TechnoFeature: A Systemic Approach to Legal Document Automation (2): Defining the ROI

AS PUBLISHED IN TECHNOLAWYER: With the recent state of the economy, many companies are tightening their belt — and law firms are no exception. But sometimes you have to spend money to make money. According to legal technology consultant Seth Rowland, now is the time to redouble legal document automation initiatives. In this comprehensive two-part series, Seth explores document automation, first from a technology perspective, and then from a business case perspective. Published on November 25, 2008, Part 1 explained how to get started. Today in Part 2, Seth returns to discuss the Return on Investment (“ROI”) for document automation initiatives. This article contains 1,929 words.

 

INTRODUCTION

Wouldn’t you like to gain 30 minutes a day?

I am not selling you a “Time-Turner” of the kind used by Hermione in “Harry Potter and the Prisoner of Azkaban” to “do over” parts of her day. This is not the world of flesh-and-blood wizards. Rather, I am talking about how electronic wizards (aka software-based automation systems) can enable you to accomplish more in the limited time allotted for work each day.

What is 30 minutes a day worth? Let me run the math for the average timekeeper:

  • 30 minutes * 5 days = 150 minutes per week.
  • 150 minutes * 48 weeks = 120 hours per year.
  • 120 hours * $200 per hour = $24,000 for each timekeeper.

So a gain of 30 minutes per day equates to $24,000 a year for each timekeeper. In reality, the amount of savings from a well-implemented document automation system could be as much as one or two FTE (Full-Time-Equivalent) staff members, a value of $150,000 to 300,000 per year.

So what are you waiting for?

This article examines the return on investment or ROI for investment in document automation. By ROI, I mean for you to quantify whether and how quickly the time and money spent on development of an automated process will be repaid in your particular situation. The ROI will differ depending on the nature of the process being automated, the value of the improved efficiencies, and the amount of time and money spent on automating the process.

A DOCUMENT ASSEMBLY PRIMER

“Document assembly” is the practice of law writ large, using a combination of automated and manual processes. All documents created by a law practice are assembled. Such documents are the product of a discrete set of questions and answers, which are used to guide the appropriate language for the creation of the document. What document assembly does differently from the manual document creation process is: (1) codify the questions, (2) structure the answers, and (3) rationalize the outputs.

The more comprehensive the questions in the automated system, the more structured and logical the answers, the more thought out the branches of the decisions tree, the better the outcome. In the world of document assembly, the quality of a system is measured by how close the “first draft” coming out of the system is to the ultimate final draft submitted by attorney to client. In a well-developed system, with a comprehensive interview, the “automated draft” should be the final draft.

Document assembly, properly understood, is a means to systematize the practice of law. Under such a system, you could achieve the same results, or better results, in a fraction of the time.

WHAT IF YOU COULD … ?

In determining the ROI, begin by defining a goal. Ask yourself the question: “What if you could …?” Clearly define the process you wish to automate.

Below I’ve listed some processes worth automating. What if you could …

  • Generate engagement letters at the initial client meeting.
  • Put together a complete estate plan in a day.
  • Prepare a complete set of loan documents, including the closing statement, the same day you receive client instructions.
  • File a complete set of responsive pleadings, discovery requests, and pleadings in an afternoon.
  • Prepare a demand letter and complaint, along with specific prayers for relief in under an hour.
  • Meet with a client in a virtual meeting, such as that provided by GoToMeeting or Webex, hammer out the terms of a lease, and produce a comprehensive term sheet at the end of the meeting.
  • Prepare the operating agreement for 20 special purpose LLCs and all supporting formation papers overnight.

WHETHER YOU SHOULD … ?

Just because you can, doesn’t mean you should. Some projects lack sufficient “bang for the buck.” A word of caution! Document assembly is NOT cheap. Building an automated system is NOT easy. The design process will force you to rethink how you draft documents. And PARTNERS will have to spend REAL time.

That said, you should think seriously about document automation under the following circumstances:

• Before a major marketing push. If you plan to release a television commercial featuring your firm as specializing in Elder Law planning, get your document assembly processes in order first so you can handle the increased work volume.

