SlideShare a Scribd company logo
1 of 40
Technology in Law Practice
(Sample Slides from Digital Lawyering Program for the University of
Dayton School of Law)




presented by
Stephanie Kimbro, M.A., J.D.

Fall, September 12, 2012
Overview
 Case Management
 Client Communication
 Time Management
 Billing & Collections
 Alternative Fee Arrangements
Basics of Technology Selection

 No single product will contain every PM feature.
 Usability, UI counts for a lot.
 Look for ability to synchronize between systems to
  acquire all of the needed features.
 Keywords and phrases will differ across the legal tech
  industry.
    Ex. A “client portal” may allow clients to pay invoices
     online but may not provide online delivery mechanisms.
Note
 We are focusing on cloud-based technology in this
  program.
 Why?
    There are still traditional install software programs available to
     handle these practice management tasks.
    However, many of these vendors are now scrambling to add
     cloud-based versions of their solutions to appeal to lawyer’s
     increased use of mobile devices and desire for the cost benefits
     of cloud computing.
    It’s difficult to take a system designed for one method of storing
     and transferring data and switch it to another with a different
     UI. Often it results in a clunky product and may not play well
     with other cloud-based systems (refer to our data format
     discussion)
Basics of Doc Management Tech
 These systems replace the functions that used to be
  handled by word processing systems. (ex. Saving files from
  MS Word to folders on your hard drive.)
 Benefit of previous management system was that you
  didn’t have to make much effort to pull the document out
  of something or make sure to save it somewhere else…it
  was part of the work product system.
 With new systems: a database record “profile” is associated
  with each doc with the file name, author, type and other
  info.
 Not limited to word processing docs, but other file formats
  and applications like spreadsheets, doc assemblers, images,
  presentations, etc.
Basic Functionality
 Versions of the file may be tracked and retrieved and
  opened in the appropriate system.
 Access restrictions to control users and whether they
  can read, edit, and delete.
 Different security or sharing options: public, private or
  semi-private with different permissions to change the
  defaults
 Preview or download the file without opening
 Tracking of access and time spent viewing
 Naming and directory storage handled by the system
  but may be edited
 Search capabilities, field-based for dates, etc.
Case Management
 Document Management System
    For storage, organizing, sharing
 Non-legal options:
    Dropbox
    Spideroak
    Box
    Evernote
    Google Apps

 Features
    Encrypted files
    Sharing within a firm, with clients, others
    Sync well with other cloud-based products
    Different versions “pro”/pricing levels
Dropbox Pros and Cons
 Pros
    Install apps on all your devices. Easy to drop files in from each
     device. Syncs.
    Other third-party app development, such as with other legal
     SaaS products
    Easy to send email link to share folders, single files and to
     revoke access
    iPad App
 Cons
    Each third-party app will have different user agreements to be
     aware of.
    The SLA for those apps may not meet requirement for your
     firm’s tech policy or state bar requirements.
    They reserve right to terminate services with or without notice.
Spideroak Pros and Cons
 Pro:
   OpenSource
   Not as vulnerable as Box or Dropbox
 Cons:
   UI is clunkier
   Developed primarily as a backup method rather than a
    document management system
Box Pros
 Pro:
   Sharing capabilities; can view time and date, ISP, number
    of views and when docs are being edited
   Admin controls; fully permissions based
   Syncs with Clio
   iPad App
Evernote Pros and Cons
 Pros:
    Great iPad App
    Autosyncs, but you don’t have to have Internet access to use the
      software. Can capture notes, set up to email them to you, etc. and
      when access is obtained, it will auto complete these tasks.
    Developed more to capture, notes, ideas, thoughts than just docs
 Cons:
    Not great as standalone doc management system
    Integrates better with a more robust system with folders, subfolders,
      better organization tools
    Sharing features limited
    Too easy to mix personal and firm data and take it into and out of the
      firm’s control
Google Apps (Suite including Google Drive)
 Pros:
      Gmail used by most law schools
      Applications all talk to each other
      Most legal SaaS products have Google integration
      Works with all mobile devices; can easily get docs you
       need from any device
 Cons:
    If you don’t use professional version, difficult to separate
     professional from personal
    Does not disclose location of servers; will not guarantee
     data will not be stored overseas
    Adding Enterprise Social Networking (ESN) which would
     add a private firm Google+/Hangouts component
NetDocuments Pros and Cons
 Pros:
    New interface
    Has been around longer
    If a MS user, can save directly into it
 Cons:
    Must be run off IE which is not as secure
    Mac users must use less feature rich version
    (should have other user interfaces this year or next)
MyCase
MyCase Pros and Cons
 Pros
     No storage limitations
     Combines social networking with practice management
     Multiple document upload tools; create firm library
     Share documents with clients
 Cons
   Focus of product is on sharing and social networking
   Not as robust of a document management system
Basic Costs for DMS
 Depends on
   Number of users
   Amount of storage needed
   Additional features or higher level of services and support
     o SLA may also differ between each pricing structure
   Be aware of “up-selling”


