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3

January/February 2011

Feature Articles:

Ready to Do Business with China?By Rosemary Shiels and Sue Powers…….…...… 9

Are you Aware of your Cyber Liability?By Tim Hogan, CIC, CRM .………………....…... 11

Performance at a GlanceBy Jena Neisler, CLM……….………………...… 14

How to Re-Recruit Your Best PeopleBy Kirby Hillman………………………………… 18

Getting a Handle on Financial Tasks forthe Small Firm AdministratorBy Mary Lynn Wilson………………....……...…. 19

Billing and Collections BestPractices ChecklistBy John T. Podbielski, Jr.………...………….…. 21

Other Articles:

The President’s Message …………….………….…... 5Business Partner Profile ……………...…………... 27In Memoriam ……………………………………….…… 29Member Profile …...…….…….…………………....….. 31Member News ……………….………………………….. 32Calendar of Events ……………………………….…... 34

Cover photo: Abraham Lincoln: The Man (also calledStanding Lincoln) bronze sculpture in Lincoln Park,Chicago, by Augustus Saint-Gaudens (1887)

Advertisers’ Index:

ABA Retirement Funds …………………..……………. 10Canon Business Solutions ……..….….....……..……. 17Call One ………………………………....….……….…..….. 7Cash Management Solutions ………………..……….. 34CEO Deliveries, Inc. …………………………..……….. 13Clarity Imaging Technologies, Inc. ………….…….. 10Coffee Unlimited ……………………………..…..……… 13Des Plaines Office Equipment Co. …………….….... 12Document Technologies, Inc. …..………..…………... 28eFax Corporate …………..…………………….………… 24Equitrac Corporation …………..………..……………… 7Federal Record Storage …….……….…….…….…..... 17FedEx ……………………………….………………………. 26FirmWise ……………...…………………………....……… 33Garvey’s Office Products ……………..……………..… 27Global Conference Partners …...……….……………. 25

IKON Office Solutions, Inc. ……………...…………… 19Iron Mountain …………………...……………….……….. 8IST Management Services, Inc. …………….…..…… 30Keno Kozie Associates, Ltd. ……….……….….……... 20MB Financial Bank …………………………..…………… 7Next Day Toner ……………………....………....….....… 36Oce Business Services ……………………..…….…….. 16Peridot Financial Group, Inc. ……..…...……………. 17Pitney Bowes Legal Solutions ……………...….….… 25Project Leadership Associates …………..…....……. 30Records Deposition Service …………..………...…… 29Robert Half Legal ……………….……...……………….. 15ShredX by Rentacrate ……..……………….……..…… 22Steelcase ………………...………………..………………. 35The Horton Group ..………..…………………….……… 13Tuttle Printing & Engraving ……..……..…..……...…10UPS ……………………….…………………………………… 2Vanguard Archives …………………………..…….…… 29Warehouse Direct ………….……….......…………….… 22Williams Lea Inc. …………...…..……….………………. 26

Business Partner Sponsorships

The Greater Chicago Chapter thanks our sponsorsfor their generous contributions to the Chapter:

Platinum Sponsor: Next Day Toner

Gold Sponsors: Des Plaines Office Equipment Co.,Document Technologies, Inc., Iron Mountain, UPS

Silver Sponsors: Call One, FedEx, GlobalConference Partners, IKON, Oce Business Services,Pitney Bowes Legal Solutions, Project LeadershipAssociates, ShredX by Rentacrate, WarehouseDirect, Williams Lea Inc.

Bronze Sponsors: ABA Retirement Funds,Canon Business Solutions, Cash ManagementSolutions, CEO Deliveries, Inc., Clarity ImagingTechnologies, Inc., Coffee Unlimited, eFaxCorporate, Equitrac Corporation, Federal RecordsStorage, Garvey’s Office Products, IST ManagementServices, Inc., MB Financial Bank, PeridotFinancial Group, Inc., Records Deposition Service,Robert Half Legal, Steelcase, The Horton Group,Tuttle Printing & Engraving, Vanguard Archives

Website Sponsors: FirmWise, Keno KozieAssociates, Maverick Maven

Regional Conference Scholarship Sponsor:Boyer Rosene Moving & Storage


4

The

Administrator’s Advantage

Newsletter Editor: Laura W. Thompson Phone: 312-899-1660, [email protected]

Printing by Presstech, Inc.: 847-824-4485

Design by The Thompson Group: 231-861-0708

The Administrator’s Advantage is published on a bi-monthly basis by The Greater Chicago Chapter of the Association of Legal Administrators. The newsletter is published as a service to The Greater Chicago Chapter members and others interested in law firm management. Any article or advertisement published here should not be considered to be an endorsement by The Administrator’s Advantage of the opinions expressed in the articles or of the products or services advertised. Contributing writers are asked to disclose affiliations or interests that may influence their writing positions. Anyone interested in contributing an article or otherwise participating in the production of the newsletter is most welcome and should contact the editors.

Potential advertisers for the newsletter should contact Karin Jackson at 312-782-7606.

© Copyright 2010 by The Greater Chicago Chapter of ALA International. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the Association of Legal Administrators. Requests for permission to reprint any part of The Administrator’s Advantage should be directed to the editors.

ALA Mission Statement:

The Association of Legal Administrators’ mission is to improve the quality of management in legal services organizations; promote and enhance the competence and professionalism of legal administrators and all members of the management team; and represent professional legal management and managers to the legal community and to the legal community at large.

The Greater Chicago Chapter Board of Directors

President: Carol A. McCallum, CLM, Lewis, Overbeck & Furman, LLP [email protected]

Past President: Diane Brummel, SmithAmundsen LLC [email protected]

Vice President/President-Elect/Region 3 Representative: Jena M. Neisler, CLM, Sedgwick, Detert, Moran & Arnold LLP [email protected]

Treasurer: James D. Beavers, Much Shelist [email protected]

Secretary: Cinthia LeGrand, CLM, Epstein Becker & Green, P.C. [email protected]

Membership Director: Susan Gerovasil, CLM, Coplan & Crane, Ltd. [email protected]

Professional Development Director: Mark Bridgeman, CLM, Stahl Cowen Crowley Addis LLC [email protected]

Business Partner Relations Director: Karin S. Jackson, Ancel, Glink, Diamond, Bush, DiCianni & Krafthefer, P.C. [email protected]

Communications/Website Director: Deborah O’Donnell, Pattishall, McAuliffe, Newbury, Hilliard & Geraldson LLP [email protected]

Newsletter Director: Laura W. Thompson, Gould & Ratner LLP [email protected]

Large Firm Director: Patricia A. Winter [email protected]

Mid-Size Firm Director: Therese M. Brandstatter, Thompson Coburn LLP [email protected]

