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⭐Part 1: Executive Summary...1. The Committee s Charge...1 The Environmental Scan...2 Top Challenges...2 Recommendations: Next Steps...
Part 1: Executive Summary...1. The Committee s Charge...1 The Environmental Scan...2 Top Challenges...2 Recommendations: Next Steps...
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1 2 The Challenges Facing the Legal Profession i TABLE OF CONTENTS Part 1: Executive Summary...1 The Committee s Charge...1 The Environmental Scan...2 Top Challenges...2 Recommendations: Next Steps...3 Part 2: The Challenges...5 Economic Pressures on the Practice...5 Technology and the Practice of Law...9 Regulation of the Legal Profession...14 New Lawyer Training and Development...21 Additional Challenges...25 Part 3: Bibliography...303 ii The Challenges Facing the Legal Profession BOARD OF GOVERNORS CHALLENGES TO THE PROFESSION COMMITTEE CHAIR KIMBERLY K. HAINES* Delafield VICE CHAIR KEVIN G. KLEIN* Phillips CHRISTINE REW BARDEN* Madison DONNA K. JONES Austell, Ga. LYNN R. LAUFENBERG* Milwaukee ATHENEE LUCAS* Milwaukee TJ MOLINARI* Milwaukee MICHAEL J. REMINGTON* Washington, D.C. JOHN T. SCHOMISCH Appleton ROBERT W. SWAIN* Appleton REBECCA M. WEBSTER Oneida NICHOLAS J. VIVIAN* Stillwater, Minn. JEFFREY R. ZIRGIBEL Brookfield JOYCE R. HASTINGS* Staff Liaison *Report contributors4 The Challenges Facing the Legal Profession 1 Part 1: EXECUTIVE SUMMARY Legal Profession Is in the Midst of Dramatic Change The legal profession is in the midst of a dramatic transformation, and it is not leading the rapid change that is occurring in the world. Legal futurists and commentators cite many factors effecting this change that were in play long before the collapse of the global economy in late They also agree that once the economy improves, the profession will not return to pre-recession prosperity. The golden era is gone, but this is not because the law itself is becoming less relevant. Rather, the sea change reflects an urgent need for better and cheaper legal services that can keep pace with the demands of a rapidly globalizing world, writes Prof. William Henderson, director of the Center on the Global Legal Profession, Indiana University Maurer School of Law, and attorney/legal affairs writer Rachel Zahorsky in their July 1, 2011, ABA Journal article. They state that the current recession a catalyst for change provided an opportunity to re-examine some long-standing assumptions about lawyers and the clients they serve. Patrick Lamb, who writes and speaks about the change taking place in the profession in the ABA Journal s The New Normal blog, observes that lawyers suffer from an incredible lack of interest in understanding the forces that are changing the foundation of the profession. To succeed in this new reality, attorneys need to keep abreast of the changes so that they are prepared to assist, counsel, and advise their clients. Lawyers also must be aware of these challenges so they can take advantage of the opportunities for those prepared for what lies ahead. The single biggest challenge facing lawyers today is dealing with loss of control. The profession s future success depends on how well lawyers adapt to that loss and adjust our expectations and behavior.... Jordan Furlong The Committee s Charge In mid-2010, State Bar of Wisconsin President Jim Boll appointed the Challenges to the Profession Committee (Challenges Committee), comprised of members of the Board of Governors, to examine the changes impacting the future of the practice of law in Wisconsin. The committee s first step was to conduct an environmental scan, summarized in this report. The next step is for the State Bar to identify ways that it can assist, guide, and lead Wisconsin attorneys to recognize, adapt to, and take advantage of the opportunities these challenges present Wisconsin-licensed lawyers. The Challenges Committee refers this report to State Bar President Jim Brennan and the Strategic Planning Committee for further action. The committee thanks, in particular, those committee members who contributed to the writing of this report: Kimberly Haines, chair; Kevin Klein, vice chair; and committee members Christine Rew Barden, Lynn Laufenberg, Athenee Lucas, TJ Molinari, Michael Remington, Robert Swain, and Nicholas Vivian; and Joyce Hastings, staff liaison.5 2 The Challenges Facing the Legal Profession The Environmental Scan Above all: we need to understand our place in this new market... Lawyers can still dominate legal services delivery but on the merits of our skill, professionalism, efficiency and client service, not on the fading influence of an historical de facto monopoly. Jordan Furlong In conducting its environmental scan, the committee considered the following questions: What is the current state of our professional landscape? What has changed or remained the same since 2006, when it last identified the competitive challenges facing Wisconsin lawyers? And, what opportunities lie ahead? The committee began its environmental scan by reviewing the October 2006 Competitive Challenges Report, which was developed to assist the State Bar in fulfilling its strategic goal related to introducing new or improving existing solutions to the competitive challenges