 Ex. Google Apps
   $5 per user per month, includes 25GB of email storage
Client Communication
 Flexibility is important.
 Know your client base and their comfort level, access
  to technology on their end.
 Most popular:
      Email
      Cell phone/Texting
      Video conferencing
      Desktop sharing
      Client portal access
 In a practice management tech tool: look for a
  system that integrates the form of client
  communication you need to have
Consider Security of Method
 From client’s side
 Encrypted communication?
 Can it be recorded, dated and stored digitally?
    CYA benefits
    E-discovery
 What ethics opinions does your state bar have
  regarding the use of online client communication?
    Most states have ethics ops referring to the use of fax,
     email and a handful have more progressive opinions
     related to other forms of online communication such as
      o Contact us forms
      o Client portals, VLOs
ABA Formal Opinion 11-459
 Duty to Protect the Confidentiality of E-mail
  Communications with One’s Client

 “Whenever a lawyer communicates with a client by
  e-mail, the lawyer must first consider whether, given
  the client’s situation, there is a significant risk that
  third parties will have access to the
  communications. If so, the lawyer must take
  reasonable care to protect the confidentiality of the
  communications by giving appropriately tailored
  advice to the client.”
Remember Customer Service
 Look for communication methods that provide auto-
  responders.
 Be prepared to switch methods of communication.
 Look for tech that allows you to combine several
  methods of client communication into a single
  system for easy retrieval by the firm and for the
  client to be able to refer back to if desired.
Time and Billing
 Clio
 Rocket Matter
 Bill4Time
 EsquireBilling
 Time59
 Accounting
    Quickbooks Online
    FreshBooks
    Zoho Books
Clio
 A full practice management system.
 Originally developed as time and billing.
 Firm and attorney users may customize how it
  records time whether hourly, flat fee or contingent.
 Can create time entries directly from tasks, calendar
  events or directly in the time‐recording section of the
  site.
 Customized invoicing
    Different methods of delivering it to client for collections
    Data (invoices and payments) exports in standard file
     format for accounting purposes
Rocket Matter
 Developed originally for Macs
 Lawyer may record time while working in the
  calendar, tasks and documents – bill as you work
 Customized invoicing and batch billing
 Allows you to create custom rates for matters
  depending upon the activity and does not just force
  you to use a single billing method.
Bill4Time
 Not specific to the legal profession
 Dedicated completely to time and billing; not a full
  practice management suite like Rocket Lawyer and
  Clio
 More robust reporting options and ability to track
  payments with each client
 Record time online, through a desktop widget, or a
  mobile app
EsquireBilling
 Time tracking, reports, legal billing, trust
  management, operating management and check
  printing
 Reporting options for billable activity, trust activity,
  outstanding balances and matter and firm
  summaries
 Focus is only on time and billing. May not integrate
  well with other systems.
Time59
 Designed for solo practitioners
 Time and expense tracking, invoice sharing with
  clients
 Track payments and client balances, trust accounting,
  LEDES invoicing
 Mobile access
LEDES
 Legal Electronic Data Exchange Standard
 set of file format specifications to standardize billing
  and invoicing data
 Concerned with transfer from a lawyer to a corporate
  client
 Created by LEDES Oversight Committee formed by
  the PricewaterhouseCoopers Law Firm. Is a
  nonprofit.
UTBMS
 Law firms using LEDES may also use the Uniform
  Task-Based Management System (UTBMS)
 Codes designed to standardize the categorization and
  assist with analysis of legal work and expenses.
  Mostly for use with larger corporate clients.
 Task and activity codes that are included with the
  billing.
 ABA Section on Litigation was among group of
  nonprofits who along with a group of larger
  corporate clients and law firms set the standards.
 The standardized coding is sometimes seen in legal
  bills to clients.
Choosing a Billing Practice
Alternative Billing Arrangements
    Fixed Fee or “value billing”
    Fixed Fee plus expenses
    Combination Billing

Part of the marketing strategy?
          Listing prices on your website.
          Explaining fee differences to in-person and online clients

Retainers

Pro and “low” bono

Payment Plans

Online payments
   IOLTA compliance and state bar regulations regarding third-party credit card
   processing services
Value Billing

 Review Valorem Law as a case study:
 http://www.valoremlaw.com/

 Infinity Law Group legal fee calculator:
 http://www.infinlaw.com/legal-pricing/


How do you determine the value?

Focus on client’s needs
   Balancing this with the need to generate revenue as a business


Potential formula to determine fixed fee
   Modify over time based on: ability to further streamline process,
     feedback from clients, changes in the legal marketplace
Online Payments

Payment Card Industry Data Security (PCI DSS) compliant

Compliance must occur whenever any business stores, transfers or
collects credit card information from clients.

Failure to comply with these rules, set by the credit card industry, may
result in a business no longer being allowed to take credit card purchases,
in addition to multiple fines and penalties.

See PCI Compliance Guide, http://www.pcicomplianceguide.org


Use of PayPal and Google Shopping Cart

Research state ethics opinions
Ethics Opinion
CA State Bar Formal Op. No. 2007-172 (2007):

1. An attorney may ethically accept payment of earned fees from a client by
credit card. In doing so, however, the attorney must discharge his or her duty
of confidentiality.

