The Cactus Quarterly Newsletter - 3Q Print

President's Report

By:  Sharon Williams

Hello Arizona ALA, what a quarter it has been. I will start by saying how honored I am to be President of this great Chapter and to be a part of this great Association. I hope I am proving myself worthy of this honor. If not, I welcome your constructive criticism and solutions. The Board knows we are here as your representatives and we don’t take that responsibility lightly.

These last few months have brought us some great opportunities, great events and yes, some not so great changes in Arizona law. I don’t know about you but with the new sick leave law, panic set in. However, thanks to several presentations from the Chapter, I am feeling more in control. Even my lawyers looked to my information and Facebook Live presentations for assurance that we were in compliance.

We had a great presence at the Annual Conference this year. Our team spirit was noticed. Thanks to Marsha Kendall’s hard work we were awarded the Presidents’ Excellence Award and Sonji Le Blanc won the Chapter’s first ever Quest Award thanks to her devotion to the Chapter.

We had a great Chapter social, very informal. Of course there was great food but even better, an opportunity for current long-standing members to catch up with each other, get to know new members and potential members, as well as spend time with our sponsoring BPs ALPS Property & Casualty Insurance & Total Networks. We have so many amazing events thanks to our great Business Partners.

In a move to make participating more rewarding, we offered additional scholarships to attend conferences. If you have ever had the opportunity to attend a regional, national or specialty conference, you know they are a tremendous growth opportunity. That is what we want to be about – helping you grow in your position and bring back a return on your investment. I’ve had so many “aha” moments at conferences where I’ve gone back to my managing partner and management team and said look at this. It is a great ROI for your membership. Participate and you will get more chances to win a great opportunity.

Don’t forget to save the date for our August Symposium at the beautiful Hyatt Gainey Ranch. Sonji Le Blanc and team are hard at work making sure this will be a fun learning and networking opportunity, not to mention great dining opportunity. Here’s a hint for you – ahoy there captain! The theme is consistent with that of the Association’s Annual Conference & Expo in National Harbor next year.  

We kicked off an additional leg to Gina Sanfillippo’s great Community Connection campaign of last year, Guide Dogs for the Blind, to add to our donations. We want to be on that wall! A big thanks to Jennifer Lovato and Holly Einspahr for taking over this fun and rewarding project. Where else can you strive to earn puppy visits and kisses at work?   As Gina says “who doesn’t love puppies?”

Our new website has been a great assistance to running the Chapter. It makes all of our Chapter volunteers’ duties easier. As with any new software, program or website we have had some hiccups but are working on it. Thanks to Sonji LeBlanc for her work on this. Please feel free to share with me your experience with it so we can continue to make it a better tool for the Chapter.

In closing, as I said in my first address, “Oh the places you will go” but only with each and every one of you. We are a village of our own, running a law firm is not easy, but if you look to your left, and your right as Woody said in the Toy Story “You got a friend in me.”   Take advantage of this opportunity.

Be safe, be well and be happy!

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Letter from the Editor

By:  Jacqueline McAferty

“There is a reason rearview mirrors are so small and windshields are so large – it is more important where you’re going than where you’ve been.”

Look Through the Windshield

As managers, it is critical that we stay focused on where we are going. Sharon shared some of the opportunities we have through the ALA, including the upcoming Education Symposium on Wednesday, August 16th at the Hyatt Regency Scottsdale Resort & Spa (7500 E. Doubletree Ranch Road, Scottsdale, AZ)! Ahoy!

The thought I want to share with you is about leadership. What makes you a manager or a leader? The reality is that most of us have a dual role as managers/leaders. Managers make sure we get done what we said we would get done. Leaders aim to anticipate change (look through the windshield), set direction, inspire and motivate. How do we develop our ability to look through the windshield? Katie gave us some advice in her article on learning as much as possible and being ready for new opportunities. Our Business Partner articles give us some good information on meta date and ethics, law firm trends, document management/storage and real estate strategy. Those are all issues that we need to be ‘in the know’ about.

