Joel A. Rose & Associates, Inc. is a firm of management consultants
which specializes in law firm management and legal economics.

P.O. Box 162
Cherry Hill, New Jersey 08003
Telephone: (856) 427-0050 or (800) 381-1645
Fax: (856) 429-0073
E-mail: JROSE63827@aol.com



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You are welcome to access and download Joel A. Rose’s articles on the following subjects:

New articles are added regularly, so please continue to access our website.


Managing Partners and members of Executive Committees in law firms of all sizes and specialties across the United States and Canada have retained Joel A. Rose to recommend on methods and procedures to:

SPECIFICALLY

What We Can Do For Private Law Firms

Improve Law Firm Organization and Long Range Planning

  • Firm governance, administrative and financial management
  • Management of practice areas
  • Strategic planning and marketing of legal service studies
  • Retreats and other meetings
  • Total quality management
  • Mergers, other offices, and problems of growth
  • Computer models for projected growth (contraction)

Recommend on Lawyer Compensation Plans

  • Assessing current plans in light of the firm's objectives
  • The most appropriate compensation criteria and weighting
  • Methods for administering subjective, objective and combination systems
  • Implementing and administering partner and associate evaluation plans

Enhance the Economics of the Firm and its Practice Areas

  • Lawyers' earning plans and income expectations
  • Capital requirements and evaluation of proprietary interests
  • Evaluation of economic results by lawyer, firm, fields of law, office and clients
  • Fees and billing policies
  • Alternative billing arrangements
  • Comparative analyses of income and disbursements; planning for profit, containment of overhead and projected growth (contraction)
  • Methods for addressing cash flow problems

Plan and Facilitate Retreats and Other Meetings

  • Identify priorities of the firm and individual/groups of partners and other discussion issues designed to improve communications
  • Prepare agendas and retreat workbooks about strategic and financial planning, governance, lawyer compensation, practice management and marketing, retirement planning, etc.
  • Facilitate discussions to achieve consensus
  • Identify current and anticipated trends and describe how successful firms deal with them
  • Recommend alternative management and economic practices tailored to your firm's immediate and long-term needs
  • Prepare Follow-up Reports
  • Assist in the Implementation of Agreed Upon Policies and Procedures

Recommend Feasibility of Mergers/Acquisitions of Law Firms/Lateral Hires

  • How law firms may become more desirable merger candidates
  • Feasibility studies about potential mergers/acquisitions
  • Identifying and evaluating target firms
  • Merger strategies and negotiating techniques
  • Integrating the merged firms

Recruit Managerial Personnel

  • Managing Attorneys
  • Executive Directors
  • Directors of Administration
  • Office Administrators

Streamline Financial and Administrative Systems

  • Controls for client matters and attorney workloads
  • Time and money records and cost controls
  • Bookkeeping, accounting and alternative billiing
  • Utilization of financial and management information
  • Filing, indexing and retrieval of information and docket controls
  • Records retention and retrieval of prior work product
  • Library

Recommend Career Development Programs - Professional and Administrative Staffs

  • Salaries and other compensation
  • Methods of evaluation and training
  • Recruiting practices
  • Progression to partner/shareholder/principal

Practice Development

  • Marketing plans
  • Role of the marketing committee/"Marketing Czar"
  • Conduct client surveys
  • Client and workload analysis
  • Cross-selling of services to existing and potential clients
  • Enhancing synergism among and between practice areas, teams and departments

Educational Programs

  • Custom Designed In-house Educational Programs that address the specific requirements of law firms
    • Motivating Attorneys to Improve Their Billings and Collections
    • Compensation Systems that Reward Attorneys and Motivate them to Achieve Firm Objectives
    • Partner Withdrawal, Retirement, Disability and Death
    • Planning and Implementing Strategic and Business Development Plans
    • Law Firm Leadership and How to Get it
    • Changing Firm Culture
    • Improving the Firm's Revenue Stream and Managing Cash Flow
    • Succession Planning for Administrative and Substantive Management, and Clients
    • Growth Strategies: Merger, Acquisition, Incrementally or Combination

About Joel A. Rose

Joel A. Rose is a Certified Management Consultant and President of Joel A. Rose & Associates, Inc., management consultants to the legal profession. The firm, national in scope, is headquartered in Cherry Hill, New Jersey.