• Before the dog and pony show. If you plan to make a presentation to a regional bank director about handling transactional work (or get referral estate planning business), you should figure how you can cost-effectively deliver the work to this new client at prices below that of your competitors.

• Before you hire a new associate or paralegal. If you are considering hiring new staff to handle your workload, consider first whether your current staff can be made more productive. By productive, I don’t mean working more hours (the traditional approach), but rather the ability to handle more transactions in the same time.

RISK MANAGEMENT IN A LAW FIRM

Risk management has been typically applied in a business context. While lawyers specialize in advising their clients on “risks,” few law firms actual consider their own risk. In a law firm, risk is often measured solely in terms of possible malpractice suits.

Properly measured, however, a law firm also faces (1) risk of non-payment from dissatisfied clients; (2) risk of short payment from clients who balk at large fees; (3) risk of lost referrals from clients who fail to speak highly of your law firm to their colleagues; (4) risk of actual loss to your clients from errors in your documents; (5) risk of non-repeat business from clients who do not return; and (6) risk of lost potential business from clients who are turned away because you are either too busy or deem their work insufficiently profitable given your current fee structure.

Document assembly is a means to reduce these quantifiable risks. Properly implemented, document assembly will improve baseline work product; better forms mean better first drafts, period. When you move from “merge templates” to automated forms that contain real business logic and decision trees, you will reduce risk because you have addressed similar issues consistently with the same text across multiple clients and multiple transactions.

Further, when you work with templates, as opposed to the document you did for another client, confidential client-specific metadata never gets into the document. If you have any concerns, HotDocs 2008 has a feature that strips the metadata, if any, from the template during assembly. Such automation systems can be developed centrally and then made available to multiple offices using Windows Terminal Server; smaller offices can dedicate a PC and make it available using Windows Remote Desktop, GoToMyPC, or LogMeIn.

Finally, automation reduces the risk of non-completion — the decision of a law firm to abandon a project half-way through because it has become too costly. In fact, systems free up time for more document review and client-facing consultations.

WHERE IS THE ROI?

Before you can sell a $50,000 to $100,000 project to your partners, you need to make a business case for automation that suits your practice.

1. Identify Potential Points of Growth. Law is a business. Where can your business grow? There are opportunities to get more work from existing clients. There is an opportunity to handle existing business (particularly fixed fee business) more efficiently. Perhaps, you can bring more “contingency” cases if the cost of initiating each action is reduced. Certain types of actions have fee-shifting provisions, but the typical fees are too low, unless you automate.

2. Evaluate Risk of Inaction. If you do NOTHING, there are risks, a number of which were enumerated above. If your competitors stand still and do nothing, you will be OK. If you automate and eliminate the “risks” you will be more profitable.

3. Consider Client Perceptions. What could you do if you had “more time?” Spend more time with each client, turn around documents faster, provide more cost-effective services, and you will bring more value to your existing clients and get new clients.

DETERMINE YOUR BASELINE

So what should go into your calculator? Start with baseline measurements.

1. Define the Market and the Deliverable. The product of a law firm is not “time.” Any ROI calculation requires you to define a set of deliverables. What are you actually producing: an estate plan, a closing, a loan package, or a corporate formation? That is what your clients are shopping for. Identify what the market will pay for those “deliverables.”

2. Drafting Time. Currently, how much does drafting the documents you intend to automate cost? Be sure to factor in the cost of the initial draft by a junior attorney or paralegal, the secretarial time, the review time by partners, and the cost of revisions and redrafts.

3. Turnaround Time. The time from assignment to delivery is often overlooked by attorneys, but not clients. Clients expect to receive documents shortly after they meet with the attorney. Measure, by document type, the current time it takes from client meeting to delivery of completed documents.

4. Work to Collection Ratio. Measure the time that is: (a) not billed, (b) written off, and (c) not collected. If you can “eliminate” this time, it frees up time for clients who will pay full-freight.