facing members. In addition, committee members conducted independent research from many resources, including research conduct by other bar associations, legal educators, and other legal entities; legal and general media coverage; legal futurists and commentators analyses of the state of the profession, and personal interviews. See Bibliography. In its scan, the committee explored economic, demographic, political/legislative, social/cultural, competitive, and technological factors. Once the committee completed its scan, it prioritized the challenges, identifying the most pressing concerns impacting members ability to practice law in the future. While the challenges facing the profession are many, in the committee s collective opinion, identifying solutions to the following challenges will deliver value and demonstrate the State Bar s relevancy to its members. Top Challenges The top challenges identified by the committee include: 1) economic pressures on the practice; 2) technology and the practice of law; 3) regulation of the legal profession; and 4) new lawyer training/development. 1. Economic Pressures on the Practice The legal profession faces unprecedented economic pressures fueled by many factors, including societal changes and economic downturn. These pressures often dovetail with other challenges facing the profession. In today s buyer s market, clients determine what services are needed and at what cost. They will continue to demand efficiency and responsiveness from their lawyers and for less cost. 2. Technology and the Practice of Law Advances in technology are occurring exponentially. These advances increase the pace of practice and client expectations, forcing lawyers to adapt or face extinction. Understanding and implementing new technologies are difficult and time-consuming for lawyers. Clients are often ahead of lawyers in implementing new technologies, and they have increased access to legal information, much of it readily available on the Internet. However, technology also is the great leveler, allowing innovative solo and small-firm practitioners to compete with larger firms. 3. Regulation of the Legal Profession Rapidly evolving technological advances, changing expectations on the part of the6 The Challenges Facing the Legal Profession 3 public concerning access to information and services, as well as sociologic and economic globalization, combine to require a reconsideration of traditional ethical rules and regulation mechanisms for the legal profession. Ari Kaplan, in The Evolution of the Legal Profession: A Conversation with the Legal Community s Thought Leaders, opines that these issues will force the legal profession to restructure how it delivers legal services. In order for the profession to stay relevant and thrive, lawyers must examine who can invest in firms, models for publicly traded firms, and lawyer partnerships with other professionals. The profession is practicing on a 100-year-old platform that is out of date, say attorneys Frederic S. Ury and Thomas Lyons, who recently addressed bar association executives and presidents at the NABE and NCBP meetings in Atlanta. Multijurisdiction practice was a cutting-edge concept 12 years ago; however, the profession has yet to adequately address the issue. 4. New Lawyer Training/Development The reality of today s economy means fewer opportunities for law school graduates. With fewer clerkships, internships, and law firms hiring new graduates and access to mentors law schools are graduating more lawyers with less experience. With an average law school debt of $80,000, new lawyers hang out their own shingles, often without having acquired practice basics such as understanding trust account requirements. The profession must share the responsibility for assisting these new practitioners, and that support must come from the State Bar, Wisconsin lawyers, the Board of Bar Examiners, the bench, and the law schools that produce new lawyers. Recommendations: Next Steps The Board of Governors Challenges to the Profession Committee recommends State Bar President Jim Brennan refer this report to the Strategic Planning Committee (SPC) for further action. The next step is for the State Bar to identify ways that it can assist, guide, and lead Wisconsin attorneys to recognize, adapt to, and take advantage of the opportunities these challenges present its members. This Challenges Committee recommends that the next group developing recommendations for addressing these challenges also consider the results of the State Bar s spring 2011 member needs assessment, which will be available later this month. For a thorough examination of outsourcing and other trends in the legal profession, the Challenges Committee recommends the New York State Bar Association s Report of the Task Force on the Future of the Legal Profession. The report, issued on April 2, 2011, focuses on four areas: Law Firm Structure and Billing, Educating and Training New Lawyers, Work-Life Integration and the Practice of Law, and Technology and the Practice of Law. Its 112 pages of analysis and recommendations make interesting and educational reading. Going forward, the State Bar should continue to identify and analyze developing trends affecting the practice in Wisconsin, and