Corporate America …. want to lower legal costs, here’s how! (Part 1)

You hear it everywhere; companies want to lower legal costs. They need AFA’s, lower rates, project management, a new set of task codes … the list goes on. All these might help lower costs.

I’ll give you another idea, adopt standards. Sounds too simple so let me explain. Let’s assume that a portion of law firms billing rates are based on the costs of doing business. The obvious costs are salary, rent and other overhead expenses. One expense that is coming to light is the hidden, or not so hidden cost of e-billing and following corporate guidelines. The cost isn’t in the actual transmission of the e-bill, today that’s pretty easy. The cost is the total lack of standards in the entire process of e-billing and finding ways to adhere to complex billing guidelines.

 I learned first-hand as I was researching a new technology called Bill Scrubber that was developed by my company. Firms told me that they were delaying their billings, proof-reading every entry on every bill, submitting bills that got rejected or short-paid, and finally writing off a great deal of money. Corporations need to understand that somehow all this is reflected back into law firm rates.

So one might draw the conclusion, that law firms are just inefficient, but that’s just too easy. The root cause of this issue is the lack of standardization and little progress has unfortunately been made in the last few years. The efforts by the industry volunteer organization LEDES, comprised mostly of software vendors and private law firms has been almost heroic. The board and members of LEDES have put forth sincere proposals to produce standards and a few are commonly accepted (sort of) like phase and task codes. I know many of these people and they have tried hard to get standards developed and accepted. However, the attempt to get a single standard new electronic submission design, for example LEDES XML accepted has not come to past. This project is 4-5 years old yet very few corporations use it. Isn’t LEDES 98B the standard … maybe all 400-500 variations of it might be considered standard(s). But LEDES 98B has some critical short-comings. There is just no standard.

Can you imagine if every corporation demanded a different size sheet of billing paper that their bills needed to be submitted on, or a completely different type of magnetic ink to be used in printing the bills so that their systems could read the bill electronically? Having no electronic submission standard is no different.

There appears to be no desired to adopt a simple way of submitting an electronic bill. How difficult can this be? There are hundreds, maybe thousands of iterations of e-bill requirements. Standards will reduce costs. Law firms need a way to get the all the billing guidelines sent to them electronically in a standard format and a single yet flexible standard submission template.

In my next blog post I’ll suggest some specific ways this can be done. 

A Reason to Hate e-Billing – Backlash on the Study

So, you submit your e-bills each month, not that you have much of a choice these days. There was always an implied benefit that since the client received the bills electronically that payment would be made sooner, never happened. In the Law Department Survey Results-Analysis, Jane A. Bennitt reported that 69% of clients implemented a “float” as a way to delay payment to firms. (2008 Ebilling ILTA White Paper available here)

 Now we have the survey conducted by CT Tymetrix Inc., a company that audits law firm bills attempting to reduce legal costs, and The Corporate Executive Board Co., a company that provides research and benchmarks. This study was based on e-bills sent through the CT TyMetrix system by private law firms and was conducted from 2007 – 2009, in a major down economic cycle.

Survey Highlights (lowlights) include:

  • 85 percent of attorneys charge clients different rates for the same work
  • During the study Rates were up 21% in Dallas, Atlanta and Richmond
  • Things Corporations buy went up over 40% in the last 10 years, an hour of legal time went up 65%
  • Associate costs rose 17% between 2007 and 2009

The Bottom Line
Law firms will not be well served by reports showing statistics like those above. This isn’t to say that the numbers aren’t correct; it’s just how the statistics will be used. Keep in mind that every time you send your e-bills though an audit service you take the risk of having the “chunked-up” statistics both published and used to help further put your rates under pressure. Not that you have much of a choice!

 Don’t you just love e-billing, let me count the ways …….

Check-out the Law.com site for an interesting graphic showing some results of the survey.

Disclosure: I have not purchased the 92 page $4,500 The 2010 Real Rate Report™. The web site indicates that law firms agreed to allow their data to be used for this study once it was “cleansed”.


Survey on Law Firm Time Entry

The survey on law firm time entry caught my eye this morning.

The survey was sponsored by Adam Smith, Esq., and Smart WebParts.  Of the 155 respondents, 86 were partners, 72 were associates, and 51 were senior staff at firms with titles such as CFO, CIO, Executive Director, etc.

