Practice News

Effective July 1, a new Illinois Supreme Court Rule requires the following language to be added to all civil summons:

“E-filing is now mandatory for documents in civil cases with limited exemptions. To e-file, you must first create an account with an e-filing service provider. Visit https://efile.illinoiscourts.gov/service-providers.htm to learn more and to select a service provider. If you need additional help or have trouble e-filing, visit http://www.illinoiscourts.gov/FAQ/gethelp.asp.”

Asked and Answered 

By John W. Olmstead, MBA, Ph.D, CMC

Q. Our firm is based in Springfield, Ill. We have four partners and four associates. We are a general practice firm. All of our associates have been with the firm for more than 10 years, and they receive $100,000 base salaries plus discretionary bonuses. Our associates are excellent attorneys; however, none of them bring in any business and their production numbers are low. Annual billable hours are below 1,200 and working attorney fee collections are below $300,000. We have not given raises or bonuses for the last several years. We are losing money on some of our associates and not even covering our overhead, alone making any profit from our associates. We are at a loss at what to do. Please share any thoughts or ideas that you might have.

The Illinois State Bar Association Assembly approved a proposed rule on succession planning for lawyers during the 2018 Annual Meeting. 

It would require all Illinois licensed private practice lawyers to name a designated representative on their ARDC registration documents or certify that they have made a similar designation in a succession plan or other valid document. The designated representative would have the authority to take limited fiduciary action in the event that the designating attorney dies, becomes disabled, disappears, or abandons the practice.

Asked and Answered 

By John W. Olmstead, MBA, Ph.D, CMC

Q. Our firm is a 12-attorney firm – eight partners and four associates – in Phoenix. It was founded by the current partners 20 years ago. We are an eat-what-you-kill firm – partners receive their fees, overhead is allocated, and their compensation is their individual profit. While we have an administrator who handles the day-to-day management of our operations, we have done a poor job of long-term management and planning. One of our partners has suggested that we develop a strategic plan. However, I believe this would be difficult for us given that we never meet, have different ideas about our future, have never been able to agree on any major decisions, are unwilling to be accountable to each other, and have a general attitude of mistrust. I do not believe we even have a firm culture. In essence we are eight separate practices operating under the guise of a partnership. Your comments are most welcomed.