Here is a windshield story for you: When I was a little girl my family was traveling in a car on the roads in Mexico. There were nine of us, four in the front and five in the back. It was a big sedan and was before the age of seatbelts. I was in the front along with my older brother, mother and father. As we came around the bend in the mountains some wild horses ran across the road and one of them smashed into our windshield. None of us were hurt badly, just shaken up, but there was glass everywhere and what remained of our windshield was a mass of crackles. My father (peering through the crackled windshield) drove slowly to the next town and put us in a hotel. It was the middle of the night, but he then hired a taxi to go back and make sure the horse was taken care of. We were able to get a car the next day and get to our home in Mexico City.

You can’t always anticipate what is coming around the bend, but you can deal with it as long as you keep looking forward. My father dealt with the issues in the order he needed to. He kept our family safe, took care of the horse that had caused the accident and then got us back on the road to our destination.

A quote from Orson Welles: “If you want a happy ending, that depends, of course, on where you stop your story.”

We all deal with management issues every day. Keep looking forward to the result you want. It is up to you where you stop your story. Don’t stop until you have the view in the windshield that you want!

 

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Want to Elevate your Career?

Habits to Elevate Your Career

By: Katie Bryant, CLM

I’ve recently been doing a lot of reading about leadership and more specifically about leadership within law firms. I’m proud to say I consider myself a lifelong learner and am mindful that there is always room for improvement no matter the stage of your career. Recently I read an article about habits to follow to help advance your career. They all struck a chord with me personally and I thought it would be valuable information to share with my peers in ALA. Hopefully some of these will resonate with you and allow you not to get bogged down in the day to day stress of our jobs and rather focus on your career advancement.

  1. Know your career mission and pursue it with vigor

    This is certainly a habit that may be interpreted on more than one level. As a philosophy, it challenges you to discover your unique role suited to your talents, interests and values. On a more pragmatic level, your career mission is mostly your job description. The happiest professionals are ones who understand their work and what it takes to do an excellent job.

  2. Competence alone will not get you what you want

    You must make sure that your partners notice when you do excellent work and understands that you expect to be rewarded for going above and beyond. Too often we assume our partners will automatically notice and acknowledge when we do a really good job but the truth is often those that generate attention are the ones who are a problem. If you really want to advance, you need to ask yourself what you want and know your partners aren’t mind readers. Waiting quietly to be recognized is a surefire way to get passed over.

  3. Become an “intrepreneur”

    View your job as a long-term consulting agreement, not a permanent gig. With a contractor mentality, you are more likely to focus on doing excellent work, learning as much as possible and being ready to hop to a new opportunity should the desire or need arise.

  4. Take ownership of your career development and take some risks

    Don’t waste time hoping for the best or waiting for your partners to notice your high-quality work. Chart a career path and make sure your partners know you are working to advance your career.

  5. Network, network, network even when you don’t want a new job

    A well-developed professional network is a source for friendships, mentors and referrals. Job security comes and goes, but a solid network of valuable contacts is valuable no matter the circumstances.

  6. Negotiate for win-win solutions

    While it may often appeal to leave someone in the dust, the reality is you’ll probably have to work with them again. Humiliation will only promote a long-lasting desire for revenge. Instead try to put yourself in your adversary’s place and suggest a solution that benefits both of you.

  7. Life needs to be a continuous combination of work, education and fun

    Those who can master the combination of education, career and leisure throughout their lives will not only live a happier more well-balanced life but they will ultimately be more successful. The reason is simple: Carpe Diem! They seize each day and make it their own.

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Social Networking

By: Carrie Valenzuela

Now that the temperature is reaching record highs, I fondly look back to the cooler weather of April and our Chapter Social held outdoors at El Chorro. I had never been to this location before, and as with most ALA Arizona Chapter events, I was delighted by the venue. This year’s Chapter Social emphasis was on networking and connecting. Members mingled the entire evening, with some taking advantage of the lawn games. The open layout of the area provided the perfect relaxed atmosphere to connect with each other.