Mr. Rose received a B.S. from New York University and an M.B.A. from the Wharton Graduate School of Business, University of Pennsylvania. He has extensive experience consulting with private law firms and government agencies. Mr. Rose performs and directs consulting assignments in law firm management and organization, strategic and financial planning, lawyer compensation, the feasibility of mergers and acquisitions and marketing of legal services. He has extensive experience planning and conducting retreats and special expertise resolving problems among and between lawyers.

Mr. Rose's articles on law office management and economics appear in the Philadelphia Legal Intelligencer, the Pennsylvania Law Weekly, the New Jersey Law Journal, The Texas Lawyer, publications of the Association of Legal Administrators and other state and local bar association journals. He is the principle contributor to "Thrive," the blog of the Law Practice Management Committee of the New York State Bar Association.

Mr. Rose is a contributing author of the book, Model Partnership Agreements for New York Law Firms, published by the New York State Bar Association, and author of chapters in the monographs, "The Quality Pursuit, Assuring Standards in the Practice of Law",  and "The Professional Managers in the Law Office", both published by the American Bar Association. Mr. Rose is on the Board of Editors of Accounting and Financial Planning for Law Firms and Law Firm Partnership and Benefits Report.  Mr. Rose is a member of the Law Practice Committee of the American Bar Association. He frequently presents tele-seminars and webinars for the New York State Bar Association, The New Jersey Institute of Continuing Legal Education and national and international Law Firm Networks.

Mr. Rose speaks at national, state and city bar association meetings and at chapter meetings of the Association of Legal Administrators. He is a member of the Law Practice Management Committee of the New York State Bar Association, an associate member of the American Bar Association and a Fellow in the College of Law Practice Management. Mr. Rose is listed in Who’s Who in America.


A Closer Look

     Busy lawyers frequently put off the chore of finding solutions to difficult management and economic problems because of the pressure of clients' affairs or their lack of knowledge about the subject. Thus, inadequate or inappropriate organization and systems, and poor administrative procedures continue to exist for long periods of time at the expense of lawyers' income and welfare.

     As specialists in law firm management and economics, our consultants can identify the most appropriate and cost-effective solutions to management and economic problems confronting your law firm that are consistent with the culture and values which have guided its operations. Our extensive experience in this field enables us to effect improvement rapidly and with the least demand on the valuable time of your partners.


Investigate Without Obligation

     If your firm has organizational or economic problems which we can help to solve, or if you could benefit from an objective appraisal of your firm's operations, please contact Joel A. Rose, without obligation, to determine how we may be of service. Recent client references about our work will be provided, as desired.

Call on us for speaking for Law Firms and Bar Associations

We hope that you will call upon Joel A. Rose, if you are looking for an effective speaker for your firm’s retreat, a partners’ meeting or bar association event, or desire assistance with the planning process.  Below is a list of Joel’s recent and future speaking engagements:

2014 Engagements:

April 9, 2014:  New Jersey Institute for Continuing Legal Education, Live Presentation, “The Business of Law: Does it Have to be Profits v. Ethics”

April 10, 2014: Center for Competitive Management, Webinar, “Re-Inventing Associate Compensation: Creating a Sustainable Advantage by Connecting Compensation to Long Term Value”

May 9, 2014: Montgomery County (MD) Managing Partners Meeting, "The Orderly Succession of Firm Governance and the Transition of Clients from Senior Partners to Other Members of the Firm."

July 15, 2014: Pennsylvania Bar Institute, Webinar, “Succession Planning and Client Transition”

August 12, 2014: Pennsylvania Bar Institute, Webinar,  “Compensation Systems: Inherent Tensions and Techniques for Motivating Partners”

August 26, 2014: Pennsylvania Bar Institute, Webinar,   "Developing and Implementing Internal Controls for Ethics, Conflicts, Quality Review and Employee Responsibilities"

2013 Engagements:

January 15, 2013 ~ LEGUS, Webinar, "Admitting New Partners, Classes of Partners and the Feasibility of Part-time Partners in Less Than Profitable Times"

March 14, 2013 ~ New Jersey Institute of Continuing Legal Education, Webinar, "Dealing with the Economic Downturn: Will Your Firm Survive Despite a Sluggish Economy?"