Small Firm Director: Karen Hammersmith, CLM, Levin & Ginsburg, Ltd. [email protected]

Community Relations Director: Marie Fiorito, CLM, Loeb & Loeb LLP [email protected]

Survey Director: Benjamin Shames, Valorem Law Group, LLC [email protected]

CLM Director: Debby Usher, Barnes & Thronburg LLP [email protected]

Chapter Advisors

Human Resources Advisor: Patricia Morrow, CLM, PHR, Swanson, Martin & Bell, LLP [email protected]

Finance Advisor: Mary Lynn Wilson, Cray Huber Horstman Heil & VanAusdal LLC [email protected]

Marketing Advisor: Patsy Carey, Stamos & Trucco LLP [email protected]

Facilities Advisor: John T. Podbielski, Jr., Ungaretti & Harris, LLP [email protected] 4

The

Administrator’s Advantage

Newsletter Editor: Laura W. Thompson Phone: 312-899-1660, [email protected]

The Administrator’s Advantage is published on a bi-monthly basis by The Greater Chicago Chapter of the Association of Legal Administrators. The newsletter is published as a service to The Greater Chicago Chapter members and others interested in law firm management. Any article or advertisement published here should not be considered to be an endorsement by The Administrator’s Advantage of the opinions expressed in the articles or of the products or services advertised. Contributing writers are asked to disclose affiliations or interests that may influence their writing positions. Anyone interested in contributing an article or otherwise participating in the production of the newsletter is most welcome and should contact the editors.

Potential advertisers for the newsletter should contact Karin Jackson at 312-782-7606.

© Copyright 2011 by The Greater Chicago Chapter of ALA International. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the Association of Legal Administrators. Requests for permission to reprint any part of The Administrator’s Advantage should be directed to the editors.

ALA Mission Statement:

The Association of Legal Administrators’ mission is to improve the quality of management in legal services organizations; promote and enhance the competence and professionalism of legal administrators and all members of the management team; and represent professional legal management and managers to the legal community and to the legal community at large.

The Greater Chicago Chapter Board of Directors

President: Carol A. McCallum, CLM, Lewis, Overbeck & Furman, LLP [email protected]

Past President: Diane Brummel, SmithAmundsen LLC [email protected]

Vice President/President-Elect/Region 3 Representative: Jena M. Neisler, CLM, Sedgwick, Detert, Moran & Arnold LLP [email protected]

Treasurer: James D. Beavers, Much Shelist [email protected]

Secretary: Cinthia LeGrand, CLM, Epstein Becker & Green, P.C. [email protected]

Membership Director: Susan Gerovasil, CLM, Coplan & Crane, Ltd. [email protected]

Professional Development Director: Mark Bridgeman, CLM, Stahl Cowen Crowley Addis LLC [email protected]

Business Partner Relations Director: Karin S. Jackson, Ancel, Glink, Diamond, Bush, DiCianni & Krafthefer, P.C. [email protected]

Communications/Website Director: Deborah O’Donnell, Pattishall, McAuliffe, Newbury, Hilliard & Geraldson LLP [email protected]

Newsletter Director: Laura W. Thompson, Gould & Ratner LLP [email protected]

Large Firm Director: Patricia A. Winter [email protected]

Mid-Size Firm Director: Therese M. Brandstatter, Thompson Coburn LLP [email protected]

Small Firm Director: Karen Hammersmith, CLM, Levin & Ginsburg, Ltd. [email protected]

Community Relations Director: Marie Fiorito, CLM, Loeb & Loeb LLP [email protected]

Survey Director: Benjamin Shames, Valorem Law Group, LLC [email protected]

CLM Director: Debby Usher, Barnes & Thornburg LLP [email protected]

Chapter Advisors

Human Resources Advisor: Patricia Morrow, CLM, PHR, Swanson, Martin & Bell, LLP [email protected]

Finance Advisor: Mary Lynn Wilson, Cray Huber Horstman Heil & VanAusdal LLC [email protected]

Marketing Advisor: Patsy Carey, Stamos & Trucco LLP [email protected]

Facilities Advisor: John T. Podbielski, Jr., Ungaretti & Harris, LLP [email protected]

Printing by Elk Grove Graphics: 847-439-7834

Design by The Thompson Group: 231-861-0708


Carol McCallum enjoys Christmas with her grandchildrenKevin, Aislyn, Nate, and Rodger (left to right).

A Look at the Chapter’s Finances...

Surely, from time to time, you all wonder aboutthe funds of the Chapter … how they are earnedand how they are spent. Did you know that thefinancial reports are posted each month on thewebsite? I would like to take this opportunity totell you a little about what I have learned aboutChapter finances during my time on the GreaterChicago Chapter Board.

Financial responsibility is the process of manag-ing money and other assets in a manner that isconsidered productive and in the best interestsof the organization. Being proficient at the task offinance involves cultivating a mindset that makesit possible to look beyond the wants of today inorder to provide for the needs of tomorrow. Creat-ing and sticking to a budget is a basic part offinancial responsibility.

The budget for each Board year is prepared bythe incoming officers, with some guidance fromthe outgoing officers. I’m here to tell you thatoften during the year there are unexpectedChapter expenses – exactly like our budgets athome, although the Chapter doesn’t have appli-ances or automobiles in need of repair. I also canattest to the fact that each member of the Boardtakes his/her responsibility very seriously. Manylengthy discussions, sometimes quite heated,result when decisions have to be made aboutvarious expenditures.

Membership dues account for some of the Chap-ter’s income, but as you have been told manytimes, the main source of income for the Greater

Chicago Chapter (approximately 70%) comes fromour very generous sponsors. Please be sure tothank them for their support every chanceyou get.

How does the Chapter spend that income?

Bi-Annual Educational Conference & Expo:Education is very important to the professionalsuccess of our members, and no expense is sparedin the planning of the bi-annual Chapter confer-ence. Every other year, the Chapter provides anentire day of timely educational presentations,keynote speakers, great food, and an exhibit hallfilled with business partners offering services,equipment, and supplies that assist administra-tors in their everyday jobs.

Member-hosted ALA webinars: This year, ALAoffered a discounted package, allowing chapters topurchase all of the webinars in advance ratherthan one at a time throughout the year.

Bi-monthly luncheons: The luncheons cost morethan the $30.00 registration fee paid by members.The Chapter absorbs that additional cost.

Speaker fees and gifts: The Board is charged withproviding quality educational programs in the fiveareas of knowledge recommended by ALA. Whilewe are often able to get speakers at no charge,it is sometimes necessary to compensate thespeakers or reimburse them for travel expenses.A small gift is given to those speakers who donot charge for their presentation.