communicate to members their impact on the practice in Wisconsin.7 4 The Challenges Facing the Legal Profession Other recommendations While conducting this scan, the Challenges Committee identified several natural, next steps the State Bar could take in addressing the issues addressed in this report. Those recommendations include: The State Bar, through its Ethics Committee, should actively participate in the ABA Ethics 20/20 Commission work, which will thoroughly review the ABA Model Rules of Professional Conduct and the U.S. system of lawyer regulation in the context of advances in technology and global legal practice developments. During this dialog, the Challenges Committee recommends the Ethics Committee consider ways in which the regulation of the profession can keep pace of change. The State Bar should communicate the challenges facing the profession and the opportunities they present to members so that, through the individual delivery of legal services, lawyers can begin to adapt their practice as appropriate. The committee asks that the Communications Committee and Publications Department staff consider the issues in this report in their future editorial planning. The profession must share the responsibility for new lawyer training and development, and that support must come from the State Bar, Wisconsin lawyers, the Board of Bar Examiners, the bench, and the law schools that produce new lawyers. In particular, the State Bar of Wisconsin and Wisconsin s law schools are necessary partners in properly educating new attorneys in the rigors of the practice of law. On July 1, 2011, Prof. Margaret Raymond takes over as the new U.W. Law School dean, which presents an opportunity for the State Bar to dialog about issues related to new lawyer transition. The State Bar should continue to urge the Board of Bar Examiners to revise SCR to allow accreditation of training in the content or skills necessary to effectively practice law, even if such content or skills are not directly related to substantive law or ethical obligations. The Challenges Committee encourages the State Bar to further support the development of mentoring opportunities between experienced and new lawyers as a means of developing new lawyers. A recent Young Lawyers Division survey reveals that mentoring is one of the top three concerns of its members. The YLD reports in its recent newsletter that is expects to implement a mentoring program in the coming year. WisLAP expects the results of its compassion fatigue study later this summer and a lawyer career satisfaction study by late fall or early Both studies offer the State Bar and the profession insight into lawyer satisfaction issues. The committee encourages the State Bar to use this research to help members lead balanced lives. One of the biggest differences in how lawyers will practice in the future, according to resources cited in this report, is how lawyers value and price what they sell. The first step is to understand that lawyers are selling knowledge, not legal services or time. The State Bar must take steps to help its members understand this change and help them transition away from the billable hour to alternative billing strategies. This transition is not easy, as lawyer compensation systems are often tied to traditional billing methods.8 The Challenges Facing the Legal Profession 5 Part 2: THE CHALLENGES Economic Pressures on the Practice The attorney s role in society was once sacred. The attorney was a counselor, a confidant, the most respected members in the community. Over time, the role of the lawyer has evolved, and societal changes, the economic downturn, and other factors have forced the attorney to view the practice of law less as a profession and more as a business. The legal profession faces unprecedented economic pressures. It faces competitive pressures from accountants, realtors, financial advisors, and title agents, and others and the Internet is making it easier for them to compete. Add to the mix competition from global legal service providers, as the doors to transnational practice by lawyers widen by the World Trade Organization s General Agreement on Trade in Services (GATS). Attorneys also are exposed to new competitive challenges from within the profession. The era of technology subjects attorneys to rating systems, both internally from the legal community and externally from the public. Rating systems like Avvo and Martindale require the modern attorney to maintain both a private rapport with clients and a public reputation for excellence. In a buyer s market, the client determines what services are needed and at what cost. To survive, lawyers and firms are looking for competitive advantages. In addition to the issues discussed below, lawyers and firms are turning to law firm managers and legal information managers to examine trends and identify competitive advantages. To increase economic stability, the State Bar can play an important role in identifying, analyzing, and communicating these trends to members. How will lawyers practice law in 2019 and beyond? The biggest difference will be in the way you value and price what you sell. Jay Shepherd News Flash: How Lawyers Value and Price Knowledge Big Change How will lawyers practice law in 