2. Likewise, an attorney may ethically accept a deposit for fees not yet
   earned from a client by credit card, but must discharge his or her duty of
   confidentiality.

3. By contrast, an attorney may not ethically accept a deposit for advances
   for costs and expenses from a client by credit card because the attorney
   must deposit such advances into a client trust account and cannot do so
   initially because they are paid through an account that is subject to
   invasion.
4 Categories of Firm IT - Susskind
 Client relationship system
    Client access to files and communication
 Back-office tech
 Online legal services
    Disruptive tech fits here
 Internal knowledge systems
    Usually through Intranet
    Less invested here than in back-office tech

 Competitive advantage to be ahead of other firms on the last two:
  the plumbing doesn’t count, it’s how the firm collects and shares its
  knowledge
 Integration of online legal services with internal knowledge systems
Online Hubs
 Need for a central location for client sharing – a hub
  where all the firms working for a client are able to
  place their status on the case, files, etc.
 For Knowledge Management, need another hub
  supposed by closed communities, mass collaboration
  where clients may access gathered knowledge
    Provided by a third-party such as legal publishers
    One hub internationally?

More Related Content

What's hot

Cyber defamation
Cyber defamationCyber defamation
Cyber defamationTuhin Batra
 
24227541 cyber-law
24227541 cyber-law24227541 cyber-law
24227541 cyber-lawMd Aktar
 
Computer Ethics Presentation
Computer Ethics PresentationComputer Ethics Presentation
Computer Ethics Presentationguest65a1c4
 
Children as target of cyber crimes
Children as target of cyber crimesChildren as target of cyber crimes
Children as target of cyber crimesNilendra Kumar
 
Cyberlaw An Overview
Cyberlaw   An OverviewCyberlaw   An Overview
Cyberlaw An OverviewTalwant Singh
 
Cyber law In India: its need & importance
Cyber law In India: its need & importanceCyber law In India: its need & importance
Cyber law In India: its need & importanceAditya Shukla
 
Android Device Hardening
Android Device HardeningAndroid Device Hardening
Android Device Hardeninganupriti
 
An Introduction: Technology, Ethics, and the Workplace
An Introduction:  Technology, Ethics, and the WorkplaceAn Introduction:  Technology, Ethics, and the Workplace
An Introduction: Technology, Ethics, and the WorkplaceTawny Brown
 
trademark issues in cyberspace
 trademark issues in cyberspace trademark issues in cyberspace
trademark issues in cyberspacePanjab University
 
Internet Acceptable Use Policy
Internet Acceptable Use PolicyInternet Acceptable Use Policy
Internet Acceptable Use PolicyJennifer Whitt
 
Need And Importance Of Cyber Law
Need And Importance Of Cyber LawNeed And Importance Of Cyber Law
Need And Importance Of Cyber LawPoonam Bhasin
 
Social, Legal & Ethical Aspects of Computing.
Social, Legal & Ethical Aspects of Computing.Social, Legal & Ethical Aspects of Computing.
Social, Legal & Ethical Aspects of Computing.muhammad-Sulaiman
 
Cyber law & Intellectual property issues
Cyber law & Intellectual property issuesCyber law & Intellectual property issues
Cyber law & Intellectual property issuesatuljaybhaye
 
computer ethics slides
computer ethics slidescomputer ethics slides
computer ethics slidesthothakhail
 

What's hot (20)

Cyber law
Cyber lawCyber law
Cyber law
 
Cyber defamation
Cyber defamationCyber defamation
Cyber defamation
 
24227541 cyber-law
24227541 cyber-law24227541 cyber-law
24227541 cyber-law
 
Computer Ethics Presentation
Computer Ethics PresentationComputer Ethics Presentation
Computer Ethics Presentation
 
Children as target of cyber crimes
Children as target of cyber crimesChildren as target of cyber crimes
Children as target of cyber crimes
 
Cyberlaw
CyberlawCyberlaw
Cyberlaw
 
Introduction to Cyber Law
Introduction to Cyber LawIntroduction to Cyber Law
Introduction to Cyber Law
 
It act law ppt
It act law pptIt act law ppt
It act law ppt
 
Cyberlaw An Overview
Cyberlaw   An OverviewCyberlaw   An Overview
Cyberlaw An Overview
 
Cyber law In India: its need & importance
Cyber law In India: its need & importanceCyber law In India: its need & importance
Cyber law In India: its need & importance
 
Android Device Hardening
Android Device HardeningAndroid Device Hardening
Android Device Hardening
 
An Introduction: Technology, Ethics, and the Workplace
An Introduction:  Technology, Ethics, and the WorkplaceAn Introduction:  Technology, Ethics, and the Workplace
An Introduction: Technology, Ethics, and the Workplace
 
Cyber Law
Cyber  LawCyber  Law
Cyber Law
 
trademark issues in cyberspace
 trademark issues in cyberspace trademark issues in cyberspace
trademark issues in cyberspace
 
Internet Acceptable Use Policy
Internet Acceptable Use PolicyInternet Acceptable Use Policy
Internet Acceptable Use Policy
 
Need And Importance Of Cyber Law
Need And Importance Of Cyber LawNeed And Importance Of Cyber Law
Need And Importance Of Cyber Law
 
Social, Legal & Ethical Aspects of Computing.
Social, Legal & Ethical Aspects of Computing.Social, Legal & Ethical Aspects of Computing.
Social, Legal & Ethical Aspects of Computing.
 