Social events: The members-only networkingevent, summer mix ‘n’ mingle, holiday party, andvendor appreciation event are all made possibleby the funds from our sponsors.

Community Challenge Weekend and othercharitable events: The Chapter participates in theannual ALA CCW by organizing an event to bene-fit a local charitable organization. After a verysuccessful Charity Casino Night in 2009, over$10,000 was donated to Friends of Megan. Sincethe Casino Night was so popular with our mem-bers and sponsors, it was repeated in 2010, result-ing in over $8,000 being split between Aspire ofIllinois and the Cabrini Green Tutoring Program.

(continued on page 6)

5

President’s Message


(continued from page 5)

FALA contributions: Each year, the Chaptercontributes an item valued at approximately $500for the Annual Conference Silent Auction. Also, a$1,000 contribution is made to FALA each year inmemory of David Brezina.

Chapter Leadership Institute: Each year, fundsare set aside to allow for up to four members ofthe Board to attend CLI, where Chapter Leadersare educated in the best practices for running asuccessful chapter. Ideas are shared by all chap-ter representatives at this conference and theGreater Chicago Chapter attendees over the pastfour years have developed a “wish list” compiled ofthose ideas that would benefit the Chapter. Eachyear the Board tries to incorporate that wish listinto the plan for the year.

Scholarships: It is the mission of the GreaterChicago Chapter to educate its members, and oneof the ways that is done is by providing scholar-ships to help with the cost of attendance at theALA’s Regional and Annual Conferences. Overthe past two years, the majority of the scholarshipfunds have come from the reserves. The reservesare just a paper allocation of the overall financesof the Chapter. Having an increase in sponsorsrecently has given us direct reassurance that wewill be able to replenish our reserves for ourincrease in scholarship awards. It will also giveus an opportunity to budget for more scholarshipsfor future ALA events. Whether we budget thescholarship spending from reserves or operations,the fact is we have a strong sponsorship base,and their increase in numbers has directly givenus the confidence and financial means to allocatemore funding to scholarships.

FYI: In 2009, the Greater Chicago Chapter spent$5,230 on seven scholarships: sending one newmember to the Annual Conference (registration,hotel, and transportation), three members to theAnnual Conference (registration only), and threemembers to the Regional Conference (registrationonly). In 2010, we really upped the ante, due tothe fact that the Regional Conference was held inChicago. Forty-three scholarships were given,totaling $16,790: one new member to the AnnualConference (registration, hotel, and transporta-tion), three members to the Annual Conference(registration only), one member of the Gateway(St. Louis) Chapter to the Regional Conference

(registration only), four members to the RegionalConference (registration, hotel, and transporta-tion), 13 members to the Regional Conference(registration only), and 19 members to theRegional Conference (one-half registration). Also,thanks to the Regional Conference sponsorshiplevel that was added in 2009, two members weresent to the Regional Conference (registration,hotel, and transportation).

It is the time of year when we are all looking atour finances, both at work and at home. Budgetshave been prepared for 2011. The budget commit-tee for the 2011-2012 Greater Chicago ChapterBoard year is crunching numbers and decidinghow the next year’s funds will be spent. It isimportant to remember that no matter how muchincome is generated for the Chapter from sponsor-ship fees and member dues, without volunteers toplan and work at events, that income would haveno value at all. As a matter of fact, withoutvolunteers to find the sponsors and to recruitmembers, there would be no funds to spend. Iwould like to thank all the people who work sodiligently, spending so much of their free time, tomake the Greater Chicago Chapter even greater.I am amazed at the generosity of our membersand hope there is no shortage of volunteers in theyears to come. We need all of you! Thank you,and Happy New Year!

By Carol A. McCallum, CLMOffice AdministratorLewis, Overbeck & Furman, LLP

6

JANUARY/FEBRUARY 2O11 JANUARY/FEBRUARY 2O11

7

Partner with the ALA

Become a business partner of The GreaterChicago Chapter and enjoy a host of valuable,business-building benefits, including ads inThe Administrator’s Advantage, tickets to Chapterevents, sponsorship opportunities, a listing in ourChapter information guide, and much more.For a listing of available sponsorship packagesand pricing, visit www.ALAChicago.org/sponsor.htm. Or contact Business PartnerRelations Director Karin Jackson at 312-782-7606.

Advertise in The Administrator’s Advantageand get in front of over 300 decision-makersrepresenting over 230 member firms, corporatelegal departments, and government agencies inthe Chicagoland area. For ad rates and sizes,please visit www.ALAChicago.org/sponsor.htm.

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• Phone trees take valuable time, so a betteroption may be an emergency notification system(ENS).

• An ENS utilizes multiple methods to reachmembers with multiple levels of messages andtracking capabilities.

• There are dozens of vendors out there, so makesure to ask the right questions.

• Create a crisis management team (CMT),which is key in managing a disaster, as it definesresponsibilities, roles, and a leadership structure.

• It is important to identify the firm’s criticalfunctions and processes and prioritize them as towhich are required to sustain operations.

• Make sure the DR/BC plan is modular andscalable so you can activate only what you need inan emergency.


Ready to Do Businesswith China?

By Rosemary Shiels and Sue Powers

Is your firm prepared to capitalize on the legalmarket opportunities available with China? Theexploding China market offers great opportunitiesfor law firms and their clients, but there aresignificant, often hidden, challenges.

Gary Stern, Esq.

Recognizing the unique needs of the law firm orlegal department involved with business mattersin China, ALA is bringing together key experts atthe U.S. Firms & China: Managing Your Firm’sOverseas Presence forum, where your firm’sspecific legal industry business issues and solu-tions will be addressed. This one-of-a kind eventfor firm administrators, managing partners, andlawyers, who represent clients whose legal needsstretch between the United States and China, istaking place at the University of Chicago GleacherCenter near beautiful Lake Michigan and theMagnificent Mile on March 21-22, 2011.

Experts from Beijing to Boston – andChicago!

Firm administrators and their law firm partnerswill hear from experts who will identify the oppor-tunities and the risks and offer practical solutionsto the challenges of conducting legal business withChina. This will be an excellent opportunity tonetwork and discuss issues relating to culture,strategic planning, and much more with keyplayers in Chinese legal business.

One of the experts you will meet at the forum isChicago’s own Gary Stern, Esq., at Stahl CowenCrowley Addis, LLC. With a number of Chinabusinesses and firms doing business in the U.S.who need U.S. law firms – for real estate transac-tions, tax questions, litigation, even bankruptcy,says Stern, firms need to understand very clearlythe issues that impact the relationship with theChinese client to develop their business.

You can also get a taste of the forum in the article“Opportunities Overseas” in the December/January 2011 issue of ALA News, in which threeof the forum speakers discuss managing anexpansion, navigating the cultural differencesand forming alliances with the Chinese market.

