Advanced Professional Education for Law Firm Managers

A Chinese proverb states: “Learning is a treasure that will follow its owner everywhere.” This proverb clearly applies to law firm administrators, due to the ever-increasing complexity of law practice management and the competitive pressures facing today's firms. Experienced and well-educated professional managers are being sought out in increasing numbers by firms of all sizes to assume responsibility for the administrative management of the enterprise. The field of legal administration has therefore continued to grow and evolve, as evidenced by the 9500-member Association of Legal Administrators (ALA).

Many functional specialists or departmental managers (finance, office services, marketing, etc.) are interested in furthering their careers, but are in need of additional training and education. Even experienced administrators can benefit from continuing educational endeavors or degree programs.

Fortunately, there are a number of higher learning opportunities for legal professionals, and this article explores three of them. The first two are ALA programs, while the third is university based.

Certified Legal Manager (CLM)

The ALA offers a Certified Legal Manager (CLM)SM program. Since the first CLM examination in late 1997, 96 administrators have been certified ' a small but growing cadre.

The ALA states the following as its objectives for the CLM program:

• To raise the standards of the profession;
• To encourage self-assessment by offering guidelines for achievement;
• To identify persons with acceptable knowledge of the principles and practices of legal management;
• To award recognition to those who have demonstrated a high level of competence and ethical fitness in the profession; and
• To improve performance in the profession by encouraging participation in a continuing education program of professional development.

The ALA continues: “Certification identifies qualified practitioners, ensures recognition of their expertise, and assists in their development and self-improvement by identifying a body of knowledge and establishing professional standards. In addition, certification helps junior-level professionals gain top-level management approval, while enabling senior practitioners to remain current in the field and improve their performance and proficiency.”

Other professions have various certifications, eg, CPA and CFP, and the ALA should be applauded for raising the standards of their profession. For more information on the CLM designation, surf to http://alanet.org/education/cert.html.

Essential Competencies for Legal Administrators (ECLA)

The ALA also offers a semi-annual, two-and-a-half-day course on Essential Competencies for Legal Administrators (ECLA). The 2004 seminars are scheduled for July 19-21 in Boston, and November 15-17 in Dallas.

This intensive workshop uses case studies, real-life examples, visual presentations, role-playing and interactive question-answer sessions to teach principal administrators and functional specialists how to keep their firms on the cutting edge of legal management.

Nationally recognized discussion leaders present five half-day modules, emphasizing the following key topics:

• Principles of Law Office Management. Planning and organization, firm culture, the administrator as chief communicator, risk management and strategic planning.
• Human Resources Management. Employee recruitment and retention, staff compensation and benefits, handling HR challenges.
• Financial Management Systems. Management reporting, model compensation plans, asset and liability management, accounting controls, retirement plans.
• Office Operations Management. Technology and automation management, telecommunications, Internet issues, space and records management.
• The Administrator as a Leader. Trends in the marketplace, a Myers-Briggs assessment for each participant, goal setting.

Much of the ECLA program content is based on an in-depth ALA study, conducted in 1995 and updated in 2000, to assess the core competencies of a legal administrator. See http://alanet.org/education/analysis.html for the study findings.

Master of Science in Legal Administration (and Diplomate Programs)

Another unique offering is the Master of Science in Legal Administration (MSLA), offered by the University of Denver's College of Law. Admission to the Masters program requires a bachelor's degree. Some students pursue the University's JD/MSLA combined degree option. Also, some lawyers take one or a few MLSA courses to remedy the lack of this practical educational coverage in the coursework that was required by their law schools.

Now celebrating its 28th year, this program is well on the way to offering all courses on-line through LexisNexis, which will make the degree readily available to individuals around the world. (Enrollment will be limited to ensure a satisfactory faculty-student ratio.) Many of the MSLA courses can already be taken either in class or on-line via two related non-degree programs of the university: the Diplomate in Judicial Administration and the Diplomate in Law Firm Administration.

The only graduate-level degree of its type in the United States, the MSLA is designed for individuals interested in the management of courts, law firms, corporate legal departments and public law offices. MSLA students learn the fundamentals of business management as it applies to both judicial and private practice settings. Members of the MSLA faculty, recognized as experts in their respective areas, bring to the classroom successful backgrounds in both business and legal organizations.

The program combines the study of business management with a strong component of practical experience. All students complete a clinical assignment in a court or law firm, together with a 15-week internship as the capstone prior to graduation.