Computer Crimes
Computer CrimesComputer Crimes
Computer Crimes
 
Cyber law & Intellectual property issues
Cyber law & Intellectual property issuesCyber law & Intellectual property issues
Cyber law & Intellectual property issues
 
computer ethics slides
computer ethics slidescomputer ethics slides
computer ethics slides
 

Viewers also liked

Five law school / University websites for Legal Research
Five law school / University websites for Legal ResearchFive law school / University websites for Legal Research
Five law school / University websites for Legal ResearchDittakavi Rao
 
Comprehensive legal research websites
Comprehensive legal research websitesComprehensive legal research websites
Comprehensive legal research websitesDittakavi Rao
 
Design for Lawyers : Why UI Can Make You a Better Attorney
Design for Lawyers : Why UI Can Make You a Better AttorneyDesign for Lawyers : Why UI Can Make You a Better Attorney
Design for Lawyers : Why UI Can Make You a Better AttorneyRocket Matter, LLC
 
The Business Of Law
The Business Of LawThe Business Of Law
The Business Of Lawguestdf7e71
 
50 Law Firm Technology Sites
50 Law Firm Technology Sites50 Law Firm Technology Sites
50 Law Firm Technology SitesDittakavi Rao
 
Legal Research on Mobile Gadgets
 Legal Research on Mobile Gadgets Legal Research on Mobile Gadgets
Legal Research on Mobile GadgetsDittakavi Rao
 

Viewers also liked (6)

Five law school / University websites for Legal Research
Five law school / University websites for Legal ResearchFive law school / University websites for Legal Research
Five law school / University websites for Legal Research
 
Comprehensive legal research websites
Comprehensive legal research websitesComprehensive legal research websites
Comprehensive legal research websites
 
Design for Lawyers : Why UI Can Make You a Better Attorney
Design for Lawyers : Why UI Can Make You a Better AttorneyDesign for Lawyers : Why UI Can Make You a Better Attorney
Design for Lawyers : Why UI Can Make You a Better Attorney
 
The Business Of Law
The Business Of LawThe Business Of Law
The Business Of Law
 
50 Law Firm Technology Sites
50 Law Firm Technology Sites50 Law Firm Technology Sites
50 Law Firm Technology Sites
 
Legal Research on Mobile Gadgets
 Legal Research on Mobile Gadgets Legal Research on Mobile Gadgets
Legal Research on Mobile Gadgets
 

Similar to Technology in Law Practice

Delray chamber re google apps
Delray chamber re google appsDelray chamber re google apps
Delray chamber re google appsTerra Spero
 
Open km product resume (1) (1)
Open km product resume (1) (1)Open km product resume (1) (1)
Open km product resume (1) (1)HaidirMustofa1
 
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...Mithi Software Technologies Pvt Ltd
 
Google apps cio peer group presentation
Google apps cio peer group presentationGoogle apps cio peer group presentation
Google apps cio peer group presentationJames Sutter
 
How to choose a Loan Document Management Software.pdf
How to choose a Loan Document Management Software.pdfHow to choose a Loan Document Management Software.pdf
How to choose a Loan Document Management Software.pdfTechugo
 
Cloud Computing 2011
Cloud Computing 2011Cloud Computing 2011
Cloud Computing 2011markseverance
 
Fine docs product presentation latest
Fine docs product presentation latestFine docs product presentation latest
Fine docs product presentation latestSatyajit Roy
 
Department webpage design sean hwang
Department webpage design sean hwangDepartment webpage design sean hwang
Department webpage design sean hwangdelmount
 
SharePoint 2013 Document Management Features
SharePoint 2013 Document Management FeaturesSharePoint 2013 Document Management Features
SharePoint 2013 Document Management FeaturesThuan Ng
 
Portal Software For Clients, Partners & Staff
Portal Software For Clients, Partners & Staff Portal Software For Clients, Partners & Staff
Portal Software For Clients, Partners & Staff My Hub Intranet Solutions
 
project on Agile approach
project on Agile approachproject on Agile approach
project on Agile approachPrachi desai
 
Virtual & Remote Practice: Reach from the Beach & Manage from the Mountains
Virtual & Remote Practice: Reach from the Beach & Manage from the MountainsVirtual & Remote Practice: Reach from the Beach & Manage from the Mountains
Virtual & Remote Practice: Reach from the Beach & Manage from the MountainsGarrett P. Laborde
 
Paralegal Rainmakers Digest Volume 4 Issue 1
Paralegal Rainmakers Digest Volume 4 Issue 1Paralegal Rainmakers Digest Volume 4 Issue 1
Paralegal Rainmakers Digest Volume 4 Issue 1Paralegal Rainmakers
 
Cloud computing Paper
Cloud computing Paper Cloud computing Paper
Cloud computing Paper Assem mousa
 
Cloud9Solutions.ca Google Apps Overview
Cloud9Solutions.ca Google Apps OverviewCloud9Solutions.ca Google Apps Overview
Cloud9Solutions.ca Google Apps OverviewAsimJamil
 
Designing Products for the Cloud
Designing Products for the CloudDesigning Products for the Cloud
Designing Products for the CloudSteve Keifer
 
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...Primend
 

Similar to Technology in Law Practice (20)

Delray chamber re google apps
Delray chamber re google appsDelray chamber re google apps
Delray chamber re google apps
 
Open km product resume (1) (1)
Open km product resume (1) (1)Open km product resume (1) (1)
Open km product resume (1) (1)
 
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...
Webinar: 2018 Product Roadmap for Secure, Scalable, Productive Team Collabora...
 