Here are some statistics cited:

  • The average “leakage,” that is, lawyers and other timekeepers failing to report all billable time, ranges from $20,000 to nearly $40,000 annually, per individual.
  • The “overhead” costs of keeping time are very heavy, with a mean 3.1 hours/month per individual devoted to filling out timesheets. The mean billing rate of respondents was $438/hour, indicating an imputed cost of $16,294 per person per year.
  • Clearly, significant efficiencies could be gained if streamlined time entry systems were available.

So how efficient are timekeepers in this survey, let’s see.

How long it takes to actually do TE’s at 3.1 Hours/mo. (186min/mo.):

Example #1   12 TE’s per day x 22 days/mo. = 42 seconds/TE

Example #2 (TE requiring task codes) 24 TE’s per day x 22 days/mo. = 21 sec/TE

Sure seems to me that this might be pretty efficient, especially for an attorney who has to try and remember in some level of detail what he or she did a few days or weeks ago .

So how can firms make attorneys even more efficient?

  1. Insist on daily time entries, it must be easier to recall details if you are entering your time as the work is performed.
  2. Provide attorneys with the proper tools and train them how to use the tools. For example, some vendors allow time entry right from within Outlook, where attorneys are spending a good bit of time already.
  3. Provide attorneys with short-hand codes unique to their practice. They just enter a code and the narrative explodes out into an entire description that they helped create.
  4. If you have a mobile attorney, let them try a Blackberry or iPhone time capture app, see if it will help improve productivity.
  5. Have the partnership set strict rules requiring attorneys to have their time in “on time” with some sore of penalty for non-compliance. Set an example at the partner level by adhering to the policy.

The better the time entry, the better chance the bill will go out sooner, the better the chance the client will pay it sooner.

The Future of Law Firms – 2 Interesting Studies

Within the last few days, two very interesting studies were released regarding the future of law firms. I came across the first study while reading Rees Morrison’s blog, Law Department Management. Rees has been involved with corporate legal departments for as long as I can remember. I enjoy his postings since they provide “the other side” of the market I usually deal with, private law firms. His blog provided comments on Eversheds “Law firm of the 21st century:, The clients’ revolution” . Eversheds is one of the largest law firms in the world. It is UK based with 4,500 employees and 47 international offices. The report focuses on the post-recession legal sector in 2010, including feedback from a survey of 130 General Counsel and 80 law firm partners. What’s unique is that 75 percent of the law firm partners believe the balance of power has shifted to clients, in-house GC’s are gaining more visibility within their own businesses and partners are as disconnected as ever from the needs of the clients.

Here is an example of a disconnect:

“Over two-thirds of General Counsel are demanding lower fee rates from their external lawyers and 47 percent of partners recognize that this is their clients’ number one priority. Crucially, however, only 25 percent of partners are actually delivering reduced rates, despite knowing that it is what their clients want”.

 One encouraging note was that 48 percent of the partners were offering technology solutions to their clients in an attempt to improve services even during a down economy and under pressure to keep their costs under control. This response seems to be at direct odds with my posting Mid-size Firm Managing Partner’s – Poor View of Technology, which cites a Hildebrandt survey whereby a dozen managing partners were really only interested in keeping their infrastructure running smoothly. This just might be the difference between larger and mid-size law firms.

Overall, the surprising aspect of the Eversheds report is that a law firm would author and distribute it. One might expect a General Counsel group to provide this insight, not one of the largest firms in the world.  

The second look into the future of law firms comes from this month’s issue of Peer to Peer, ILTA’s quarterly publication. The feature story is “Law2020TM”, a comprehensive panorama from multiple points of view covering the firm-client relationship, the virtual law firm, the mobile attorney and how technology will make a substantial impact on the business of law over the next decade.  

Here is a link to the on-line “electronic magazine” version in case you didn’t get the hard copy.

So, what’s the bottom line? The only thing that guaranteed to change, is the rate of change. It will increase and firm leaders must be able to look beyond the current economic downturn and start immediately planning for the future. The glory days of 2007 may never return, the client is holding more control over the relationship and technology may help improve client satisfaction and improve law firm efficiency.


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