expand my base of reference.  Whether it is watching an edgy, controversial play, or trying to navigate the complexities of Tokyo, the challenge is always valuable and the experience always enjoyable.  I have also over the last few years become an avid Premier League soccer fan, not sure why, perhaps I’m a little nostalgic for England.

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Robert Half Legal Spotlight:
​Career Talk: Reducing Stress

Robert Half Legal

Q: My legal team is wrapping a large-scale litigation project and we’re already getting requests to handle more matters! What can I do as a legal manager to reduce the stress that my team members are experiencing, as well as my own?
 
A: Stress isn’t always harmful nor does it always contribute to job dissatisfaction. In moderation, stress can be a positive factor that helps motivate an individual, inspires action or provides impetus to complete a project, overcome a challenge or achieve goals.
 
However, too much stress, or chronic stress, can negatively impact work performance and professional relationships, and it can lead to other problems such as lack of motivation and reduced productivity as well as physical ailments or emotional issues.
 
One of the most significant stressors that lawyers, paralegals and others in the legal field face relates to the imbalance between their professional and personal lives. Here are some ways companies can help their workers alleviate stress, enhance job satisfaction and stem attrition:

• Become more flexible: Many employers in the legal field are implementing programs that include offering more flexible working hours, remote work options and additional vacation days.
• Support balance and wellness: Firms are helping employees better balance work and personal demands by providing subsidized gym memberships, back-up childcare, parking benefits and cafeteria meal plans.
• Go more casual: In research our company conducted, nearly six in 10 lawyers said they prefer a more casual and relaxed workplace, which not only encourages team collaboration and creativity but can also reduce workers’ stress.

• Hire for fit: Employees who mesh well with the workplace culture are likely to feel a greater sense of engagement and loyalty.
• Empower staff: Let employees make decisions about their work on their own, or with minimal direction.
• Show appreciation: Be quick to thank legal team members for a job well done.
• Provide meaningful work: Share how your team’s contributions support the organization’s goals.
• Foster a culture of collaboration: Staff cohesion fuels not only job satisfaction but also innovation.

There are also a number of strategies legal professionals can use to reduce stress in their jobs as well as effectively manage workplace pressures:

• Take a break: Exercise, even if it’s just a short walk, is of the most positive ways to take your mind off work pressures and reduce stress. Taking regular breaks during the workday is also essential.
• Build time into the start of your day: Manage your morning in a calm manner by allowing plenty of time to have breakfast, commute to work and organize and prioritize your work schedule.
• Work smarter: Fully leverage technologies that can help you work more efficiently and effectively.
• Address problems promptly: Deal with any issues or conflicts that arise swiftly and effectively so they don’t linger and create additional issues.
• Set boundaries: For example, set limits for checking email or phone messages once you leave the office; and if you work from home, literally shut the door to your office at a designated time and switch off for the evening.
• Ask for help: Talk with your supervisor, mentor, a friend, colleague or family member and seek their objective advice on changes you can make to manage your stress.
• Don’t put off your vacation: Take regularly scheduled, planned absences from the office. Many legal professionals find it difficult to take time off, believing that time out of the office will just compound stress levels when they return. However, studies show the opposite is true – people are typically happier and more productive when they are back at work following a vacation. So, take extended breaks and truly unplug from email and work-related activities so you can relax, focus on yourself and recharge.

 

3rd Quarter Community Service Initiative: Stuff the Bus

Qeyana M. Hart
Vice President Community Services

For the second year, the ALA Capital Chapter partnered with United Way NCA to support their Stuff the Bus campaign. The Stuff the Bus campaign is an opportunity for members of the community to support local schools by purchasing backpacks and school supplies. Our goal was to collect 100 backpacks, and we exceeded our goal and collected 150 backpacks! In addition to the backpacks, we also received over 15 boxes full of school supplies.
 
Thank you to the following firms and Business Partners for their donations!
 