Google apps cio peer group presentation
Google apps cio peer group presentationGoogle apps cio peer group presentation
Google apps cio peer group presentation
 
How to choose a Loan Document Management Software.pdf
How to choose a Loan Document Management Software.pdfHow to choose a Loan Document Management Software.pdf
How to choose a Loan Document Management Software.pdf
 
Cloud Computing 2011
Cloud Computing 2011Cloud Computing 2011
Cloud Computing 2011
 
Fine docs product presentation latest
Fine docs product presentation latestFine docs product presentation latest
Fine docs product presentation latest
 
Department webpage design sean hwang
Department webpage design sean hwangDepartment webpage design sean hwang
Department webpage design sean hwang
 
SharePoint 2013 Document Management Features
SharePoint 2013 Document Management FeaturesSharePoint 2013 Document Management Features
SharePoint 2013 Document Management Features
 
Portal Software For Clients, Partners & Staff
Portal Software For Clients, Partners & Staff Portal Software For Clients, Partners & Staff
Portal Software For Clients, Partners & Staff
 
project on Agile approach
project on Agile approachproject on Agile approach
project on Agile approach
 
Virtual & Remote Practice: Reach from the Beach & Manage from the Mountains
Virtual & Remote Practice: Reach from the Beach & Manage from the MountainsVirtual & Remote Practice: Reach from the Beach & Manage from the Mountains
Virtual & Remote Practice: Reach from the Beach & Manage from the Mountains
 
Paralegal Rainmakers Digest Volume 4 Issue 1
Paralegal Rainmakers Digest Volume 4 Issue 1Paralegal Rainmakers Digest Volume 4 Issue 1
Paralegal Rainmakers Digest Volume 4 Issue 1
 
Cloud computing Paper
Cloud computing Paper Cloud computing Paper
Cloud computing Paper
 
Cloud9Solutions.ca Google Apps Overview
Cloud9Solutions.ca Google Apps OverviewCloud9Solutions.ca Google Apps Overview
Cloud9Solutions.ca Google Apps Overview
 
Data governance for now
Data governance for nowData governance for now
Data governance for now
 
To Cloud or Not to Cloud for Transaction Document Production
To Cloud or Not to Cloud for Transaction Document ProductionTo Cloud or Not to Cloud for Transaction Document Production
To Cloud or Not to Cloud for Transaction Document Production
 
Gov civilworkshop
Gov civilworkshopGov civilworkshop
Gov civilworkshop
 
Designing Products for the Cloud
Designing Products for the CloudDesigning Products for the Cloud
Designing Products for the Cloud
 
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...
Primend praktiline pilveseminar - Dokumendihalduse ja kommunikatsiooni viimin...
 

More from Stephanie Kimbro Dolin

Virtual Law Practice & Gamification of Legal Services
Virtual Law Practice & Gamification of Legal ServicesVirtual Law Practice & Gamification of Legal Services
Virtual Law Practice & Gamification of Legal ServicesStephanie Kimbro Dolin
 
The Virtual Law Firm: How to Deliver Legal Services Online
The Virtual Law Firm: How to Deliver Legal Services OnlineThe Virtual Law Firm: How to Deliver Legal Services Online
The Virtual Law Firm: How to Deliver Legal Services OnlineStephanie Kimbro Dolin
 
Practicing Law Online: Creating a Virtual Law Office ebook
Practicing Law Online: Creating a Virtual Law Office ebookPracticing Law Online: Creating a Virtual Law Office ebook
Practicing Law Online: Creating a Virtual Law Office ebookStephanie Kimbro Dolin
 
Get Your Game On!: Using Games to Engage and Learn About Legal Services
Get Your Game On!: Using Games to Engage and Learn About Legal ServicesGet Your Game On!: Using Games to Engage and Learn About Legal Services
Get Your Game On!: Using Games to Engage and Learn About Legal ServicesStephanie Kimbro Dolin
 
Building & Developing a Virtual Law Practice
Building & Developing a Virtual Law PracticeBuilding & Developing a Virtual Law Practice
Building & Developing a Virtual Law PracticeStephanie Kimbro Dolin
 
Delivering Unbundled Legal Services Over the Internet
Delivering Unbundled Legal Services Over the InternetDelivering Unbundled Legal Services Over the Internet
Delivering Unbundled Legal Services Over the InternetStephanie Kimbro Dolin
 
Consumer Law Revolution - Online Marketing Tools
Consumer Law Revolution - Online Marketing ToolsConsumer Law Revolution - Online Marketing Tools
Consumer Law Revolution - Online Marketing ToolsStephanie Kimbro Dolin
 