DETERMINE THE COST OF DEVELOPMENT

Now that you have decided to “automate” a defined set of documents, you need to look at the costs of developments. The initial choice is whether to buy or build. Buying has the advantage of a fixed cost. There are several automated form systems marketed by LexisNexis, Westlaw, and independent developers. If you buy a system, you need to determine whether the documents produced by the system meet your needs and match your drafting style.

If you don’t buy, you can purchase a document assembly platform, such as HotDocs, qShift, Exari, Pathagoras, or DealBuilder, and build it yourself or retain a consultant to work with you on designing a custom system. You need to factor in the subject matter expertise of the consultant, as well as the cost of your time and your staff in the development process. Do not look just at the “dollar cost” of the engagement. Consider that while the consultant is working on the system, you can focus on getting new clients or do client work.

When engaging a consultant, don’t just look at the hourly rate. Some consultants are more productive than others. You are better served to define a set of documents and send them to the consultant for a project quotation and time estimate. If you choose to build it yourself, and even if you work with a consultant, be prepared to spend substantial non-billable time and money.

CONCLUSION: BALANCING THE EQUATION

When all is said and done, you should not commence a project unless the ROI for the entire project is returned in profits within six months of delivery. If you can’t conceive of getting all your money back within six months, you have either chosen the wrong processes to automate, or the wrong people to do the automation.

There is a strong business case for document automation. Don’t let “gee wiz” and “can do” rule the day. You must dispassionately review the ROI for your particular project, and determine that on-balance you will be better off, more profitable, and carry less risk if you automate than if you stick with the status quo.

Copyright 2009 Seth Rowland. All rights reserved.

ASK DIALOG and ASK VAR

The ASK instruction does exactly what it appears it will do – forces HotDocs to ASK (present to user) a specific variable or dialog.  ASK is quite often under utilized, as many developers permit HotDocs to generate a template interview.  For those developers in the know, there is a lot more functionality, flexibility and control possible when you write your own interview.  For those developers who design their own interviews, use of the ASK statement is absolutely critical.

In its simplest form, you simply ASK a variable or dialog.  Lets say we are designing a conveyancing/real estate master interview.  We have borrowers, lenders, their counsel and perhaps a guarantor or two.  The borrowers may not necessarily always have representation, nor will the borrowers always have a guarantor.  So here’s how our interview might look:
In its simplest form, you simply ASK a variable or dialog.  Lets say we are designing a conveyancing/real estate master interview.  We have borrowers, lenders, their counsel and perhaps a guarantor or two.  The borrowers may not necessarily always have representation, nor will the borrowers always have a guarantor.  So here’s how our interview might look:

ASK INTRO DLG //ask whatever intro/matter information we need
ASK PROPERTY DLG //get property information
ASK LOAN DLG //get loan related information

ASK BORROWER DLG //basic information - how many borrowers, any shared address for service - details common to all borrowers

IF ANSWERED ( BORR Num LMT//force user to specify how many borrowers there are going to be
ASK BORROWERS RPT //info for each borrower
END IF
IF BORR Counsel TF //did the user specify that the borrowers had counsel?
ASK BORROWER COUNSEL DLG
END IF
IF LOAN Guaranteed TF //did the user specify that the loan was guaranteed?
ASK GUARANTOR DLG //if so, grab guarantor details as well
END IF

With developer designed interviews and the ASK instruction used in conjunction with IF statements, we can minutely control the interview and user experience.  ONLY those dialogs necessary are presented to the user, which reduces the chance of erroneous data entry, while forcing the user to be presented with the dialogs and questions that are necessary to complete the specifics of each transaction.  Dynamically. Efficiently. Correctly.

New Players in the World of Document Assembly and Case Management

For the past few years, the world of document assembly and practice management as be S.O. (or same old …).  There have been a number of interesting upgrades to existing products.  There have been some exits (notably GhostFill).  There have been a few acquisitions (Lexis’s purchase of PCLaw and Juris, to name a few).  Into this “void” there are 3 new players who I will be examiniing: Zunesoft (maker of WordFusion, a document assembly platform), RocketMatter (www.rocketmatter.com) – a cloud-based legal practice management system- and Clio (www.goclio.com) – another cloud-based practice management system.