For more information on the U.S. Firms & China:Managing Your Firm’s Overseas Presence forum,visit http://www.ala-asia.org/conf/. Be sure tocheck out the special savings when you registertwo or more members from your firm.

By Rosemary ShielsProfessional Development Program ManagerAssociation of Legal Administrators

By Sue PowersEducation Staff Writer and ProgramAdministratorAssociation of Legal Administrators

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• Is your firm’s 401(k) subject to quarterly reviews by an independent board of directors?

• Does it include professional investment fiduciary services?

• Is your firm’s 401(k) subject to 23 contracted service standards?

• Does it have an investment menu with passive and active investment strategies?

• Is your firm’s 401(k) sponsor a not-for-profitwhose purpose is to deliver a member benefit?

• Does it feature no out-of-pocket fees to your firm?

• Is your firm’s 401(k) part of the member benefit package of 35 state and national bar associations?

If you answered no to any of these questions, contact the ABA Retirement Funds to learn how to keep a closewatch over your 401(k).

WHO’S WATCHING YOUR FIRM’S 401(k)?

The American Bar Association Members/State Street Collective Trust (the “Collective Trust”) has filed aregistration statement (including the prospectus therein (the “Prospectus”)) with the Securities andExchange Commission for the offering of Units representing pro rata beneficial interests in the collectiveinvestment funds established under the Collective Trust. The Collective Trust is a retirement programsponsored by the ABA Retirement Funds in which lawyers and law firms who are members or associatesof the American Bar Association, most state and local bar associations and their employees and employeesof certain organizations related to the practice of law are eligible to participate. Copies of the Prospectusmay be obtained by calling (877) 947-2272, by visiting the Web site of the American Bar AssociationRetirement Funds Program at www.abaretirement.com or by writing to ABA Retirement Funds, P.O. Box5142, Boston, MA 02206-5142. This communication shall not constitute an offer to sell or the solicitation ofan offer to buy, or a request of the recipient to indicate an interest in, Units of the Collective Trust, and is nota recommendation with respect to any of the collective investment funds established under the CollectiveTrust. Nor shall there be any sale of the Units of the Collective Trust in any state or other jurisdiction in whichsuch offer, solicitation or sale would be unlawful prior to the registration or qualification under thesecurities laws of any such state or other jurisdiction. The Program is available through the Association ofLegal Administrators, an ALA Value In Partnership Program Provider as a member benefit. However, thisdoes not constitute an offer to purchase, and is in no way a recommendation with respect to, any securitythat is available through the Program.

C09-1005-035 (10/09)

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11

The Dark Side ofTechnology: Are you Awareof your Cyber Liability?

By Tim Hogan, CIC, CRM

For most businesses, it is not a matter of if a cybersecurity breach will happen, but when. Law firmsare no exception. With the added responsibility ofmaintaining client confidentiality and protectingclassified materials, a vigilant approach to cybersecurity should be paramount for all law firms.

According to a 2010 survey by Symantec Corpora-tion of 2,100 businesses worldwide, 73% of smalland mid-size companies have experienced a cyberattack. Those in the legal field understand that asingle breach of electronic data can result in a law-suit. Allegations of a technology error or omission,infringement of intellectual property, or invasionof privacy will not only cost a firm untold dollars indefense and settlement costs, but it will alsoseverely damage a firm’s reputation.

It is essential for law firms to assess their cyberliability and addresses their security issues beforea data breach occurs. Understanding the potentialrisks should be the first step to mitigating poten-tial exposure.

The culprit is often someone close. A surprisinglylarge number of data breaches — over half bysome estimates — are carried out by insiders. “Ahostile act can come from anyone with maliciousintent, whether it’s a disgruntled former or currentemployee or an unethical competitor,” said NeilPosner, a principal attorney at the Chicago-basedfirm of Much Shelist and the chairman of thePolicyholders’ Insurance practice group.

A breach can result from a simple mistake. Anattorney might misplace a laptop, BlackBerry,or flash drive or simply leave it in an unsecuredlocation, such as an unlocked car or briefcase.Exponentially exceeding the hardware replace-ment, a survey conducted by the PonemonInstitute put the average cost of lost data from asingle laptop at $49,246, adding up to a combined$2.1 billion in losses for companies annually.

Combine this with the fact that a perpetratorcould live halfway around the globe and cybercriminals operate worldwide 24/7, the omnipres-ence of cyber threats from multiple attackers must

be acknowledged. Unfortunately, most law firmsoperate under the belief that they are adequatelyprotected against an electronic security breach.That could not be further from the truth, espe-cially for firms with international clients. Forexample, in 2008, Mandiant, an independentcompany of authors, instructors, and securityexperts, investigated a breach at a law firm thatwas representing a client in a lawsuit related toChina. The attackers were in the firm’s networkfor a year before the firm learned intrudersharvested thousands of emails and attachmentsfrom mail servers in addition to accessing everylaptop and workstation in their network.

Still, even companies with state of the art elec-tronic monitoring and cyber protection fall prey tocyber criminals. However, a survey by the Chubbinsurance group found that only 33% of privatecompanies have a response plan in place.

Your firm needs to know how or if your insurancecoverage will respond to a cyber attack. Mostbusiness owners mistakenly think their existinginsurance policies are enough to cover their datasecurity exposures. “Often, it’s the only actualphysical damage to tangible property that will becovered,” Posner said. “Many policies address onlyspecific exposures with dedicated limits that don’textend to the full breadth of data security breachexposures.” Considering the proliferation ofelectronic crime, having a policy that combinesthird-party (cyber liability) and first-party (cybercrime expense) coverage of direct loss and legalliability should be integrated into your firm’sexisting insurance program.

Data breaches affect hundreds of millions ofrecords each year, and reports of attacks continueto rise at a dramatic rate. Fifty percent of organi-zations with less than 1,000 employees have had tocontend with a cyber security problem, accordingto Ponemon. In addition, the survey found that82% of companies that are victims will suffer asubsequent breach.



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Law firms often fear that disclosing such a breachmay prompt their clients to take their business toa competing firm, even though that competing firmlikely has no better capacity to protect the client’sinformation. Don’t let your firm be a victim ofcyber crime. By enacting a combination of cybersecurity measures and having the proper insur-ance plan to safeguard against an electronicbreach, you can protect your firm from a breachand limit your cyber liability.

Tim Hogan heads Alper Elite Services, a divisionof Alper Services, LLC, and is an experiencedproperty and casualty insurance broker forsophisticated clientele. He may be reached at312-867-7314 or [email protected].