Here are descriptions of the primary MSLA courses:

• Applied Leadership and Management Theory. This course focuses on fundamental approaches to successful management within a professional service organization and distinguishes between leadership, management and administration. Students learn how to most effectively manage change in the legal environment, ethics associated with leadership, and project management.
• Legal/Judicial Process for the Legal Administrator. This course surveys and explores the functions and skills of being a lawyer. Through collaborative work, students learn lawyer decision-making, the nature of jurisprudence, professional responsibility, and practical tools and skills such as legal research, analysis, and writing.
• Capstone: Externship/Seminar. The externship is a full-time position in a law firm or court, where a student discovers and participates in the myriad obligations of a legal administrator. The capstone seminar provides the student an opportunity to examine critically the role of legal administrators in courts and law firms.
• Case Management and Client Services. This course combines the applied process of project and docket management as it serves clients, customers and the public ' workflow management, in other words.
• Financial Management for Legal Administrators. Areas of emphasis include: form of practice considerations; law firm financial statements and their use in decision making; law firm management reports and their uses; integrated time-accounting and billing systems; and law firm compensation systems.
• Client Services. Includes resource allocation limitations and meeting the expectations of clients, customers, constituents and other stakeholders. Discussion of emerging technologies shows students how client service performance is developing into a guiding principle in courts and law firms.
• Human Resources. This course concentrates on best HR practices of legal administrators. Students will discover how to achieve court and law firm goals by managing their most precious resource, personnel.
• Operational Aspects of Court Management I & II. These courses cover the principles and elements of the key functions performed by courts, along with information on additional court processes and issues.
• Legal Practice Seminar: Law as a Business. Policies and management decisions are based on a comprehensive understanding of the law firm as a complex and interdependent system. This course provides an overview of the business functions of a law practice.
• Client Development and Strategic Marketing. This class teaches the basic principles of strategic planning and customer development and service, followed by specialization in either the law firm or court environment.
• Emerging Trends in Data and Knowledge Management. A review of the application of computer technology to law office management and court administration, including: computer basics, needs analysis, fundamental and advanced software applications, networking and telecommunications, the consultant's role, selection of equipment and services, and managing automated systems.

For current information on the MSLA program, call program assistant Zach Smith, MSLA, at 303-871-6308, or e-mail him at [email protected]. The program Web site, www.law.du.edu/msla, is viewable but is currently being updated.

Summary

Interest in attaining a higher level of learning is on the increase – a needed change, especially from the firm and client perspectives. Management in the legal profession offers intellectual challenges, economic opportunity and career success, but it requires a higher body of knowledge to succeed. Professional development programs such as the CLM, ECLA and MSLA can assist anyone interested in advancing in this area. By pursuing a certificate or degree, you are also making a commitment to raising standards in the field of legal management.

Ron and Pete both teach in two programs described in this article: the MSLA Program of the University of Denver, College of Law, and the ALA Essential Competencies training program (of which Ron was a coauthor). In cooperation with the ALA, Pete will also be presenting a management course for administrators in the U.S. Attorneys Office, Department of Justice.

A Chinese proverb states: “Learning is a treasure that will follow its owner everywhere.” This proverb clearly applies to law firm administrators, due to the ever-increasing complexity of law practice management and the competitive pressures facing today's firms. Experienced and well-educated professional managers are being sought out in increasing numbers by firms of all sizes to assume responsibility for the administrative management of the enterprise. The field of legal administration has therefore continued to grow and evolve, as evidenced by the 9500-member Association of Legal Administrators (ALA).

Many functional specialists or departmental managers (finance, office services, marketing, etc.) are interested in furthering their careers, but are in need of additional training and education. Even experienced administrators can benefit from continuing educational endeavors or degree programs.

Fortunately, there are a number of higher learning opportunities for legal professionals, and this article explores three of them. The first two are ALA programs, while the third is university based.

Certified Legal Manager (CLM)

The ALA offers a Certified Legal Manager (CLM)SM program. Since the first CLM examination in late 1997, 96 administrators have been certified ' a small but growing cadre.

The ALA states the following as its objectives for the CLM program:

• To raise the standards of the profession;
• To encourage self-assessment by offering guidelines for achievement;
• To identify persons with acceptable knowledge of the principles and practices of legal management;
• To award recognition to those who have demonstrated a high level of competence and ethical fitness in the profession; and
• To improve performance in the profession by encouraging participation in a continuing education program of professional development.

The ALA continues: “Certification identifies qualified practitioners, ensures recognition of their expertise, and assists in their development and self-improvement by identifying a body of knowledge and establishing professional standards. In addition, certification helps junior-level professionals gain top-level management approval, while enabling senior practitioners to remain current in the field and improve their performance and proficiency.”

Other professions have various certifications, eg, CPA and CFP, and the ALA should be applauded for raising the standards of their profession. For more information on the CLM designation, surf to http://alanet.org/education/cert.html.

Essential Competencies for Legal Administrators (ECLA)

The ALA also offers a semi-annual, two-and-a-half-day course on Essential Competencies for Legal Administrators (ECLA). The 2004 seminars are scheduled for July 19-21 in Boston, and November 15-17 in Dallas.

This intensive workshop uses case studies, real-life examples, visual presentations, role-playing and interactive question-answer sessions to teach principal administrators and functional specialists how to keep their firms on the cutting edge of legal management.