2019 and beyond? The biggest difference will be in the way you value and price what you sell. And before you can make that change, you have to understand what it is you sell, says Massachusetts lawyer Jay Shepherd, in his Ignite Law 2011 presentation. Spoiler alert: It ain t legal services, and it sure as hell ain t hours or time. Instead, lawyers sell knowledge. How you value and price that knowledge will be the greatest change in your 2019 practice. Lawyers Consider Price Reductions and Alternative Fee Arrangements to Remain Competitive Nonlawyers compete to provide legal type services. This may occur through the unauthorized practice of law or through foreign jurisdictions that allow this competition. On June 28, 2011, the ABA Journal reported that nearly every state in the U.S. has an oversupply of lawyers when comparing the number of new lawyers with the estimated number of job openings in those states. Clients have more information available to them,9 6 The Challenges Facing the Legal Profession Clients expect their lawyers to focus more on the outcome and less on time spent on a legal matter. and fewer dollars to spend in today s economy. The result is less money spent on legal services as a whole. To remain competitive, many lawyers are forced to consider price reductions. This may simply involve doing the same work for less than in the past. But it may also involve a complete analysis of the competitive marketplace, so that the firm or attorney understands where the competitive pressures are coming from. Instead of drafting a document now readily available to the client, the lawyer may provide only a review of that document and bill only for that task. The lawyer must consider leveraging the work already done by others. To remain competitive, lawyers also must consider alternative fee arrangements (AFA). These may include fixed, contingent, results based, hourly, graduated, or any such combination. In the past, in a seller s market, lawyers determined how to charge for their services, and clients would simply purchase those services. Today, we have a buyer s market, and clients want an AFA to fit their needs. If a firm or attorney cannot fit the need, the client is likely to go elsewhere. More and more, clients are demanding predictable fees, and the changes necessary in billing structure to get there. Is the billable hour dead? The answer to this question is no, but law firms must consider long-term restructuring of their billing practices to remain competitive. Critics believe the hourly billing rate breeds inefficiency, and clients expect their lawyers to focus more on the outcome and less on time spent on a legal matter. The billable hour does not measure value. In this age of technology and information, many clients want to complete some legal tasks themselves to reduce overall fees, or at least not pay for readily available information or documents traditionally drafted from scratch. In seeking predictable fees, the client wants to avoid situations where the meter just keeps running. The result is a trend away from the billable hour, with lawyers assuming more risk, especially for large firms representing larger corporate clients. Still, the billable hour will survive for some time for several reasons. In some cases, law firms find it difficult to structure nontraditional billing arrangements, and lawyer compensation is often tied to hourly billing. Some services don t lend themselves to alternative billing. In situations where the services to be performed are simply not predictable, clients may actually prefer hourly billing. At the opposite end of the spectrum, certain finite services are often better handled with the billable hour, such as preparing a deed or simple will, or making a single appearance in a litigation matter. Clients Focus on Adding Value and Increasing Efficiency In the past, clients were more likely to decide that they needed a lawyer, and that they would just have to pay whatever the cost. Now, clients are more likely to ask, What is this particular legal service worth to me? And, when obtaining the service, the client is more likely to set the parameters of the legal representation. A client comes to a lawyer presuming he does quality work; they are more interested in the value that lawyer brings to the situation.10 The Challenges Facing the Legal Profession 7 Armed with information and forms, will the client want to take on some of the work and hire a lawyer to review her work or perform part of the needed services (see limited-scope representation below)? Will the client agree to pay only a certain amount for services, unless there are contingencies or results or success? If the focus is value, who will determine how the services are actually provided? These questions raise additional concerns as client demands and economic realities intersect with ethics rules. Clients will continue to demand efficiency and responsiveness from their lawyers. They expect lawyers to create efficient internal processes, completing work quickly and for less cost. They expect lawyers to use technology to perform tasks previously done by junior associates, and some corporate clients refuse to pay for the work of first-year associates. Limited-scope Representation: One Way to