The CLOUD, for those who don’t know, is a word for software services that are made available through the internet where the data is stored, not on your server, but the server of the software service provider.  It is called the internet CLOUD because in the cloud you cannot see where the data is actually stored.  And, in practice, the data may be stored on dozens of different machines in multiple locations, and can be accessed from anywhere.  More on these systems later.

TechnoFeature: A Systemic Approach to Legal Document Automation (1): Building Technology Bridges

AS PUBLISHED IN TECHNOLAWYER : With the recent state of the economy, many companies are tightening their belt — and law firms are no exception. But sometimes you have to spend money to make money. According to legal technology consultant Seth Rowland, now is the time to redouble legal document automation initiatives. In this comprehensive two-part series, Seth explores document automation, first from a technology perspective, and then from a business case perspective. This week, Seth explains how to get started, constructing a bridge between mere templates to a full automation system. This article contains 1,684 words.

Read moreTechnoFeature: A Systemic Approach to Legal Document Automation (1): Building Technology Bridges

HotDocs Instruction – ASCEND [VAR]

The ascend instruction is used with the REPEAT instruction to sort the resulting output.  Here’s what the official HotDocs help file states:

The ASCEND instruction sorts lists of answers (gathered using a REPEAT instruction) in alphanumeric order, from 1 to 9, and from A to Z. The DESCEND instruction sorts lists of answers from 9 to 1, and from Z to A.

There are two major uses for the ASCEND instruction: in a computation and in a template.

Consider a lease where you may wish to generate a list of lessors, sorted ASCENDING by last name, then first name (say, a husband and wife on the lease – the last name isn’t quite enough).  Your template may look like this:

«REPEAT LESSORS RPT::>LESSORS Name Last TE:>LESSORS Name First TE»
– «LESSORS Name Full CO»
«END REPEAT»

The above template code is generated for you by HotDocs’ REPEAT builder, using the advanced options (1 or 2 level sorts, filters and list format example.

Alternatively, you may wish to create a list of all Plaintiffs in a single variable.  This is a very handy and common use in litigation type systems – you use computations to generate a list of parties in the matter in different formats, and output the result to a text variable.  Thereafter, you dont have to REPEAT every time you want a pre-set & formatted list of parties – you simply use the text variable you SET..  Your computation to output a list of all Plaintiffs may look something like this:

SET PLF Names All TE TO “” // clear our variable where the result will land
“” //start off the computation with an empty (but necessary) result
REPEAT PLAINTIFFS RPT
FORMAT (“a, b and c”)
ASCEND PLFS Name Last TE
RESULT + PLFS Name Full CO
END REPEAT

SET PLF Names All TE TO RESULT

After this computation is run via your interview process, PLF Names All TE will now hold the value of all plaintiff full names in the matter, sorted alpha by last name, and may appear something like this:

Billy Blogs, John Doe and Marcus Fitzgerald

ADD TEXT TO MULT_CHOICE – dynamic

Recently, we looked at how to use the ADD and CLEAR instructions in HotDocs to dynamically create an option for widows and widowers, so that regardless of gender of our client, the user was always presented with a gender appropriate reference, that still had an identical option under the hood.  This time, we’re going to look at the real power of these instructions: with dynamic repeating content.  For this article, we’re going to look at a situation where we have to address a single letter to multiple vendors and have those vendors specified by the user during the interview.  Here’s the pieces:

VENDOR RPT – repeating dialog that collects vendor data
VENDS Name Full TE – the full name of the vendor on VENDOR RPT
VENDS Addr Block CO – a computation that calculates for address block for each vendor (code not listed, it could just as easily be a text/memo field that is filled in)
LETT Vendors MS – a multi select, multiple choice variable that will ask the user which vendors they wish to send a letter to (dynamically created)
flt LETT Vendors CO – a filter that will look at the user selections in LETT Vendors MS, and filter out the ones that weren’t selected.
COUNTER – the HotDocs system variable that will return the number (as a number) of the current repeating dialog. This can ONLY be used inside a repeat instruction.