Davis Polk & Wardwell LLP  
Garvey Schubert Barer  
Gray Plant Mooty   
Greenstein DeLorme & Luchs, P.C.
Kellogg, Hansen, Todd, Figel & Frederick, P.L.L.C.
Keno Kozie Associates
Kirkland & Ellis
Peris Construction
Ropes & Gray   
Sughrue Mion PLLC  
Sullivan & Worcester LLP  
Weil, Gotshal & Manges 

 

Diversity Corner: Get Inspired!

Howie Schaffer
Principal, Bonanza Communications

This month we feature a selection of quotes about honoring difference, embracing diversity, and creating inclusive organizations and communities.
 
"Greetings, I am pleased to see that we are different. May we together become greater than the sum of both of us."
-Leonard Nimoy (actor)
 
“The human capacity to injure other people has always been much greater than its ability to imagine other people. Or perhaps we should say the human capacity to injure other people is very great precisely because our capacity to imagine other people is very small.”
-Elaine Scarry (author/professor)
 
“We become not a melting pot but a beautiful mosaic. Different people, different beliefs, different yearnings, different hopes, different dreams.”
-Jimmy Carter (former U.S. President)
 
“We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing, and inclusion.”
-Max de Pree (business leader/author)
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"It is a great shock at the age of five or six to find that in a world of Gary Coopers, you are the Indian."
-James Baldwin (author)
 
“Diversity, generally understood and embraced, is not casual liberal tolerance of anything and everything not yourself. It is not polite accommodation. Instead, diversity is, in action, the sometimes painful awareness that other people, other races, other voices, other habits of mind, have as much integrity of being, as much claim upon the world, as you do. Being strong in life is being strong amid differences while accepting the fact that your own self can be a considerable imposition upon everyone you meet. I urge you to consider your own oddity before you are troubled or offended by that of others. And I urge you, amid all the differences present to the eye and mind, to reach out and create the bonds that will sustain the commonwealth that will protect us all. We are meant to be here together.”
-William M. Chace (author), The Language of Action
 
If you have a favorite diversity quote, share it. We will use some in an upcoming Diversity Corner feature. Send your quote to howie@inclusionworld.com. Thank you!

Howie Schaffer is Chief Inclusion Officer, Bonanza Communications. You can reach him at howie@inclusionworld.com or (202) 744-6885.

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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; Valerie Williamson, valerie.williamson@bassberry.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: Ellen Clinton (Chair), ellen.clinton@kutakrock.com;  Cameron Gowan (Co-Chair), cgowan@jonesday.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: Julie Tomey (Chair), tomey@thewbkfirm.com; Sheri Shifflett (Co-Chair), Cheryl.Shifflett@saul.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: Sarahi Estrella (Chair), sarahi.estrella@arentfox.com ; Dot Mooney (Co-Chair), dmooney@powerslaw.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: Jackie Thomas (Chair), jackie.thomas@agg.com; Anjanette Milladge (Co-Chair), amilladge@sandw.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:  Linda Padron (Chair), lpadron@curtis.com; Janice Byrum-Jackson (Co-Chair),  jbyrum-jackson@hunton.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: Astrid Emond (Chair), aemond@bakerlaw.com; Matthew Cichocki (Co-Chair), mcichocki@cooley.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: Wilmara Guido-Chizhik (Chair), wguido-chizhik@bomcip.com; Jo Jo Ruby (Co-Chair), jruby@btlaw.com
Listserv: smallfirm@lists.alacapchap.org


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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: Danielle Smith (Chair), danielle.smith@hklaw.com; Tania Jose (Co-Chair), tania.jose@powerslaw.com
Listserv: nextgen@lists.alacapchap.org

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: Jasmine Stribling (Chair), jstribling@bsfllp.com; Tiffany Montgomery (Co-Chair), tmontgomery@velaw.com
Listserv: hr@lists.alacapchap.org
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Technology
The Technology Community 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: Kenny Mitchell (Chair), kennymitchell@quinnemanuel.com
Listserv: tech@lists.alacapchap.org