Serve New Clients Given the unprecedented rise in the numbers of self-represented litigants in Wisconsin courts in recent years, the Wisconsin Supreme Court s PPAC Limited Scope Representation Subcommittee is examining the status of limited-scope representation (LSR) in Wisconsin. It is considering whether the court system should implement additional changes to encourage more clients to retain lawyers for at least part of their legal matter, increase the number of lawyers willing to offer LSR services, and convince more courts to support or encourage LSR for lawyers and litigants. Limited-scope representation (LSR), sometimes referred to as unbundling, refers to an agreement between an attorney and client that apportions the tasks in a legal matter between them. SCR 20:1.2(c), effective July 1, 2007, permits lawyers to limit the scope of representation if the limitation is reasonable and the client gives informed consent. Some self-represented individuals go to court without counsel because they can t afford a lawyer or cannot afford traditional fee services or full-scope representation, while others do it alone because they don t recognize the value of hiring a lawyer. Whatever the reason, self-represented litigants impact the efficiency of the court system. When litigants come to court better informed and prepared, they reduce their reliance on court resources and prevent delays in the courtroom. The Limited Scope Representation Subcommittee distributed surveys to circuit court judges, administrative law judges, court commissions, and lawyers. The results of this input will guide the subcommittee in making its recommendations this fall. Companies May Expand Inhouse Legal Departments As information becomes more and more available, and as technology allows individual or small groups of attorneys to expand their practice, it is likely companies will create or expand inhouse legal departments. They will do so for the efficiency of the service, and to save costs. While this may create opportunities for individual lawyers, it will most certainly create competition concerns for the lawyers or firms now representing those companies. Companies are measured by their output, and inhouse lawyers demand the same from their outside counsel. These concerns only serve to magnify the need for lawyers and firms to examine trends, restructure as necessary, and attempt to remain competitive in the marketplace. Clients expect lawyers to create efficient internal processes, completing work quickly and for less cost.11 8 The Challenges Facing the Legal Profession Identifying Opportunities: New Substantive Areas of Law According to legal futurist Stuart Forsyth, lawyers are trained to look backwards for precedent so it is difficult for them to see forward to the future. Encyclopedia Britannica was nearly driven out of business by Bill Gates who gave encyclopedia software away for free in order to sell computers. Lawyers must learn where to look for opportunities, says Forsyth in his Texas Law Review article, Perspectives from a Legal Futurist: Challenges to the Courts and the Legal Community. Attorneys need to significantly broaden and organize what they see, and be particular where they look for these opportunities. For example, he suggests lawyers follow science and technology developments if they want to predict opportunities in substantive areas of practice. Wired and The Economist are required reading for lawyers today. New substantive areas that lawyers can pursue and offer as a niche to innovative clients include renewable energy, coming sciences, atomic energy, global health, and emerging economies, says Forsyth. The University of Wisconsin Law School offers annual outreach workshops for lawyers to gain additional insight and training in the rising substantive areas of law. In 2012, the law school will offer a unique post graduate dual degree program in neuroscience and law. Neuroscience is an especially appropriate scientific field for students of law because recent research has called into question many widely held assumptions about the brain that could impact our understanding of criminal responsibility, brain death, the capacity of adolescents and mental health patients to stand trial, impairment of decision-making capacity by drug or alcohol use, and the relationships between mental impairment and dangerous behavior.12 The Challenges Facing the Legal Profession 9 Part 2: THE CHALLENGES Technology and the Practice of Law During the past 30 years, technological change has occurred at considerable speed. The ascendancy of information technology and the availability of communication tools have transformed the practice of law. Despite the fact that the nature of legal issues handled by practicing attorneys have remained the same, the way that lawyers practice and deliver advice has changed dramatically. Technology Empowers Clients Clients are often ahead of lawyers when it comes to technological tools and the integration of knowledge. Because clients often invest heavily in new technologies, they often control the economic equation. For example, in January 2010, the Wall Street Journal reported that clients of a major Wisconsin law firm have web-based access to the amount of attorney time and cost incurred