I do not often get a chance to chat with people at ALA events because I rush back to the office. The member networking is something that I feel is one of the biggest benefits of our Chapter. Our Chapter has a wonderful range of members. If I have a question or need guidance, there is always someone there to help. Since moving to my new position last year I have reached out to several of you with questions and for support. I know that I would not be able to succeed and thrive without the help of ALA and especially our chapter members. My experience is likely one that is shared by most of the membership. We can feel the benefits that membership gives us every day. It may be as simple as sending or receiving a “hello” email from someone who knows you are stressed about a big project at work or it could be that member who reaches out to you with that next great opportunity. I find myself looking to ALA members every week. Bouncing off ideas, helping each other manage the stress in our lives, and of course we are here for each other for those big moments (good or bad).

This year’s social was the perfect opportunity to strengthen relationships and build new ones. We had a great evening of delicious food, great people, and fun. I was happy to see so many members attend the event. If you were unable to attend the event, then be sure to put it on your calendar for next year because I look forward to seeing you there.

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Total Networks

Ethics and Metadata: What Law Firms Need to Understand

 Metadata is information (data) that describes your data. For example, metadata may include: 

  • Important date/timestamps: such as when a file was created, last modified, last accessed

  • The original author of the file (perhaps many years, revisions, and firms ago)

  • The location a photo automatically captured from a phone GPS

  • Email From/To, Dates, Subject, Attachments (email routing, timestamps, & IP addresses) history

  • Edit History (such as with “Track Changes” enabled) or Comments

This is certainly useful information and may include confidential information. Unfortunately, much of this metadata may also be “hidden” and easy to overlook. State Bar of Arizona Ethics Opinion, 07-03: Confidentiality; Electronic Communications; Inadvertent Disclosure was published to highlight the risk, provides guidance on avoiding inadvertent disclosure, and provide instructions on how lawyers must respond if they receive inadvertently disclosed confidential metadata. Opinion 07-03 references and expands on ER 1.6 (Confidentiality of Information), ER 4.4 (Respect of Rights of Others) & ER 8.4 (Misconduct).

From a preventative standpoint, opinion 07-03 advises lawyers must “take reasonable precautions to prevent the information (metadata) from coming into the hands of unintended recipients.” This opinion also provides some data scrubbing procedure recommendations as well as providing some advice regarding the use of metadata management software and informed client consent in forgoing the use of this software.

Technology and your risk profile both continually evolve. How well are you and your firm keeping on top of and managing your metadata risk?

Some questions you might consider in performing your review of your metadata risks and management policy:

  • Have there been changes to your firm profile (areas of law, types of clients, changes in staff, risks) that require an evolution of your metadata policies and procedures?

  • Do your policies and procedures adequately address risks associated with Microsoft Office Track Changes & Comments? Other metadata risks?

  • Do you have metadata management software in place?

    • Is it actively running/working? (test it)

    • Is it effective? Is it efficient/easy to work with?

    • Have you evaluated if there are any newer, better technology and/or approaches?

  • Has the firm considered the risks associated with the use of BCC (blind carbon copy) in sending email?

  • Is your employee training and education regarding metadata risks sufficient?

Finally, remember that the key to all risk management is a regular rhythm – this is a process, you are never “finished”. Determine appropriate risk management review frequency (at least once per year, more frequently based size, complexity, risks) and set a recurring appointment to review progress towards your plan, reassess risks, and update your plan. Metadata is one of many risks. Your metadata management policy should be on the list of items contemplated & managed.

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Arizona Office Technologies

Microsoft Legal department has implemented PSIcapture to help streamline paper processes. PSIGEN solutions was selected for its ease of use, relative cost, and its level of integration with SharePoint. The department now uses PSIcapture workstations to process incoming records. Please see the link for the full case study, Legal Case study.