April 11, 2013 ~ American Bar Association, Center for Professional Development on Law Practice Management, Webinar, "Managing and Acquiring Law Firms of All Sizes"

April 29, 2013 - Middlesex County New Jersey Bar Association, Live presentation, "Strategic Planning will Differentiate Your Firm From the Competition," and "Planning the Orderly Succession of Law Firm Management and the Orderly Transitioning Clients from Senior Partners to Other Members of the Firm."

May 16, 2013 – Montgomery County (Maryland) Managing Partners’ Committee Meeting,"Strategic Planning to Differentiate Your Firm From the Competition"

July 11, 2013 – Center for Competitive Management, Webinar, "Compensation of Non-equity Partners"

July 23, 2013 ~ New York State Bar Association, Webinar, "Developing and Implementing Internal Controls for Ethics, Conflicts, Quality Review and Employee Responsibilities"

September 22, 2013 - MSI Global Alliance, Minneapolis, MN  " Compensation Trends and Challenges"

October 10, 2013 - Center for Competitive Management Webinar, "Allocating Origination Credit"

December 11, 2013 ~ New Jersey Institute of Continuing Legal Education, Webinar, "Successful Law Firm Management: From Partner Track to Management Transition and Client Succession"

2012 Engagements:

February 14, 2012:  Legus Legal Network, Planning the Orderly Succession of Firm Governance  and the Orderly Transition of Clients from Senior Partners to Other Members of the Firm.”

February 16, 2012:  New York State Bar Association, “Billings and Collections: "Converting Hours Worked into Dollars Received, How to Get the Bills Out and Receivables Collected."

February 29, 2012: Miami Florida Association of Managing Partners Meeting, "Client Selection and How it Affects Profitability" and "How to Profitably Hire Laterals."

April 19, 2012: Montgomery County Managing Partners Meeting, “Managing the Levers of Profitability of Lawyers, Departments and Offices to Produce Positive Results: Ratios, Rates, Realization and Hours.”

April 20, 2012: Maryland State Bar Association, Managing Partners Committee Meeting, "Managing the Levers of Profitability of Lawyers, Departments and Offices to Produce Positive Results: Ratios, Rates, Realization and Hours."

April 25, 2012: New Jersey ICLE, Admitting New Partners, Classes of Partners and the   Feasibility of Part -time Partners in Less than Profitable Times.”

May 18, 2012:  New York State Bar Association Webinar - Starting a Law Practice, "Profitability Techniques Other Than More Hours and Higher Rates"

August 9, 2012: American Bar Association, Law Practice Management Section Webinar, "Merging and Acquiring Law Firms of All Sizes"

September 13, 2012: New York State Bar Association, “Partner Compensation Systems – Ensuring Your Partner Compensation System Works: Evaluating the Contributions of Business Originators, Producers of Legal Work and Non-Revenue Producing Activities.”

September 11, 2012: Center for Competitive Management, Webinar, Associate Compensation

October 16, 2012: New York State Bar Association, “Strategies for Progressing Equity Partner, Classes of Partners and Part-time Partners in this Difficult Economic Environment.”

October 19, 2012: Nebraska Association of Legal Administrators Conference, "Guidelines for Legal Executives: Executive Directors, Administrators, Office Managers and Functional Specialists"

October 25, 2012: New Jersey Institute of Continuing Legal Education Webinar, "Developing and Implementing Internal Controls for Ethics, Conflicts, Quality Review and Employee Responsibilities"

November 13, 2012: Center for Competitive Management Webinar, Origination Credit and Cross Selling Legal Services


Re-prints of Articles Available at No Charge

     As a courtesy to our clients and friends, Joel A. Rose & Associates, Inc. provides information about current issues affecting the management and economics of law firms.

