1. Practice Professionalism and Profitability Presented by Lawrence Atkinson Slide 1 Lawrence Atkinson Practice Management Services

2. Practice Professionalism and Profitability Slide 2 High-profile lawyer banned from practice

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4. Practice Professionalism and Profitability Slide 4 Examples of Disciplinary Actions Against Solicitors in NSW

5. Practice Professionalism and Profitability Slide 5 Examples of Disciplinary Actions Against Solicitors in NSW

6. Practice Professionalism and Profitability Slide 6 Example One (continued) The Solicitor acted unethically by holding out to the solicitor for an opposing party that he was his client's legal representative at a time when he had been suspended from practice; without reasonable excuse, the Solicitor failed to communicate with the OLSC with respect to 2 distinct complaints. Examples of Disciplinary Actions Against Solicitors in NSW

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9. Practice Professionalism and Profitability Slide 9 Ten areas to be addressed to demonstrate compliance with "Appropriate Management Systems

10. Practice Professionalism and Profitability Slide 10 Ten areas to be addressed to demonstrate compliance with "Appropriate Management Systems

11. Practice Professionalism and Profitability Slide 11 How regularly do you consider and review workloads, supervision, methods of file review, and communication with clients? (Negligence) How regularly do you meet with the (Partners/Principals) to review the performance of the practice? (Or, in the case of sole practitioner practices, how regularly are meetings held with staff?) (Negligence) How confident are you that all fee earners have a good grasp of issues involved in running a practice and serving clients? (Negligence) How confident are you that legal services are always delivered at a consistently high standard? (Negligence)

12. Practice Professionalism and Profitability Slide 12 How confident are you that clients are always informed in writing of the steps involved in their matter? (Communication) Can you guarantee that your retainer is described precisely in writing to the client and includes a statement of what the practice will do and what the practice will not do? (Communication) Can you show that the likely time frame involved in each matter, and the likely cost, is disclosed in writing to each client? (Communication)

13. Practice Professionalism and Profitability Slide 13 How confident are you that your firm complies with the requirements of the Legal Professions Act 2004, Legal Profession Regulations, Professional Conduct and Practice Rules and other statutory/taxation obligations? (Supervision of Practice and Staff) Do you use established new client engagement procedures including universal use of approved retainer/costs agreements? (Cost disclosure, billing practices and termination of retainer) How confident are you that your files contain complete records of all aspects of the clients matters? (Delay)

14. Practice Professionalism and Profitability Slide 14 Can you guarantee that critical dates are recorded, monitored and complied with?(Delay) Do you have standardised procedures for collecting client data, opening new files and recording that data within your firms accounting and practice management systems?(Cost disclosure, billing practices and termination of retainer) Can you provide evidence that all comments and complaints by clients are dealt with promptly and, where possible, by someone else in the practice other than the person complained about? (Communication)

15. Practice Professionalism and Profitability Slide 15 How confident are you that your client are regularly kept informed at each stage of their matters and are provided with periodic billing? (Delay) How confident are you that the accounting systems established for your: a) General/other accounts; b) Trust moneys account; c) Controlled Moneys account; and d) Transit Moneys register are compliant? (Trust Accounts)

16. Practice Professionalism and Profitability Slide 16 In its simplest form, a Productivity Report measures: Time billed in hours per week/month or per annum; Time recorded in dollars per month and per annum; Budgeted time in dollar terms (ytd); Billings in dollar terms per month and per annum; Budgeted billings in dollar terms (ytd); and Work in Progress (in dollar terms); by fee earner.

17. Practice Professionalism and Profitability Slide 17 Are you a bank or a law firm? What are you doing about managing your debtors? How often do you work on your WIP/debtors report? What is your Credit Management Policy?

18. Practice Professionalism and Profitability Slide 18 A good policy should state: Length of time you are prepared to have client as a debtor (suggest no more than 60 days). How quickly debt chased once it becomes overdue. How strongly debt chased once it becomes overdue. Who is responsible for, and when, terms of payment under your firms retainer are discussed with clients.

19. Practice Professionalism and Profitability Slide 19 PLUS: What the Debt Collection procedure is, including timetable and actions applicable at certain stages of the procedure (e.g. timing for Letter of Demand, Statement of Claim etc.)

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