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14

Performance at a GlanceBy Benjamin C. Shames

In these challenging economic times, the financialoperations of a law firm are under constant reviewby both the partners and the professional supportstaff. In an effort to maintain profitability, mostlaw firms have cut staff, curtailed perks, and havebeen very vigilant in trying to find areas toreduce costs.

In addition to keeping their eyes on the firm’sfinances, partners are expected to bring in newwork and continue to serve their current clients. Alaw firm’s professional staff can help the attorneysreview the firm’s operations by providing data thatare both concise and meaningful. While someattorneys enjoy reviewing the monthly financialstatements in detail and discussing them with theCFO/Controller, others do not have the timeor interest.

As every partner needs to understand the generalfinancial condition of the firm, a one-page financialstatement – a “Performance at a Glance” can begenerated each month. This statement providesthe basic results for the firm for the current monthand year-to-date and compares those results to thebudget. In addition to the income and expensenumbers, the sample report below shows billablehours, work in process, billings and accountsreceivable.

As you develop these data, it is important to getfeedback. Many attorneys have specific data that

they have found to be helpful to the managementof their practice. Developing data and graphs thatare colorful but do not provide meaningful infor-mation are a waste of time for both the attorneyand the staff member that created them. In manyinstances, you can put together data that willsatisfy many requests at the same time.

A “Daily Flash Report” is another report that isvery useful to the partners. This report can besent by email at the end of each day. This reportshows:

• The total value of time entered by timekeepersfor the day and the month,

• Total billings for the day and the month,• Total collections for the day and the month.

These data provide the attorneys with an overviewof the flow of the business. The report also allowsthe partners responsible for the financial manage-ment of the firm to view the status of WIP andbillings. While law firms do not control what newmatters their clients will give them or when theirclients will pay, they can make sure that timeis entered currently and bills are sent out on atimely basis.

Benjamin C. Shames is the Controller of theValorem Law Group and currently serves as theChapter’s Survey Director. Ben may be contactedvia email at [email protected].


Date Daily M-T-D Daily M-T-D Daily M-T-D1 52,000.00 52,000.00 83,000.00 83,000.00 100,000.00 100,000.002 40,000.00 92,000.00 36,000.00 119,000.00 70,000.00 170,000.003 11,572.50 103,572.50 50,000.00 169,000.00 - 170,000.004 37,000.00 140,572.50 56,000.00 225,000.00 15,000.00 185,000.005 48,000.00 188,572.50 5,000.00 230,000.00 50,000.00 235,000.00

(Net of Contingent Time*)

CollectionsWIP Billing

For the Month December, 2010For the Month December, 2010 For the Month December, 2010


15

Lawyers R USThrough 12/31/2010

INCOME STATEMENT MONTH TO DATE YEAR TO DATEChange ChangeFrom From

Actual Budgeted Difference Budget Actual Budget Difference BudgetFEES 2,000,000 2,500,000 (500,000) -20% 27,500,000 30,000,000 (2,500,000) -8%

EXPENSES:Operating ExpensesCompensation and benefits 800,000 850,000 50,000 6% 9,600,000 9,750,000 150,000 2%Office expense 350,000 375,000 25,000 7% 4,200,000 4,250,000 50,000 1%Business & Professional development 150,000 135,000 (15,000) -11% 1,800,000 2,000,000 200,000 10%General and administrative expenses 20,000 25,000 5,000 20% 240,000 250,000 10,000 4%

Total Operating Expenses 1,320,000 1,385,000 65,000 5% 15,840,000 16,250,000 410,000 3%

Interest and Other Expenses (Income) 30,000 37,500 7,500 20% 180,000 225,000 45,000 20%TOTAL EXPENSES 1,350,000 1,422,500 72,500 5% 16,020,000 16,475,000 455,000 3%

NET INCOME 650,000 1,077,500 (427,500) -40% 11,480,000 13,525,000 (2,045,000) -15%

Less: Partner Draws 500,000 500,000 0 0% 6,000,000 6,000,000 - 0%Income Available for Distributions 150,000 577,500 (427,500) -74% 5,480,000 7,525,000 (2,045,000) -27%

Total Points 500 500 500 500 500 500

NET DISTRIBUTABLE INCOME PER POINT 300 1,155 (855) 10,960 15,050 (4,090)

Change ChangeOTHER SELECTED DATA From From

Actual Budgeted Budget Actual Budgeted BudgetTotal Billable hours 6,250.00 6,666.67 -6% 75,000.00 80,000.00 -6%Average Hours Per Full Time Partner 120.83 125.00 -3% 1,450.00 1,500.00 -3%Corporate 116.67 125.00 -7% 1,400.00 1,500.00 -7%Finance 133.33 125.00 7% 1,600.00 1,500.00 7%Intellectual Property 141.67 125.00 13% 1,700.00 1,500.00 13%Litigation 120.83 125.00 -3% 1,450.00 1,500.00 -3%Real Estate 83.33 125.00 -33% 1,000.00 1,500.00 -33%

Average Hours Per Full Time Associate 133.33 141.67 -6% 1,600.00 1,700.00 -6%Corporate 116.67 141.67 -18% 1,400.00 1,700.00 -18%Finance 133.33 141.67 -6% 1,600.00 1,700.00 -6%Intellectual Property 141.67 141.67 0% 1,700.00 1,700.00 0%Litigation 120.83 141.67 -15% 1,450.00 1,700.00 -15%Real Estate 83.33 141.67 -41% 1,000.00 1,700.00 -41%

Sept Oct Nov Dec

Work In Process 2,700,000 2,600,000 2,400,000 2,200,000Billings 2,500,000 2,700,000 2,600,000 2,400,000Accounts Receivable 3,400,000 4,150,000 4,300,000 4,600,000


© 2010 Robert Half Legal. An Equal Opportunity Employer. 0410-5002

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Ms. Foster stressed that the work day for manyusers is like the game “Whack A Mole,” they putout one fire and move on to the next. In manycases in this economy, with the reduction of staff,users do not have the time and/or knowledge tofigure out a better way to perform their jobs.

Hardware and SoftwareInventory hardwareIdentify candidates for replacementDetermine what is missingCreate a Disaster Recovery Plan

HardwareOne example given by Ms. Foster to improveproductivity by examining the hardware used isthe introduction of desktop scanners. Many firmsscan documents to make the documents availableto everyone, reduce paper, and provide backup.However, little thought is given to the inefficiencyof users if the scanners are located far from theirworkstations.

BackupFires, floods, and electrical outages happen. Lawfirms are very dependent on their computer dataand need to be prepared for disasters. Firmsshould have a minimum of two backups – one on-site and one offsite in a secure location. In addi-tion, firms need to review their backup system todetermine how much user intervention is requiredfor a successful backup each night. The less inter-vention required the better.