     You may obtain, without charge or obligation, copies of current articles on the following subjects:

  • Retreats
  • Alternative Billing Arrangements
  • Problem Partners
  • Strategic Planning
  • Mergers
  • Cash Flow
  • Partner Compensation

Articles on Other Topics

RETREATS AND STRATEGIC PLANNING:
Setting Your Objectives for 2014: A Process for Planning an Enjoyable and Effective Firm Retreat
Quality Time With the Partners
The Law Firm Retreat: Not Just Rest and Relaxation
Dealing With Problems of Law Firm Growth
How to Write and Implement a Law Firm Business Plan and Gain Partner "Buy-in"
Four Factors that Bring Out the Energies and Talents of Attorneys
Retreats Enable Law Firms to Advance During a Recession
Different Horses for Different Courses
Retreating in Order to Advance
Fifteen Tips for Enhancing Harmony and Synergy Among Attorneys
Reconciling Different Outlooks
Strategic Planning: A Necessity in Today's Environment
Developing and Implementing Strategic Plans that Differentiate Your Firm from the Competition
Planning the Successful Retreat
What Will the Business of Law be Like for Midsize Firms in the Next Five (5) Years?
Strategies to be Developed by Mid-sized Law Firms to Deal With the Growing Competition of Multi-Skilled Resources of Larger Firms
Retreats Let Firms Face Themselves
Strategies for Planning a Retreat
Planning a Retreat to Tackle a Problem
Writing a Statement that Conveys the Firm's Mission
A Four-Step Formula for Strategic Planning

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GOVERNANCE:
Does Your Firm Need a Consensus Builder or an Autocrat?
The Managing Partner's Role in Establishing a Firm's Culture
Planning the Orderly Transition of Firm Governance
Coping With the Next Recession: Strategies for Managing Partners
Leadership Needed -- In Good Times and Bad
Management Skills Needed by the Managing Partner
Trends That Will Soon Confront Managers in Midsize Firms
Training the Next Generation of Law Firm Managers
How a Firm Can Deal With a Management Crisis
Attributes of Successful Managing Partners
Avoid the Pitfalls in Implementing Effective Practice Management
Strategies for Grooming Young Lawyers For Law Firm Management
Strong Hands-on Leadership is Needed During Troubled Times
Motivate Your Employees!! A Paradox of Productivity at Law Firms
How Law Firms are Dealing with Under-Used Partners
Is Your Firm's Culture an Asset or a Liability?
Formulating a Management Plan for Your Firm's Success
Partnering Requires Careful Balancing
Planning the Orderly Succession of Firm Management
The Managing Partner's Duties on the Practice's Administrative Side
Planning, Both Long and Short-Term, Can Help Make Sense of Your Firm's Direction
Tips for Creating a Partner's Customized Model and Plan
Defining the Role and Development of a New Managing Partner
What Owners Must Do To Create and Maintain a Cohesive Law Firm Partnership
Warning Signs of Partners’ Real or Perceived Problems with a Firm’s Culture and/or Management Practices and What To Do About It
A Managing Partner's Checklist
Orderly Succession of Firm Management
Dealing With the "Leadership Vacuum" in Law Firm Management
Training For Lawyer Management
Choosing a Method of Governance
Culture Oftentimes Determines A Firm's Success
The Will to Manage: Formulating a Plan to Succeed
Symptoms of Poor Management
PRACTICE MANAGEMENT:
Practice Management Takes Hold in Mid-Size Firms

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COMPENSATION ISSUES:
Getting Credit for Originating a Matter
A Firm's Culture Affects Partners' Compensation
12 Tips to Enhance Your Firm's Partner Compensation System
COMPENSATION 101: A Primer on Choosing a Compensation System
A Newer Approach for Compensating Non-Equity Partners
Evaluation and Compensation of Partners
Compensating Managing Partners
Tips for Motivating Partners to Attract Business, Delegate Work and Manage the Firm
Ensuring Your Lawyer Pay Plans Work During This Recession
Realistic Expectations of a Well-Conceived Partner Compensation System
Firms Rethink Partners' Pay as Leverage Declines
How Does Escalating Compensation Fit in With Today's Firm Economics?
The Distribution of Law Firm Profits
Creative Strategies to Cope with Higher Associate Compensation
Components of Compensation Systems in Successful Firms
Newer Trends in Determining the Most Appropriate Partner Compensation System for Your Firm and Standards to Assess Partner Performance
Dealing with Tensions Surrounding Partner Compensation
How Does Associate Compensation Fit in with Today's Law Firm Economics?
A Checklist for Your Compensation Concerns
The Problems With "Permanent" Origination Credit
Performance Criteria for Partner Compensation
Sharing Origination and Cross-Selling Credit
Administering Partner Compensation Systems
Partner Compensation Plans: A Primer