Kimball, Tiery & St,John LLP used PSIcapture to turn 175 file cabinets & 70,000 files into a paperless streamlined document process. The firm has seen reduced labor costs, improved time management and higher customer satisfaction. Legal Case study

The legal industry is responsible for handling a massive number of documents. Case files can easily stack up to several reams of paper, and compliance laws require much of this information to be kept on file by law firms, courts and legal departments. Converting files into searchable PDFs and automating the processes of bates stamping, redaction and data extraction is the optimal solution to the problem. The lasting result is a more productive end user and company, using fewer mouse clicks and keystrokes, accomplishing complex and powerful document workflows.

AOT is proud to announce its new Partnership with PSIGEN Software, Inc. They have been leading the industry for the past two decades. PSIGEN is the innovative leader in advance capture applications.

PSIcapture provides a convenient, secure and simple way to capture documents, extract crucial information and route them to a digital repository as searchable files.

  • Easy and secure access to all your documents in one central location

  • Customize and automate Bates stamping within PSIcapture

  • Easily redact personal client information from documents going out for external consumption

  • Process documents from existing cases and stop paying to store physical files

  • Easily migrate files into 60 different case management systems such as Worldox or Summation

Please contact me today and set up a time to review your current processes and see how AOT and PSIGEN can help streamline your workflow processes.

Andrew Belew Major Account Executive Arizona Office Technologies Direct: 602-346-3043 | Mobile: 480-518-5590 4320 E. Cotton Center Blvd. #100 | Phoenix, AZ 85040 

 

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Cresa

White Paper: Law Firms

July 14, 2017

 How Law Firms Can Remain Competitive with Their Real Estate

Strategies for More Efficient Office Space 

to Adapt to the New Paradigm in Legal Services

Amid an extended industry decline, law firms today are struggling to overcome a flurry of market factors that continue to drive down revenues and profits. Battered from all sides, the legal industry is weighed down by declining demand, intense competition from old and new sources, commoditization of legal services, pricing pressures, widespread overcapacity, and increasing attrition.1

“Market demand for legal services has failed to return to pre-recession levels in a majority of US law firms.”1

“Succession planning is a major concern for many firms… As many as 40% of actively practicing attorneys are at or near retirement age…Transitioning from the first to the second generation of leadership is a difficult task that brings its own set of obstacles.2

As a result, law firms can no longer depend on revenue increases of three to four percent each year. In fact, firm leaders are generally pessimistic about their ability to grow profitably and are struggling to transition their firms to a new, more efficient future.

In response, a focused drive to decrease operating costs is heating up. Savvy firm leaders are looking to reduce one of their largest operating expenses: real estate. Second only to payroll for most firms, occupancy costs can reach as high as 10 percent of revenues. With this in mind, commercial real estate represents a significant opportunity to help struggling law firms regain their footing and reshape themselves to better suit the new legal marketplace.

What Can a Smart Real Estate Strategy Achieve for Today’s Law Firms?

Take a thoughtful look at your firm’s current office space use – and in turn, how much space goes unused – in combination with your firm’s work culture and operational needs today. There are likely many opportunities to create greater efficiencies with your real estate.

A strategic CRE plan can help drive down costs, including the cost-per-attorney, by 15 to 20 percent or more. It can also help firms:

  • Streamline operations
  • Attract and retain desirable lawyers
  • Enhance brand image
  • Increase competitive advantage

Using CRE metrics and analysis, your firm can "right-size" your office space to support current and future workspace needs with a flexible and highly efficient real estate plan.

Unused Space: There’s Probably More Than You Realize

The legal industry is undergoing a period of transformation. Technology has changed the way we work, and the economy and market forces are leading to mergers, consolidations, and downsizing. Firms of all sizes are taking stock of their operations and business strategies.

The way office space is used today has changed significantly from the past, and many firms have yet to update their offices to reflect this. Several factors have caused an increase in unused space, including:

  • New Technology: The integration of smartphones, tablets, Wi-Fi and other technology has created a shift in how office space is used.