Nationally recognized discussion leaders present five half-day modules, emphasizing the following key topics:

• Principles of Law Office Management. Planning and organization, firm culture, the administrator as chief communicator, risk management and strategic planning.
• Human Resources Management. Employee recruitment and retention, staff compensation and benefits, handling HR challenges.
• Financial Management Systems. Management reporting, model compensation plans, asset and liability management, accounting controls, retirement plans.
• Office Operations Management. Technology and automation management, telecommunications, Internet issues, space and records management.
• The Administrator as a Leader. Trends in the marketplace, a Myers-Briggs assessment for each participant, goal setting.

Much of the ECLA program content is based on an in-depth ALA study, conducted in 1995 and updated in 2000, to assess the core competencies of a legal administrator. See http://alanet.org/education/analysis.html for the study findings.

Master of Science in Legal Administration (and Diplomate Programs)

Another unique offering is the Master of Science in Legal Administration (MSLA), offered by the University of Denver's College of Law. Admission to the Masters program requires a bachelor's degree. Some students pursue the University's JD/MSLA combined degree option. Also, some lawyers take one or a few MLSA courses to remedy the lack of this practical educational coverage in the coursework that was required by their law schools.

Now celebrating its 28th year, this program is well on the way to offering all courses on-line through LexisNexis, which will make the degree readily available to individuals around the world. (Enrollment will be limited to ensure a satisfactory faculty-student ratio.) Many of the MSLA courses can already be taken either in class or on-line via two related non-degree programs of the university: the Diplomate in Judicial Administration and the Diplomate in Law Firm Administration.

The only graduate-level degree of its type in the United States, the MSLA is designed for individuals interested in the management of courts, law firms, corporate legal departments and public law offices. MSLA students learn the fundamentals of business management as it applies to both judicial and private practice settings. Members of the MSLA faculty, recognized as experts in their respective areas, bring to the classroom successful backgrounds in both business and legal organizations.

The program combines the study of business management with a strong component of practical experience. All students complete a clinical assignment in a court or law firm, together with a 15-week internship as the capstone prior to graduation.

Here are descriptions of the primary MSLA courses:

• Applied Leadership and Management Theory. This course focuses on fundamental approaches to successful management within a professional service organization and distinguishes between leadership, management and administration. Students learn how to most effectively manage change in the legal environment, ethics associated with leadership, and project management.
• Legal/Judicial Process for the Legal Administrator. This course surveys and explores the functions and skills of being a lawyer. Through collaborative work, students learn lawyer decision-making, the nature of jurisprudence, professional responsibility, and practical tools and skills such as legal research, analysis, and writing.
• Capstone: Externship/Seminar. The externship is a full-time position in a law firm or court, where a student discovers and participates in the myriad obligations of a legal administrator. The capstone seminar provides the student an opportunity to examine critically the role of legal administrators in courts and law firms.
• Case Management and Client Services. This course combines the applied process of project and docket management as it serves clients, customers and the public ' workflow management, in other words.
• Financial Management for Legal Administrators. Areas of emphasis include: form of practice considerations; law firm financial statements and their use in decision making; law firm management reports and their uses; integrated time-accounting and billing systems; and law firm compensation systems.
• Client Services. Includes resource allocation limitations and meeting the expectations of clients, customers, constituents and other stakeholders. Discussion of emerging technologies shows students how client service performance is developing into a guiding principle in courts and law firms.
• Human Resources. This course concentrates on best HR practices of legal administrators. Students will discover how to achieve court and law firm goals by managing their most precious resource, personnel.
• Operational Aspects of Court Management I & II. These courses cover the principles and elements of the key functions performed by courts, along with information on additional court processes and issues.
• Legal Practice Seminar: Law as a Business. Policies and management decisions are based on a comprehensive understanding of the law firm as a complex and interdependent system. This course provides an overview of the business functions of a law practice.
• Client Development and Strategic Marketing. This class teaches the basic principles of strategic planning and customer development and service, followed by specialization in either the law firm or court environment.
• Emerging Trends in Data and Knowledge Management. A review of the application of computer technology to law office management and court administration, including: computer basics, needs analysis, fundamental and advanced software applications, networking and telecommunications, the consultant's role, selection of equipment and services, and managing automated systems.

For current information on the MSLA program, call program assistant Zach Smith, MSLA, at 303-871-6308, or e-mail him at [email protected]. The program Web site, www.law.du.edu/msla, is viewable but is currently being updated.

Summary

Interest in attaining a higher level of learning is on the increase – a needed change, especially from the firm and client perspectives. Management in the legal profession offers intellectual challenges, economic opportunity and career success, but it requires a higher body of knowledge to succeed. Professional development programs such as the CLM, ECLA and MSLA can assist anyone interested in advancing in this area. By pursuing a certificate or degree, you are also making a commitment to raising standards in the field of legal management.

Ron and Pete both teach in two programs described in this article: the MSLA Program of the University of Denver, College of Law, and the ALA Essential Competencies training program (of which Ron was a coauthor). In cooperation with the ALA, Pete will also be presenting a management course for administrators in the U.S. Attorneys Office, Department of Justice.