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INCREASING PROFITABILITY AND OTHER ECONOMIC ISSUES:
Three Proven Short-Term Strategies to Sustain and Grow Future Profits
Preparation and Use of Personal Attorney Business Plans
Modify Fees to Meet Competition, Client Demands
Nine Essential Billing and Collection Skills for Lawyers
Eight Strategies to Help Managing Partners Enhance Cash Flow
Show Me the Money ~ Why Firms Need More Partner Capital
Capitalizing Your Firm During Difficult Times
Strategies That Keep Cash Flowing and Profit Margins Growing
Small and Mid-sized Firms can Bolster Client Relationships by Tailoring Fees
Changes in Pricing Legal Services
Creative Billing Arrangements
Alternatives to Hourly Rate Billing
16 Characteristics Present in Most Financially and Professionally Successful Law Firms
Coping with the Economic Downturn
How to Make Profitable Use of Associates
Implementing an Alternative Billing Program
Mid-size Firms: Key Trends Affecting Competitiveness and Profitability
How to Teach Your Lawyers Billing and Collection Skills
Utilizing Financial and Management Reports to Enhance Revenue and Profitability
Profitability Techniques Other than more Hours and Higher Rates
Strategies to Enhance Cash Flow
Ten Ways to Increase Firm Profitability
Motivating Lawyers to Bill and Collect
Firm Capitalization
Strategic Options for "Increasing The Pie"
Determining the Value of a Lawyer's Practice

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LAW FIRM ADMINISTRATORS:
Characteristics of Valued Administrators
The Administrator's Role in Planning and Conducting Retreats
Management Skills and Personal Characteristics Possessed by the 'Irreplaceable' Administrator
Why Hire Professional Managers?
How to Get the Most Out of Administrators
Guidelines for a Legal Administrator's Success
Employing an Office Administrator

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MARKETING:
MARKETING STRATEGIES: Essential for Growth and Survival
Tailoring a Firm for Value-Added Marketing
Clients' Silent Dissatisfaction Is Bad for a Firm's Business: Conducting Client Surveys
Building and Keeping a Client Referral Base
Planning for Business Development and Growth
How Adding Value Can Enhance Profits
Planning the Orderly Succession of Clients

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MERGERS:
Mergers Continue During the Recession, but Combinations Present Problems
Acquisition of a Foreclosure Practice: Does It Make Sense?
Making Merged Firms Work as One
A Primer on Due Diligence for the Joining of Laterals
A Well Planned Merger
How to Evaluate a Candidate for a Merger

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PARTNER ISSUES:
Ten Proven Strategies to Effectively Implement the Two-tier Partner Structure
Defining Partner Obligations - The Rules Have Changed
Tips on Developing and Implementing a Mentor-Protege Program
Weighing the Creation of New Partners During a Recession
Maintaining Motivation For Attorneys in a Law Firm
A Difficult Partner Calls for Tact and Action
Re-Engineering Under-Utilized Partners to a Firm's Benefit
How to Develop Strong Factors of Leadership
Recruiting & Retaining Associates
Six Strategies for Transitioning a Firm's Client Base From Senior to Other Partners
Avoiding a Terrible Cost: What Partners Can Learn From Associates About Retaining Top Quality Associates
Motivating Lawyers to Stay with Your Firm
Criteria for Promoting Associates To Partner Status Has Changed
Managing Partners' Obligations to Address the "State of the Firm" During a Recession
The Generational Mix
How a Firm Can Deal With a Difficult Partner
Motivating Attorneys to Accomplish Objectives
Re-Making Low-Output Partners
Admitting New Partners
Criteria for Progression to Partnership

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