Here are the steps:

1) Clear LETT Vendors MS and ADD all vendors to it
2) Present LETT Vendors MS to the user for selection
3) REPEAT VENDORS RPT in the template with the appopriate filter, so only those vendors selected in LETT Vendors MS appear in the resulting document.

Firstly, somewhere in your interview process (you DO use interview computations to calculate, control and regulate data collection for your templates, right?), you will have ASKed the user to fill in the vendor details.  Presuming that we have already collected our vendor details, we now need to build the multiple choice variable.  So somewhere in your interview computation, but AFTER you have ASKed VENDOR RPT, we do this:

ASK NONE
CLEAR LETT Vendors MS //clear first, then ADD
REPEAT VENDOR RPT
ADD "«COUNTER»|«VENDS Name Full TE»" TO LETT Vendors MS //the option is the counter, the prompt is their name
//you could wrap the add instruction inside an IF statement, if you are uncertain as to whether VENDS Name Full TE is ANSWERED() or some other logic particular to your system
END REPEAT
ASK DEFAULT

We now have LETT Vendors MS containing a full list of all vendors.  So at somepoint after the above script runs, you would ASK LETT Vendors MS, most likely as part of a dialog that relates to the letter we are drafting.  Now for what our FILTER looks like.

"«LETT Vendors MS::a|b|c»" CONTAINS "«COUNTER»"

This is a little tricky.  Multiple choice variables store their results as text, but multi-select multiple choices store their values as an ARRAY of text – much like a repeat.  Because of this, a multi-select variable cannot be directly compared to a straight line of “regular” text.  Additionally, no multi choice variable can be compared directly to a number.  So there are three solutions in that one line of code.  The value of LETT Vendors MS is converted to a REGULAR line of text, using the chevrons embedded inside double quotes.  That’s the first solution.  The second solution is to use a custom list format, “a|b|c”, which means that each selection is split by a pipe | character.  I’ll explain this in a later!  The third solution was to wrap COUNTER in chevrons and quotes, which takes COUNTER – a numeric value, and converts it to a string.  With all of this going on, we can now use CONTAINS to correctly compare the selections of LETT Vendors MS and the value of COUNTER.

Now, for the template….

«REPEAT VENDOR RPT::::flt LETT Vendors CO»
«VENDS Name Full TE»
«VENDS Addr Block CO»

Dear «Some Variable Here»

Some letter content here....

{-- conditional page break --}
«END REPEAT»

This instruction will repeat the template infinitely whilever there are iterations inside VENDOR RPT, but will ONLY include iterations where the filter is true.  For the sake of this article, lets say there are three vendors: 1) John Doe 2) Jane Doe and 3) Billy Blogs.  When presented with LETT Vendors MS, it looks like this (brackets contains options):

(1) John Doe
(2) Jane Doe
(3) Billy Blogs

Lets say the user selects 1 and 3.  Here’s what our FILTER looked like:

“«LETT Vendors MS::a|b|c»” CONTAINS “«COUNTER»”

Here’s what happens when our template repeats:

Repeat #1: “1|3” CONTAINS “1” (evaluates to TRUE, John is included)
Repeat #2: “1|3” CONTAINS “2” (evaluates to FALSE, Jane is excluded)
Repeat #3: “1|3” CONTAINS “3” (evaluates to TRUE, Billy is included)

Congratulations.  Your multi select multiple choice variable has allowed you to quickly present a list of ALL vendors to the user and ask them which one gets a letter.  No databases (although you could use one), nothing too heavy; simply collect the vendors, build the multiple choice variable in HotDocs, ask which vendors get the letter, then repeat and filter for the selected values.