SoftwareMany firms implement new software without suffi-ciently training their staff on how to use this newsoftware. This lack of training results in frustra-tion by the users and, more importantly, the firmloses many of the advantages and features of thenew software.

One area Ms. Foster focused on was documentmanagement software. A great deal of time iswasted when attorneys and staff cannot find docu-

ments. Document systems allow users to searchfor documents based on author, title, and specificcontent. A document management system can alsobe an excellent part of a conflict-checking program,as the names of the parties involved in a law suitare included in many of the firm’s documents.

In terms of an actual hardware and softwareinventory, there is a free software program on theinternet by “Belarc” (and a network version for$60) that will inventory the hardware and soft-ware on each computer and produce a report.

The ReportSubstantiveDocumentation of the issuesSuggestions for new hardware and softwareSuggestions for process improvement based on the

data and suggestions from firm attorneysand staff


16

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How to Re-RecruitYour Best People

By Kirby Hillman

Legal support staff who remained employed duringthe downturn may have been better off than thosewho lost their jobs, but this is not to say they havenot had their share of stress. Because of staff re-ductions and hiring freezes, many professionalshave had to absorb the duties and responsibilitiesof one or more positions left vacant.

The strains of juggling additional work and copingwith economic uncertainty have been fatiguing formany. Your best workers have stayed with yourfirm through the worst of the recession, but it’spossible they’ve been biding their time, waiting fornew opportunities to emerge elsewhere.

Few firms can afford to lose their most skilled andexperienced support staff members. To bolsterloyalty and retain your top performers, you must“re-recruit” them. Just as you would when speak-ing to prospective hires, you must continually“sell” your current employees on the advantages ofworking for your firm. Here are some ways toshowcase what’s unique about your organizationand why it’s the right place for them.

Provide Well-Defined Career Paths

Legal support employees who have considerabletenure may be at a high risk of leaving, especiallyif they’re burned out or feel that their careers havestalled at your firm.

While you should avoid making pie-in-the-skypromises, help them envision tangible rewards onthe horizon, such as the opportunity to contributeto significant, complex cases or the chance toassume more of a leadership role on project teams.

If promotion opportunities are limited at yourfirm, you can still create levels of advancement foryour team. Speak to your best workers about theiraspirations and goals and brainstorm ways youmight structure job descriptions and positions toaccommodate and advance those goals.

Promote Professional Growth

Even with reduced budgets, you can still developyour employees’ skills and build their knowledge.One cost-effective option is e-learning. Look intothe possibility of providing online instructionthrough the Internet or the company intranet.

This can permit you to train employees while sav-ing the time and expense of sending people offsite.

If you do pay for staff members to attend aseminar or conference, get the maximum return onyour investment by asking them to share whatthey learned with their coworkers. This can beaccomplished in the context of a staff meetingor an email memo outlining key concepts.

Another affordable option is to institute a varietyof mentoring relationships. In addition to thetraditional one-on-one model, consider setting upgroups of mentors from various areas who willfocus on high-potential employees. Each groupcould meet regularly to brainstorm ways to helpa specific top performer build on key strengths andachieve professional goals.

Emphasize Firm Culture

Remind your employees about the features of yourfirm that appealed to them when they first cameon board. In particular, tout those aspects that arehard to find elsewhere. Does your firm embraceflexible scheduling for all employees? Do you havea particularly diverse and interesting client roster?Does the firm engage in important pro bono workthat helps the community? These are all “sellingpoints” that are worth repeating to your staff.

In many cases, the recession has jeopardizedmorale and chipped away at employee loyalty. Asconditions improve, the best legal professionalswill begin to explore their possibilities, but thisdoesn’t mean that the loss of your best people isinevitable. Rather than taking the attitude thatyour staff members should feel lucky just to havejobs, take a different tack and tell your team whyyour firm is lucky to have them. Appreciation andrecognition go a surprisingly long way. With acore staff of loyal, competent, and experiencedlegal support professionals in place, your firmwill be better positioned to capitalize on the even-tual upturn.

Kirby Hillman is the Chicago division directorfor Robert Half Legal, the premier provider ofexperienced project and full-time professionals forlaw firms and corporate legal departments. Formore information, contact her at 312-616-0220 [email protected].


Getting a Handle onFinancial Tasks for theSmall Firm Administrator

By Mary Lynn Wilson

For those of you who are administrators at smallfirms like mine (we have 17 attorneys), we areoften tasked with all of the financial duties at ourfirm. At my firm, the only thing I do not do is theactual tax returns. Below is a sample monthlyschedule for how we handle financial matters atthe firm. While it is not all-inclusive, it shouldcover most of the financial items we are all respon-sible for each month:

• 1st: Run monthly expense logs and enter intoour billing system,

• 1st: Submit 401(k) report,

• 2nd: Run time reports for each timekeeper andcheck for accuracy,

• 5th: Run fee bills for review by attorneys,

• 7th: Complete monthly reporting to partners(includes A/R report),

• 10th: Pay vendor bills,

• 13th: Submit payroll,

• 25th: Pay end of month vendor bills (rent,insurance, etc.),

• 29th: Submit payroll.

Of course, there are always miscellaneous checkrequests for subpoena fees, court fees, and variousother requests that come up on any given day. Iusually try to do those each afternoon by 2:30 pm.At year end, we also have the closing of the books,tax return preparation (when I assist our account-ant), and 1099 preparation.

Having a regular schedule keeps these things onmy radar so that none of these important aspectsof running a law firm are missed.

Mary Lynn Wilson is the Legal Administrator ofCray Huber Horstman Hneil & VanAusdal LLCand serves as the Chapter’s Financial Advisor. Shemay be reached via email at [email protected].

19

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Billing and CollectionsBest Practices Checklist

By John T. Podbielski, Jr.

Billing

• Timekeepers should enter or record timecontemporaneously with the work performed.

• With the increased use of alternative fee agree-ments and matter budgets, best practicesdictate that time should be released or postedby 12 noon or, alternatively, no later than 5:00pm on the following business day for workperformed the preceding day.

• Work in Progress (WIP) reports by client/matter and aging periods should be generatedand distributed to billing attorneys at leastmonthly, preferably at the beginning ofthe month.

• WIP/unbilled time and costs should be billedmonthly, with the exception of matters thatwill be paid at a closing or the conclusion ofthe case.

• “Substantial” legal fees and costs, as defined byeach firm, should be billed more frequentlythan monthly.

• For matters billed hourly and to be paid atclosing or at the conclusion of the transaction,informational bills should be sent to the clientmonthly in order to avoid surprises.

• The appropriate attorney should provide a“heads up” to the client prior to sending out aninvoice much larger than anticipated fees orexpected. Clients never like surprises.

• Accounting should address with attorneys anyWIP which is more than 60 days old.