 

  • Highly Mobile Attorneys: Due in part to technology, today’s lawyers are frequently off-site and may not need dedicated space all day, every day. However, they do require comfortable and convenient space in various locations to do their jobs effectively.

 

  • Contingent Staff:More than half of all law firms are using part-time lawyers (59%) and contract lawyers (56%) to meet demand as needed.1 These contingent staff create the need for more flexible workspaces to perform large document reviews and other temporary but demanding projects.

 

  • Overcapacity and Underutilization: Resulting from declining demand, increased competition, and other market factors, many firms are struggling with a surplus of lawyers among equity and non-equity partners, especially in large firms.

 

  • Duplicate Functions Due to a Merger: Following a merger, each firm may continue to maintain support or administrative space, even though the functions and workflows have been combined.

 

To optimize real estate costs, law office space needs to reflect actual office usage. Firms can begin by assessing how much space is being used (and how much goes unused), and how those spaces are used.

Reduce Occupancy Costs by Optimizing Real Estate

The pace of change isn't slowing down anytime soon, and law offices should be structured to adjust as usage dictates. Smart real estate strategies will right-size your office for the needs of today while introducing flexibility that allows easy adaptation. This approach provides law firms with a workspace that can be reconfigured cost-effectively and quickly to grow as they grow, reduce if needed, and adjust to changing future work styles. This concept of adaptable and reconfigurable design is often referred to as "future proofing".

Benchmarking: How Many SF Per Person?

Office sizes are being reduced in most industries, and law firms are no exception. Firms need to reconfigure the offices of both partners and associates to drive improved effectiveness while reducing the square footage per attorney.

Law firms average 315 usable square feet (USF) per person3 – more on average than any other industry, including accounting (265 sf), financial services (300 sf), and communications (257 sf).

These numbers are declining over time, as law firms are redesigning their space to save occupancy costs. Forward-thinking firms have been able to reduce their space by 15 to 40 percent while increasing headcount by introducing universal office sizes, wall-less offices, and mobility (work from anywhere) programs.3 

Caption: This chart from Margulies Perruzzi Architects shows USF/worker numbers that differ slightly from the Cresa data mentioned above, however, the trend is the same. Law firms still have the most usable square feet per office worker of any industry and continue to use primarily private offices, while other sectors are more in line with changing industry standards.

One Size Fits All: Saving Space with Universal Office Sizes

Utilizing universal offices is a concept that is shaking up the age-old allocation of space based on seniority and title. Firms with one-size offices across the board typically take up 20 percent less space than firms with variable office sizes. Among firms that have implemented universal-size offices, they average 150 to 160 square feet per office.3

Hoteling: Flexible, Private Office Space for Mobile Attorneys

When you walk into a typical law office of 20,000 sf or larger, it’s common to find the majority of offices empty. Attorneys are out meeting with clients, working from home, or in court. In fact, with today’s growing mobile workforce, nearly 50 percent of dedicated workstations or offices can be left empty on any given workday.

One option to make more efficient use of this space – and to allow firms to reduce their overall footprint by maximizing their capacity – is hoteling. This concept uses a system in which people are not assigned permanent offices; instead, they reserve an office for their temporary use just for the days/times they will be in the office. This approach creatively reduces the overall footprint while maintaining the private space necessary for confidential work.

More Efficient Support Functions

Some firms are reducing real estate costs by moving non-client-facing, back office support functions to external offices in less expensive areas or buildings, such as outlying markets or smaller cities with lower labor costs. Another cost-effective measure is to consolidate these functions across office locations, by opening a single shared services center.

To fulfill non-core, back-office functional needs, many firms already supplement their own in-house resources with outsourced services – including document processing, admin services, marketing, IT, HR and finance. This trend will likely continue as pressure to optimize workflows and costs intensifies, leading more and more firms to move to a fully outsourced model for all non-core functions.

The Disappearing Law Library

Between 2015 and 2016, the median linear feet of books kept in a law firm’s physical space fell by half: from 3,333 feet in 2015 to 1,650 feet in 2016.4 Rooms of sprawling legal tomes have been replaced by virtual law libraries: computers and online services commanded by tech-savvy paralegals.

