Improving New Client and Matter Intake through Automation and Standardization

20
Jan
2014

Hossein Jabbarzadeh

Law office automation has advanced for many areas of operations, leading to increased efficiencies and productivity. Unfortunately, the new client and matter intake process has largely been ignored. Many firms undertake the process with hand-recorded notes or email, software programs that cannot share information, and ineffective workflows. The result is information scattered across multiple files or programs, which slows productivity and increases administrative costs.

Fortunately, with updated approaches to the conflict/new client intake process, attorneys and staff can overcome these challenges and implement solutions which will help realize the benefits of automation and standardization.

Challenges with Intake Processes

At many law firms, the intake process generally starts with only a few names and facts gleaned after a partner meets with a potential new client, or becomes involved in a new engagement with an existing client. The collected information then should be passed on to the records department, which will be used to generate a conflict report which must be passed back to the partner for review and approval. If a conflict or serious issue emerges, the firm obviously cannot represent the client and the discussion ends. If no immediate conflicts or red flags emerge, the case proceeds to the next level. At many firms, a second level of review exists, which involves additional scrutiny to make sure the client will provide enough business to be worthwhile and has the financial capability to pay the bills. The firm also must verify that the client does not pose any type of legal risk. A panel of partners, usually known as a Risk Management Committee, is involved in this process.

As the case works its way through the firm's system, information may need to be entered separately into the records department systems and the accounting program. Some firms may also involve the marketing department to leverage publicity opportunities. Each department may be looking for different types of data, and that information may need to be manually input into each system at different times in different ways.

Firms without integrated technology often rely on email to move the process along, with some assistance from Outlook Calendar for notifications and from the document management system for storing intake forms. This often leads to a scattershot approach, which requires a great deal of ongoing communication between different stakeholders to prevent issues from falling through the cracks. This is especially problematic for larger firms, where attorneys and staff in different departments may rarely cross paths.

Along with the frustration of inefficient processes, firms also lose revenue. Partners cannot start work on a case until it has been vetted throughout the system. Manual intake often takes a great deal of time, which limits the amount of work that attorneys can accomplish while they wait for results. When firms fail to share information across systems, they also lose valuable opportunities to mine that data.

Best Practices for Technology and Workflows

The right technology and processes can reduce or even eliminate many of these issues. Firms should begin by defining their current workflow steps and identifying the different stakeholders and how they are using the system. Firms need to understand each person's responsibility and how information flows throughout the whole process. Next, firms should define all the possible data that they collect and figure out how they are collecting the information.

This exercise should allow firms to identify where inefficiencies reside in the current system and how they can be minimized. Even if the process is strictly manual, determining the optimal workflow can be very helpful. For example, one staff member can be designated to create calendar reminders that will automatically alert others that actions need to be taken, or to check on the status of a new matter creation. Firms should also look for ways to reduce the number of times data must be entered into different systems. A master template can be developed, so staff and attorneys will only need to complete one initial form.

Along with improved processes, firms should explore systems and applications that will allow them to find the greatest advantages at the most reasonable costs. Certain functionalities are particularly useful,including:

• A web-based application - A web-based application can be accessible to everyone in the firm, including remote workers and those in satellite offices. A web-based application will also make it easier for IT to maintain the software and allow for scalability.
• Automatic notifications - One pain point for many firms is a lack of communication throughout the intake process. A system which includes automatic notifications will go a long way toward eliminating those problems. 
• A customizable solution - Every firm takes a different approach to identifying potential conflicts and approving new clients and matters. Firms should look for a system which can be customized to fit the firm's requirements and which will allow for easier training and adoption.
• Integration with other programs - Any new software program should integrate smoothly with the other applications the firm is currently using or is considering installing. This will minimize the need to constantly re-enter the same information and will allow that data to be shared between different departments.

Changing the intake process and technology will have ripple effects throughout the firm. While the initiative to make changes can come from IT, records management, accounting or another department, building buy-in is critical. Someone at the upper levels of the firm will need to act as a sponsor and champion.

A holistic approach to new client and matter intake is well worth it, despite the initial effort and investment. Firms with automated intake systems are able to accept more clients, since they can make faster decisions about whether to take a case. They will also be able to leverage information in new ways, since information can be shared across departments and systems. Those firms also lower their risk of accepting clients with financial or legal problems. Fewer staff members will need to spend time conducting data entry for the same client and matter, which saves money. All of this will allow attorneys to spend more time focusing on clients' legal needs - not following up on paperwork.