• All invoices should be mailed by the billing oraccounting department to ensure invoices aremailed when posted. The same rule applies forstatements of account. Generally speaking,attorneys or their secretaries should not besending out invoices or statements of accountunless it is a request for a duplicate copy.

• For the months in which no work has been per-formed or costs billed, a statement of accountshould be sent to the client, listing each openinvoice and the total amount due.

• Cover letters generally serve no useful purposeand should probably be omitted altogether,especially if they cause any delay in the mail-ing of invoices. Significant communicationsand matter status updates should be providedto the client prior to sending the invoice or,otherwise, they look to be self-serving.

• Enclose a remittance envelope with invoicesand statements of account.

• Provide your clients with alternative paymentoptions, including ACH, credit cards, anddomestic and international wire.

• Address and resolve “unapplied” paymentissues promptly.

• Consider printing proformas, pre-bills, and/ordraft bills on different color paper so theystand out and avoid being lost.

• Review of proformas and pre-bills by attorneysshould be considered a priority item. Profor-mas or pre-bills should be turned around asquickly as possible but should not exceed ten(10) calendar days from their receipt unlessthere are exceptional circumstances.

• The firm should send invoices and statementsof account via electronic mail in lieu of mailingwhen presented with the opportunity,

• Consider using window envelopes and foldingmachines to increase efficiency in mailing outinvoices.

• All mailing envelopes and labels shouldhave the words “ADDRESS SERVICEREQUESTED” or “RETURN SERVICEREQUESTED” in the appropriate area inaccordance with United States Postal Serviceregulations.

• Consider using an electronic lockbox if yourvolume dictates it.

• A well designed invoice should contain:

• The amount due and due date – theseitems should be readily identifiable – nosearching should be necessary;

• A due date, preferably a date certain,consistent with the terms of yourengagement letter;

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• The full name of the attorney overseeingthe matter, not their initials or firstinitial and last name;

• A contact name, telephone number, andemail address in case the client has anyquestions;

• Remittance/payment options;

• A listing of open invoices and balancesdue;

• An aging table (more so the case on astatement of account).

Collections

• Generate and distribute accounts receivablereports by client/matter and aging periods atleast monthly, preferably at the beginning ofevery month. These reports need to be timelyand accurate – if your attorneys lose confidencein these reports, they’ve lost their usefulness.

• Make sure your attorneys understand thesereports.

• Meet with your billing attorneys one-on-onequarterly. For those attorneys that havesubstantial books of business or accountsreceivable issues, meeting more frequently maybe in order.

• Inform your billing attorneys what the firm’sexpectations are with respect to payment andwhen the firm considers an account to be pastdue, necessitating that it be addressed by theattorney, collections staff, or, if necessary, firmmanagement.

• Attorneys should be alerted daily when a clienthas made a payment toward their account.Preferably, this should be done via an auto-mated email message. Information should in-clude the cumulative payment amount and theinvoices paid or partially paid.

• Collections staff should solicit permission frombilling attorneys to work specific past due ac-counts or obtain blanket permission from them.

• Firm management should permit collectionsstaff to contact clients on accounts that thefirm considers to be seriously past due and arenot being effectively addressed by the billingattorney.

• All contacts or communication with a clientor the billing attorney should be documentedin the firm’s collection software and diariedfor follow up, if necessary. Alternatively, forsmaller firms, Microsoft Excel spreadsheetscan be used.

• Initial collection efforts should be done by tele-phone and/or email.

• Your initial calls to clients should reflect yourfirm name on their caller IDs. Clients shouldknow you are calling (at least initially).

• Attempted telephone contact with clients whoare not responsive should be made at variedtimes throughout the day, including in themorning, afternoon, evening, and, if necessary,on Saturday.

• Consider using call blocking or using a cellphone to attempt contact for clients who arenon-responsive.

• If voicemail messages are not responded to,leave call-back messages with the client’sadministrative assistant, secretary, or recep-tionist. Be judicious in the informationdivulged and the message you leave.

• Timely and consistent follow up is necessary toensure success. Minimally, this means weeklybut could be every other day or even daily,depending on the specific factual circum-stances.

• As with clients, follow up with billing attorneyswhen they have informed you that paymentfrom a client is forthcoming or they will call orfollow up with their client.

• No more than three collection letters shouldbe sent. Provide a deadline/date certain for theclient to either pay or contact the firm –typically, this is ten (10) days. Each successiveletter should up the ante or escalate the conse-quences if payment is not made or if the clientdoes not communicate with the firm.

• All letters to clients should be reviewedand personally signed by the writer – do notuse signature stamps. Use blue ink to signthese letters.

• Firm management should approve all paymentplans.


23



• Billing and/or collections staff should diary andmonitor all payment plans.

• Payment promises should be confirmed in writ-ing via letter or email but do not necessarilyneed to be signed by the client. Billing and/orcollections staff should be alerted to anypayment plans so they can monitor payments.

• Broken promises, i.e. missed payments, shouldbe followed up within three (3) days of thedue date.

• To establish a sense of urgency and to getthe client’s attention, demand letters should besent to clients via Priority Mail, FederalExpress, or UPS in their respective oversizedenvelopes.

• In order to collect your delinquent accounts ona contingent fee basis, use collection agenciesfor smaller balances and collection law firmsfor larger balances. Alternatively, consider atwo tiered approach – refer the account to acollection agency first and then to a collectionlaw firm if those efforts fail. Collection agen-cies generally have experienced professionaltelephone collectors on staff, while collectionlaw firms may not. On the other hand, collec-tion law firms can commence a lawsuit, obtaina judgment, and enforce the judgment, whilecollection agencies cannot.

• Establish guidelines and procedures for deter-mining which accounts should be forwarded inorder to avert a potential legal malpracticeclaim, especially for accounts referred to collec-tion law firms. A review of the invoices and thefile should be conducted, among other things,by a colleague who is not involved in thematter. Moreover, the billing attorney shouldcertify to firm management that they have noreason to believe that the client has any factualand/or legal basis to assert a legitimate claimfor legal malpractice.

• A final demand letter should be sent to theclient prior to forwarding the account to a col-lection agency or collection law firm. Stampthe letter (not the outside of the envelope)“Final Notice.”

• Use words like “may,” “recommend,” or“consider” in your letters, if appropriate. How-

ever, never threaten actions the firm has nointention of ever taking.

• Unless deemed pointless, a “last chance call” inan attempt to establish contact with the clientconcurrently with or upon the expiration of thefinal demand letter should be considered.

John T. Podbielski, Jr. is the Client ServicesManager at Ungaretti & Harris LLP, wherehe oversees credit and collections at the firm andmanages the annual year-end collection push.John currently serves as the Chapter’s FacilitiesAdvisor and is the founder of Law Firm Credit &Collections, a group of professionals who overseebilling, credit, collections, and financial analysis attheir firms. John may be contacted via email [email protected].