Keynote on Future of Legal Services Delivery
Keynote on Future of Legal Services DeliveryKeynote on Future of Legal Services Delivery
Keynote on Future of Legal Services DeliveryStephanie Kimbro Dolin
 
Virtual Law Practice: Basic Concept from the ABA ELawyering Task Force
Virtual Law Practice: Basic Concept from the ABA ELawyering Task ForceVirtual Law Practice: Basic Concept from the ABA ELawyering Task Force
Virtual Law Practice: Basic Concept from the ABA ELawyering Task ForceStephanie Kimbro Dolin
 
The Virtual Law Firm: How to Build Your Practice in an Online
The Virtual Law Firm: How to Build Your Practice in an Online The Virtual Law Firm: How to Build Your Practice in an Online
The Virtual Law Firm: How to Build Your Practice in an Online Stephanie Kimbro Dolin
 
CLE on Virtual Law Practice for the NCBA
CLE on Virtual Law Practice for the NCBACLE on Virtual Law Practice for the NCBA
CLE on Virtual Law Practice for the NCBAStephanie Kimbro Dolin
 

More from Stephanie Kimbro Dolin (18)

Virtual Law Practice & Gamification of Legal Services
Virtual Law Practice & Gamification of Legal ServicesVirtual Law Practice & Gamification of Legal Services
Virtual Law Practice & Gamification of Legal Services
 
The Virtual Law Firm: How to Deliver Legal Services Online
The Virtual Law Firm: How to Deliver Legal Services OnlineThe Virtual Law Firm: How to Deliver Legal Services Online
The Virtual Law Firm: How to Deliver Legal Services Online
 
Practicing Law Online: Creating a Virtual Law Office ebook
Practicing Law Online: Creating a Virtual Law Office ebookPracticing Law Online: Creating a Virtual Law Office ebook
Practicing Law Online: Creating a Virtual Law Office ebook
 
Engagement and Consumer Law
Engagement and Consumer LawEngagement and Consumer Law
Engagement and Consumer Law
 
Get Your Game On!: Using Games to Engage and Learn About Legal Services
Get Your Game On!: Using Games to Engage and Learn About Legal ServicesGet Your Game On!: Using Games to Engage and Learn About Legal Services
Get Your Game On!: Using Games to Engage and Learn About Legal Services
 
eProfessionalism
eProfessionalism eProfessionalism
eProfessionalism
 
Building & Developing a Virtual Law Practice
Building & Developing a Virtual Law PracticeBuilding & Developing a Virtual Law Practice
Building & Developing a Virtual Law Practice
 
Social Media in Law Practice
Social Media in Law PracticeSocial Media in Law Practice
Social Media in Law Practice
 
Delivering Unbundled Legal Services Over the Internet
Delivering Unbundled Legal Services Over the InternetDelivering Unbundled Legal Services Over the Internet
Delivering Unbundled Legal Services Over the Internet
 
Consumer Law Revolution - Online Marketing Tools
Consumer Law Revolution - Online Marketing ToolsConsumer Law Revolution - Online Marketing Tools
Consumer Law Revolution - Online Marketing Tools
 
Keynote on Future of Legal Services Delivery
Keynote on Future of Legal Services DeliveryKeynote on Future of Legal Services Delivery
Keynote on Future of Legal Services Delivery
 
Virtual Law Practice: Basic Concept from the ABA ELawyering Task Force
Virtual Law Practice: Basic Concept from the ABA ELawyering Task ForceVirtual Law Practice: Basic Concept from the ABA ELawyering Task Force
Virtual Law Practice: Basic Concept from the ABA ELawyering Task Force
 
Unbundling Legal Services
Unbundling Legal ServicesUnbundling Legal Services
Unbundling Legal Services
 
Social Media and the Legal Profe
Social Media and the Legal ProfeSocial Media and the Legal Profe
Social Media and the Legal Profe
 
Practicing law online ebook 5.17
Practicing law online ebook 5.17Practicing law online ebook 5.17
Practicing law online ebook 5.17
 
The Virtual Law Firm: How to Build Your Practice in an Online
The Virtual Law Firm: How to Build Your Practice in an Online The Virtual Law Firm: How to Build Your Practice in an Online
The Virtual Law Firm: How to Build Your Practice in an Online
 
CLE on Virtual Law Practice for the NCBA
CLE on Virtual Law Practice for the NCBACLE on Virtual Law Practice for the NCBA
CLE on Virtual Law Practice for the NCBA
 
Introduction to Virtual Law Practice
Introduction to Virtual Law PracticeIntroduction to Virtual Law Practice
Introduction to Virtual Law Practice
 