for a particular matter. Clients expect electronic billing in increments broken down by task. The client then takes a monthly bill, understands it in terms of total costs, and questions any dubious charges. Along with lawyer accountability comes rising expectations of clients. Today, clients expect their attorneys will proactively look for ways to be efficient and will offer options in terms of workflow and results, according to Ari Kaplan, in The Evolution of the Legal Profession. Many firms provide client service plans that contain provisions relating to technology interfaces, billing (including alternative billing options), workflow, and accountability. The integration of knowledge much of it available in the public domain free of charge places pressures on the attorney-client relationship. Societally, consumers increasingly shop, bank, conduct business activities, and pay bills (and taxes) online. Not surprisingly, many of them seek legal advice online from their lawyers and law firms, telephonically, or through portals, blogs, or cloud computing. Others look for advice from online companies. Clients are often ahead of lawyers when it comes to technological tools and the integration of knowledge. Solo Practitioners and Small Firms Can Compete with Large Firms Every law firm solo, small, medium, or large is affected by technological change. Yet, solo practitioners and small firms are not disadvantaged by technology. As noted in the New York State Bar Association April 2011 Report of the Task Force on the Future of the Legal Profession, technology is a great leveler. Small firms have a distinct advantage over large firms in the area of contract-based and flat-fee services. Individual practitioners13 10 The Challenges Facing the Legal Profession We now must be ready to practice in a way that allows our clients a new method of access to legal services by using the technology and communications tools around us. ABA elawyering Task Force and small firms can also band together to handle complex issues or large litigation matters. Just as technological changes are generated by small groups of software engineers and programmers, small-firm lawyers may be more flexible, expeditious, and inexpensive in terms of providing legal services than their counterparts in large firms. Large law firms also have the advantages of entrepreneurial spirit as well as personnel and monetary resources to invest in technologies. Free client services like alerts, educational seminars, and newsletters provided through s or webcasts provide large firms with competitive advantages. Current Trends and Tools Lawyers are experimenting with and adapting various applications and technologies to their practices. The legal profession is actively exploring elawyering, that is, the practice of law on the World Wide Web. Lawyers are not only marketing, blogging, and engaging in social media, they are rendering online legal advice as well. As observed by the ABA elawyering Task Force (of the ABA Law Practice Management Section), We now must be ready to practice in a way that allows our clients a new method of access to legal services by using the technology and communications tools around us. Every law firm is affected by technological changes. Attorneys must devote time and resources to identifying ways to use new technologies to add value to client work, reduce overhead costs, and improve their ability to compete for legal services. Virtual law practice A virtual law practice is a professional law practice that functions entirely online through a secure portal that is readily accessible to both client and attorney anywhere the parties can access the Internet. Virtual law practices generally operate with lower overhead than traditional law firms. Lest one think that virtual law practice is a figment of a futurist s imagination, the ABA Law Practice Management Section has published a book, entitled Virtual Law Practice, by Stephanie Kimbro. The book provides a wealth of information about how to operate a virtual law office along with ethics issues, marketing ideas, and products that facilitate a virtual law practice. Many solo practitioners have availed themselves of a computer, a modem or WiFi, and a portal to represent clients virtually. And at least one Wisconsin lawyer, Brookfield attorney Martin Ditkof, maintains a virtual office, which allowed him to cut the cord from his home office. elawyering According to the ABA elawyering Task Force, elawering is doing legal work not just marketing over the Web to communicate and collaborate with clients, prospective clients, and professional colleagues; draft, edit, and finalize documents; engage in dispute resolution; manage legal knowledge; and file court and governmental documents. Lawyers who resist this trend will find that their clients (and potential clients) routinely use the Internet to identify cost-effective legal resources and ways to solve their legal needs. Information is readily available from online legal document preparation and self-help sites, like LegalZoom, Inc., accessible for specific areas of law (in this instance, for business services, trusts and estates, and intellectual property). During March 2010, View more
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