24


25


For more information contact:Ann Herringann.herring pb.com(312) 729-1420www.pb.com


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Victoria J. AndersonJune 13, 1964 – January 1, 2011

We have lost a colleague and a friend. She hasleft us with the task of sorting through theimages and memories she left behind. Vickiworked tirelessly as an advocate for all the sec-retaries in the office and simultaneously kepta watchful eye over the billing and otheraccounting tasks. Her ability to gracefullyjuggle such a full workload will be missed, but,mostly, we will miss her presence.

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I work for:The Foster &Buick LawGroup, LLC,in Sycamore,Illinois

The firm isgeneral prac-tice: Bank Law,B a n k r u p t c y ,Business Salesand Purchases,Civil and Gen-eral Litigation,

Criminal & Traffic, Corporate, Election Law, ElderLaw, Estate Planning & Administration, FamilyLaw, Land Use & Development, Landlord/Tenant,Municipal Law, Personal Injury, Real Estate(Commercial, Residential, Farm), and Taxation.

My title is: Firm Administrator

Before becoming an administrator, I was: alegal assistant while studying Criminal JusticeManagement at Judson University. My intentionwas to become a juvenile probation officer. When Icompleted my education and earned my B.A., thefirm hired me as Firm Administrator. I am thefirst the firm has had in that capacity.

I entered the field of legal administration be-cause: My education was based on leadership andmanagement within the criminal justice system,and so it added to my natural leadership skills.Administration in a law firm has been the mostchallenging and rewarding job I’ve held.

I have been working in the legal field for:six years.

I have a degree in Criminal Justice Managementand Leadership from Judson University, in Elgin,Illinois.

I joined ALA because: I am the first person inthe firm’s history to do the job I do. I had to learnas I went and make things up along the way. Join-ing ALA has been an essential part of the inven-tion process, and I have many resources availableto me that were not accessible before joining.

To be successful in legal administration: Onehas to be able to admit when one does not knowthe answer but be willing to get the answer andknow how to do that, be able to lead a team andtake on any task, no matter how small or large,know how to communicate with everyone in orderto be a liaison and sometimes advocate for bothattorneys and staff.

The thing I like best about being a legal ad-ministrator: It’s never the same from day to day.My job encompasses all aspects of working in a lawoffice – from covering reception to submittingquarterly taxes for the firm to developing a policymanual and implementing marketing strategies.My job is always changing and always evolving.

One of the challenges of being in legaladministration is: Communicating effectivelythe goals of the firm and making sure there is ageneral buy-in for all involved. Handling conflictsamong the humans in the building.

The best advice I’ve received is: Think,take time, and look at all sides before reacting toa situation.

The best advice I would give to someone justentering the legal management field is: Beready, able, and willing to wear many differenthats. Think, take time, and look at all sides beforereacting to a situation.

I try to motivate my staff by: Leading byexample and offering rewards for jobs well done(butterscotch candy works wonders).

Three things that I do well are: Decision mak-ing, taking control of situations, and being a goodadvocate when needed.

If I weren’t a legal administrator, I would be:Probably a probation officer, which was my origi-nal calling.

I recommend membership in ALA to others:Because of the never ending and needed resources.Aside from the educational conferences and accessto the bookstore, having other people to go to whoare in my field and have experienced what I haveat work is something that I would not be able livewithout at this point.


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32

Welcome to OurNew Members

Vonda V. BlakleyControllerDaley Mohan & Groble, PC55 W. Monroe Street, Suite 1600Chicago, IL 60603Tel: 312-422-6529Fax: [email protected]

Connie DennisonPerry G. Callas, P.C.5412 Route 31, Suite 5Crystal Lake, IL 60012Tel: 815-749-8499Fax: [email protected]

Jacqueline R. QuillinanOffice ManagerKlein Thorpe & Jenkins, Ltd.20 N. Wacker Drive, Suite 1660Chicago, IL 60606Tel: 312-984-6400Fax: [email protected]

Maureen E. AikensOffice ManagerLaw Offices of Wilson & Wilson1023 W. 55th Street, Suite 110LaGrange, IL 60525Tel: 708-482-7090Fax: 708-482-7093molagrangelaw.com

Kevin M. BrysonOffice AdministratorGoldstein Bender & Romanoff1 N. LaSalle Street, Suite 2600Chicago, IL 60602Tel: 312-401-5895Fax: [email protected]

Mark G. McKenzieOffice ManagerHeplerBroom LLC150 N. Wacker Drive, Suite 3100Chicago, Illinois 60606Tel: 312-205-7714Fax: [email protected]

Congratulations to Mark Bridgeman. Mark isnot only the proud father of the bride but also theproud Dad of a soon-to-be DEA agent. Mark’sdaughter, Chenin, of San Diego, was married toSean Donahue in late March 2010. Chenin gradu-ated on January 27, 2011, from the DEA Academyin Quantico, Virginia. The receipt of her agentcredentials from the DEA is a dream come true forChenin, who had to overcome a hearing impair-ment to fulfill this dream. Chenin and herhusband, DEA Agent Sean, will be stationed inPortland, Oregon, effective March 2011.


The last good book I read was: Vienna Preludeby Bodie Thoene.

The last good movie I saw was: “Brothers.”

The last vacation I took was: I took my familyto Virginia Beach over the summer.

The one appointment that I never miss is:my hair appointment!

In my free time, I: go to my children’s sportingevents or read.



Calendar of EventsCalendar of Events

FebruaryFebruary 17: Joint Meeting

Small and Mid-Size FirmsThompson Coburn LLP55 E. Monroe, 37th Floor

February 21: President’s DayALA Headquarters Closed

February 22: Board MeetingEpstein, Becker & Green P.C.150 N. Michigan Ave.,Suite 3500

MarchMarch 8: 11th Annual Fat Tuesday

ChallengeDave & Buster’s1030 N. Clark St.

March 9: Small Firm Subgroup MeetingMcDonald Hopkins LLC300 N. LaSalle, Suite 2100

March 15: Bi-Monthly LuncheonStandard Club

March 17: Mid-Size Firm Meeting

March 29: Board MeetingSedgwick Detert Moran &Arnold LLP1 N. Wacker Drive, Suite 4200

AprilApril 13: Small Firm Meeting

April 21: Mid-Size Firm Meeting

April 26: Board Meeting

MaySave the Date:

May 22 – 25: 2011: International Conferenceand ExpositionOrlando, FL

For further information about localevents, visit: www.ALAChicago.org

For further information about nationalevents, visit: www.ALANet.org

Local Events National Events

34

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