Now, I promised a bit more explanation on the whole “a|b|c” thing.  To do that, lets look at a concept called DELIMITING.  Delimiting is simply putting a specific character between each value you want to look at.  Common delimters are commas and pipes.  I prefer pipes, as they aren’t ever used in names, addresses and other pieces of data – they truly do identify the end of one bit of data and the start of the next one.  But lets say we DIDNT delimit our selections from LETT Vendors MS.  Lets say we have 14 vendors (wow!), and the user selected 1, 4, 5, 6, 12.  The value might look like this:

145612

That’s right – its just a string of numbers.  This would mean our filter would “break” when repeating vendor #14.  Because the text “14” appears inside “145612”, even though the user did not selection option #14.  However, with delimiters, our value looks like this:

1|4|5|6|12

And 14 does NOT appear in that value, so the comparison is run correctly.

Clear as mud? Its a bit to get your head around, but when comparing multiple selections in multiple choice options, it is definitely best practice to delimit your strings and use CONTAINS instructions.

ADD TEXT TO MULT_CHOICE – static

Two of the more useful instruction models in HotDocs for dynamic interviews and variables are ADD and CLEAR, which go hand in hand to dynamically construct multiple choice variables.  This is the first of two HotDocs tips, which will deal with the basic CLEAR/ADD instructions with “static” content.  The next article will be about dynamically building a multiple choice variable in HotDocs with a REPEAT instruction.

Lets say we wish to ask for a client’s gender (CLI Gender MC) and their marital status (CLI Marriage MC).  Because we have different language in our template that concerns married clients versus divorced or widowed clients, we need this variable.  However, if a client is a widow/widower, there are two options based on their gender.  Because our language content is the SAME for a widow or widower (with gender specific references), we only want ONE option to denote the widow(er) marriage status.  Here’s how we do it.  We create a computation (say, called build CLI Marriage CO)

ASK NONE
CLEAR CLI Marriage MC //always CLEAR before ADD, as ADD simply appends options to the multiple choice variable
ADD "Single" TO CLI Marriage MC
ADD "Married" TO CLI Marriage MC
IF CLI Gender MC"Male"
ADD "Widow|Widower" TO CLI Marriage MC
ELSE IF CLI Gender MC"Female"
ADD "Widow" TO CLI Marriage MC
ELSE
ADD "Widow|Widow/Widower" TO CLI Marriage MC
END IF
ASK DEFAULT

If the client is male, we add “Widow” as the option, but “Widower” as the prompt.  That’s what the pipe | character is for.  Anything BEFORE the pipe is the option. Everything AFTER the pipe is the prompt for that option, which is what the user sees.  Note that because we chose “Widow” as the generic option for someone who’s partner has deceased, we don’t actually need a prompt for the female specific entry – the option IS the prompt.  If there is no client gender specified, we run with a generic prompt, but the option NEVER actually changes for the widow(er) option.  That means we lessen our code on the template end of things, because our option value is generic.

So now, we have a dynamic looking MC variable that will produce its own options based upon the gender of the client.  No doubt, in the dialog that these variables appear on, you would have something like the following script:

IF !ANSWERED ( CLI Marriage MC )
build CLI Marriage MC
END IF

The dialog script basically says that if CLI Marriage MC is NOT answered, then run the computation that builds the options.  This would likely be a part of a SHOW instruction, so that the variable doesn’t show up until it has options.  Depending on your version of HotDocs, there may be alternate ways to structure this to ensure smooth running of the dialog.

And that’s all there is to it.  This is a very simple way to use logic and the CLEAR/ADD instructions in HotDocs.  It is far more powerful to use ADD in conjunction with a repeat, which we’ll be looking at in my next article.

Restarting and Rescusitating the Time Matters Indexer

The Time Matters indexer may get stuck or corrupted.  This article steps you through solution to that problem.

TRASH AND RECREATE THE LNDATA INDEX

1. Log Everyone out of Time Matters
2. Find the Index Folder and Rename LNDATA
e.g. P:TMW9DataIndexLNDATA
3. There may be a locked open file.  You need to make sure it gets unlocked before you move the file.
4. Log into Time Matters and leave it open to allow LNDATA to be recreated.
5. Check for the Icon in the system tray.