Technology in Law Practice

  • 1. Technology in Law Practice (Sample Slides from Digital Lawyering Program for the University of Dayton School of Law) presented by Stephanie Kimbro, M.A., J.D. Fall, September 12, 2012
  • 2. Overview  Case Management  Client Communication  Time Management  Billing & Collections  Alternative Fee Arrangements
  • 3. Basics of Technology Selection  No single product will contain every PM feature.  Usability, UI counts for a lot.  Look for ability to synchronize between systems to acquire all of the needed features.  Keywords and phrases will differ across the legal tech industry.  Ex. A “client portal” may allow clients to pay invoices online but may not provide online delivery mechanisms.
  • 4. Note  We are focusing on cloud-based technology in this program.  Why?  There are still traditional install software programs available to handle these practice management tasks.  However, many of these vendors are now scrambling to add cloud-based versions of their solutions to appeal to lawyer’s increased use of mobile devices and desire for the cost benefits of cloud computing.  It’s difficult to take a system designed for one method of storing and transferring data and switch it to another with a different UI. Often it results in a clunky product and may not play well with other cloud-based systems (refer to our data format discussion)
  • 5. Basics of Doc Management Tech  These systems replace the functions that used to be handled by word processing systems. (ex. Saving files from MS Word to folders on your hard drive.)  Benefit of previous management system was that you didn’t have to make much effort to pull the document out of something or make sure to save it somewhere else…it was part of the work product system.  With new systems: a database record “profile” is associated with each doc with the file name, author, type and other info.  Not limited to word processing docs, but other file formats and applications like spreadsheets, doc assemblers, images, presentations, etc.
  • 6. Basic Functionality  Versions of the file may be tracked and retrieved and opened in the appropriate system.  Access restrictions to control users and whether they can read, edit, and delete.  Different security or sharing options: public, private or semi-private with different permissions to change the defaults  Preview or download the file without opening  Tracking of access and time spent viewing  Naming and directory storage handled by the system but may be edited  Search capabilities, field-based for dates, etc.
  • 7. Case Management  Document Management System  For storage, organizing, sharing  Non-legal options:  Dropbox  Spideroak  Box  Evernote  Google Apps  Features  Encrypted files  Sharing within a firm, with clients, others  Sync well with other cloud-based products  Different versions “pro”/pricing levels
  • 8. Dropbox Pros and Cons  Pros  Install apps on all your devices. Easy to drop files in from each device. Syncs.  Other third-party app development, such as with other legal SaaS products  Easy to send email link to share folders, single files and to revoke access  iPad App  Cons  Each third-party app will have different user agreements to be aware of.  The SLA for those apps may not meet requirement for your firm’s tech policy or state bar requirements.  They reserve right to terminate services with or without notice.
  • 9.
  • 10. Spideroak Pros and Cons  Pro:  OpenSource  Not as vulnerable as Box or Dropbox  Cons:  UI is clunkier  Developed primarily as a backup method rather than a document management system
  • 11.
  • 12. Box Pros  Pro:  Sharing capabilities; can view time and date, ISP, number of views and when docs are being edited  Admin controls; fully permissions based  Syncs with Clio  iPad App
  • 13. Evernote Pros and Cons  Pros:  Great iPad App  Autosyncs, but you don’t have to have Internet access to use the software. Can capture notes, set up to email them to you, etc. and when access is obtained, it will auto complete these tasks.  Developed more to capture, notes, ideas, thoughts than just docs  Cons:  Not great as standalone doc management system  Integrates better with a more robust system with folders, subfolders, better organization tools  Sharing features limited  Too easy to mix personal and firm data and take it into and out of the firm’s control
  • 14. Google Apps (Suite including Google Drive)  Pros:  Gmail used by most law schools  Applications all talk to each other  Most legal SaaS products have Google integration  Works with all mobile devices; can easily get docs you need from any device  Cons:  If you don’t use professional version, difficult to separate professional from personal  Does not disclose location of servers; will not guarantee data will not be stored overseas  Adding Enterprise Social Networking (ESN) which would add a private firm Google+/Hangouts component
  • 15.
  • 16. NetDocuments Pros and Cons  Pros:  New interface  Has been around longer  If a MS user, can save directly into it  Cons:  Must be run off IE which is not as secure  Mac users must use less feature rich version  (should have other user interfaces this year or next)
  • 18. MyCase Pros and Cons  Pros  No storage limitations  Combines social networking with practice management  Multiple document upload tools; create firm library  Share documents with clients  Cons  Focus of product is on sharing and social networking  Not as robust of a document management system
  • 19. Basic Costs for DMS  Depends on  Number of users  Amount of storage needed  Additional features or higher level of services and support o SLA may also differ between each pricing structure  Be aware of “up-selling”  Ex. Google Apps  $5 per user per month, includes 25GB of email storage
  • 20. Client Communication  Flexibility is important.  Know your client base and their comfort level, access to technology on their end.  Most popular:  Email  Cell phone/Texting  Video conferencing  Desktop sharing  Client portal access  In a practice management tech tool: look for a system that integrates the form of client communication you need to have
  • 21. Consider Security of Method  From client’s side  Encrypted communication?  Can it be recorded, dated and stored digitally?  CYA benefits  E-discovery  What ethics opinions does your state bar have regarding the use of online client communication?  Most states have ethics ops referring to the use of fax, email and a handful have more progressive opinions related to other forms of online communication such as o Contact us forms o Client portals, VLOs
  • 22. ABA Formal Opinion 11-459  Duty to Protect the Confidentiality of E-mail Communications with One’s Client  “Whenever a lawyer communicates with a client by e-mail, the lawyer must first consider whether, given the client’s situation, there is a significant risk that third parties will have access to the communications. If so, the lawyer must take reasonable care to protect the confidentiality of the communications by giving appropriately tailored advice to the client.”
  • 23. Remember Customer Service  Look for communication methods that provide auto- responders.  Be prepared to switch methods of communication.  Look for tech that allows you to combine several methods of client communication into a single system for easy retrieval by the firm and for the client to be able to refer back to if desired.
  • 24. Time and Billing  Clio  Rocket Matter  Bill4Time  EsquireBilling  Time59  Accounting  Quickbooks Online  FreshBooks  Zoho Books
  • 25. Clio  A full practice management system.  Originally developed as time and billing.  Firm and attorney users may customize how it records time whether hourly, flat fee or contingent.  Can create time entries directly from tasks, calendar events or directly in the time‐recording section of the site.  Customized invoicing  Different methods of delivering it to client for collections  Data (invoices and payments) exports in standard file format for accounting purposes
  • 26.
  • 27. Rocket Matter  Developed originally for Macs  Lawyer may record time while working in the calendar, tasks and documents – bill as you work  Customized invoicing and batch billing  Allows you to create custom rates for matters depending upon the activity and does not just force you to use a single billing method.
  • 28.
  • 29. Bill4Time  Not specific to the legal profession  Dedicated completely to time and billing; not a full practice management suite like Rocket Lawyer and Clio  More robust reporting options and ability to track payments with each client  Record time online, through a desktop widget, or a mobile app
  • 30.
  • 31. EsquireBilling  Time tracking, reports, legal billing, trust management, operating management and check printing  Reporting options for billable activity, trust activity, outstanding balances and matter and firm summaries  Focus is only on time and billing. May not integrate well with other systems.
  • 32. Time59  Designed for solo practitioners  Time and expense tracking, invoice sharing with clients  Track payments and client balances, trust accounting, LEDES invoicing  Mobile access
  • 33. LEDES  Legal Electronic Data Exchange Standard  set of file format specifications to standardize billing and invoicing data  Concerned with transfer from a lawyer to a corporate client  Created by LEDES Oversight Committee formed by the PricewaterhouseCoopers Law Firm. Is a nonprofit.
  • 34. UTBMS  Law firms using LEDES may also use the Uniform Task-Based Management System (UTBMS)  Codes designed to standardize the categorization and assist with analysis of legal work and expenses. Mostly for use with larger corporate clients.  Task and activity codes that are included with the billing.  ABA Section on Litigation was among group of nonprofits who along with a group of larger corporate clients and law firms set the standards.  The standardized coding is sometimes seen in legal bills to clients.
  • 35. Choosing a Billing Practice Alternative Billing Arrangements Fixed Fee or “value billing” Fixed Fee plus expenses Combination Billing Part of the marketing strategy? Listing prices on your website. Explaining fee differences to in-person and online clients Retainers Pro and “low” bono Payment Plans Online payments IOLTA compliance and state bar regulations regarding third-party credit card processing services
  • 36. Value Billing Review Valorem Law as a case study: http://www.valoremlaw.com/ Infinity Law Group legal fee calculator: http://www.infinlaw.com/legal-pricing/ How do you determine the value? Focus on client’s needs Balancing this with the need to generate revenue as a business Potential formula to determine fixed fee Modify over time based on: ability to further streamline process, feedback from clients, changes in the legal marketplace
  • 37. Online Payments Payment Card Industry Data Security (PCI DSS) compliant Compliance must occur whenever any business stores, transfers or collects credit card information from clients. Failure to comply with these rules, set by the credit card industry, may result in a business no longer being allowed to take credit card purchases, in addition to multiple fines and penalties. See PCI Compliance Guide, http://www.pcicomplianceguide.org Use of PayPal and Google Shopping Cart Research state ethics opinions
  • 38. Ethics Opinion CA State Bar Formal Op. No. 2007-172 (2007): 1. An attorney may ethically accept payment of earned fees from a client by credit card. In doing so, however, the attorney must discharge his or her duty of confidentiality. 2. Likewise, an attorney may ethically accept a deposit for fees not yet earned from a client by credit card, but must discharge his or her duty of confidentiality. 3. By contrast, an attorney may not ethically accept a deposit for advances for costs and expenses from a client by credit card because the attorney must deposit such advances into a client trust account and cannot do so initially because they are paid through an account that is subject to invasion.
  • 39. 4 Categories of Firm IT - Susskind  Client relationship system  Client access to files and communication  Back-office tech  Online legal services  Disruptive tech fits here  Internal knowledge systems  Usually through Intranet  Less invested here than in back-office tech  Competitive advantage to be ahead of other firms on the last two: the plumbing doesn’t count, it’s how the firm collects and shares its knowledge  Integration of online legal services with internal knowledge systems
  • 40. Online Hubs  Need for a central location for client sharing – a hub where all the firms working for a client are able to place their status on the case, files, etc.  For Knowledge Management, need another hub supposed by closed communities, mass collaboration where clients may access gathered knowledge  Provided by a third-party such as legal publishers  One hub internationally?