OPTIONAL STEP: ACTIVATE SYNCHRONIZATION
1. File -> Setup -> Program Level
2. Synchronization -> Activate Time Matters Synchronization
3. Give it a name:  MAIN OFFICE
4. Log out of Time Matters

OPTIONAL STEP: REINDEX DATABASE
Now Go to the Time Matter Utilities
1. Select the Database
2. Check box to Reindex Main Database

[Note: Potential problems if there is a SPACE in the File Path to the Data Folder]
[Caveat:  If you have extra licenses, you can leave the indexer running on the server]

Clearing out Temp Files

LOCATE THE USER PROFILE SPECIFIC “LNPTA” FOLDER and TRASH THAT
1. Make sure you can see Hidden Files.
2. You should rename the LNTPA folder.
C:Documents and Settings[UserProfile]Local SettingsTempLNTPA
3. You may need to copy the TMWORD.DAT into the new folder

Time Matters Indexer Issues

The Time Matters indexer, on occasion can get corrupted. This abstract explains how to purge and restart the indexer. The text is courtesy of Matt Stone.

TRASH AND RECREATE THE LNDATA INDEX

  1. Log Everyone out of Time Matters
  2. Find the Index Folder and Rename LNDATA
  3. P:TMW9DataIndexLNDATA
  4. There may be a locked open file. You need to make sure it gets unlocked before you move the file.
  5. Log into Time Matters and leave it open to allow LNDATA to be recreated.
  6. Check for the Icon in the system tray.

OPTIONAL STEP: ACTIVATE SYNCHRONIZATION

  1. File -> Setup -> Program Level
  2. Synchronization -> Activate Time Matters Synchronization
  3. Give it a name: MAIN OFFICE
  4. Log out of Time Matters

OPTIONAL STEP: REINDEX DATABASE

Now Go to the Time Matter Utilities

  1. Select the Database
  2. Check box to Reindex Main Database

Affording Document Assembly: the Group Approach

As a document assembly consultant, I am often contacted by solo or small attorney firms who are overloaded with work, champing at the bit to get a Document Assembly system, realize the value but are understandably nervous at the cost. And, they should be. Creation of a good document assembly system is expensive in both time and money. Your law school education wasn’t cheap, setting up your office wasn’t cheap and setting up a potential profit generating document assembly system that will become absolutely integral to your practice won’t be cheap either.

 

So what do you do – bite the bullet and get your money back on the ROI or give up? Here’s a possible third solution – Group development. Two or three lawyers with similar practices might be able to create a system that all of them can use and share the development cost. This, of course, requires collaboration, cooperation and a willingness to compromise. It’s a midpoint between buying a pre-canned system and getting one custom made for your own needs.

If you decide to go with this approach, the first thing you should do is find a developer to build it for you. It’s a very bad idea for 3 or 4 busy lawyers to try to build pieces of a document assembly system and hope they’ll hang together properly. You need a central expert who will advise your group, develop the templates and interviews and make sure everything works with everything else.

After that, devising a group document assembly system is similar to devising one for a single firm. You need to determine the universe of documents that will be automated, set up meetings with the developer and designate an expert from your group to work with the developer.  For the period of development, think of your group as one firm.

Some ideas for setting up your group:

1. KEEP IT SIMPLE. When choosing the attorneys for your group, stay in your area of expertise. DO NOT grab the real estate lawyer from down the street, the PI guy from next door and the estate lawyer from down the hall. These are very different areas of law with very different automation and document gathering needs. Stay within your area – if you’re basically a PI litigation firm, go to other PI lawyers to make up your group.

2. KEEP IT SMALL. It may seem that a system like yours would be good for the 20 other PI lawyers in town. Ever been in a meeting with 20 people? Doesn’t work very well for general consensus, does it? Don’t bring in more than 4 other attorneys.

The bottom line is – We, Basha Systems have been in business since 1996. In that time, we have never seem anyone remove or stop using a document assembly system. Once they’re built, people use them and use them. So, if price is what’s stopping you . . . try the Group approach to keep your costs in line.