Many law firms are struggling with adapting their office space to a new model of work. As market forces continue to exert pressure on the legal industry, firms that embrace the new paradigm and push themselves to adapt will be more likely to thrive in the future.

Get expert guidance to understand how much space your firm truly uses and needs, and how best to structure that space for maximum efficiency. Cresa only represents tenants, which means we never have a conflict of interest and will always have your best interests in mind.

______________

1 Altman Weil, “Law Firms in Transition 2016”

2 ALA/Novitex Report, “2016 Trends Impacting the Legal Industry”

3 Cresa, “Scaling Back Space in Law Firm Design”

4 ALM Legal Intelligence, 2016 Law Librarian Survey

 

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nQueue

Document Scanning and Storage Solutions for Law Firms

Too often, document scanning and storage are arbitrary activities in a law firm. One partner may be using a document scanning machine, another still uses the paper file room as a depository, while a third partner stuffs his desk drawers with paper. To leverage the most benefit out of a document scanning and storage solution, successful firms implement a systematic policy covering how and when to scan, and where to store electronic documents.

Consider these three areas as you devise a document scanning and storage solution for your law firm:

1. Integrate your document management system (DMS).

Your document scanning solution should allow you to scan and route documents directly to your DMS. Scanning to reduce paper is a top goal. To enhance the success of your document scanning and storage solution, make sure your scanning strategy lets you scan, name, manage, and file emails, Word files, PDFs, and images seamlessly to a particular case or client matter in your DMS. Easy collaboration and records management are two of the main benefits of integrating your DMS with your scanning solution.

2. Add optimal character recognition (OCR) for searchable texts.

Before choosing a document scanning and storage solution, make sure the system has a robust OCR software to create searchable documents. A system such as ABBYY scans and processes legal documents with unrivaled accuracy to produce editable and searchable documents, providing the legal industry with the fastest, most powerful and most accurate tool for formatting and routing scanned documents. Searchable text saves you time and effort finding key pieces of information within documents. OCR conversion is not standard with most copiers or scanners, so find a law firm document scanning solution that transforms your desktop scanner into an OCR conversion machine.

3. Create new information workflows.

Your new document scanning and storage solution should be more than simply scanning paper instead of filing it. Analyze your information workflows and devise new processes and policies governing how your law firm should use a document scanning and storage solution. Scanning is inherently different from filing paper, so answer the following questions to help you create a systematic workflow: 

  • What documents will you scan?

  • How and when should you scan?

  • How do you make sure everything gets scanned uniformly?

  • Who performs the scanning?

  • What are your end goals (e.g., eliminate the current file room, increase collaboration, etc.)? 

Conclusion

A critical part of any law firm’s practice is managing files. Document scanning and storage should play a key part in your process. Also, you need to establish quality controls and integrity checks to make sure your document scanning and storage solution meets your end goals before you shred any paper. Establishing firm-wide best practices to standardize your methods and goals for scanning your firm's paper will ensure you get consistent results that save you time and money, positively impacting your bottom line.

To discover a document scanning and routing solution that integrates with all leading DMS systems converts paper files into OCR searchable documents, and works from any device, anywhere, contact nQueue today. Our consulting and powerful InfoRoute document scanning and routing solution help leading law firms in the U.S. and around the world turbocharge their workflows.

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CBRE

Understanding the Future of Law firms in the Phoenix Market

Top tier law firms across the country are looking for something radical in the way they do business – and the way they look. Building a law firm for tomorrow’s workforce means not only incorporating designs that enhance workplace efficiency, but also integrating features that engage and retain employees, foster a collaborative work environment, provide better client service and access to the latest technologies. As demographic changes sweep many law firms, there’s a renewed desire for knowledge sharing and collaboration to drive a culture of engagement and mentorship among all the firm’s members.

What are the law firm office trends of the future?

  1. Standardizing office sizes through space reduction: A continuing trend among law firms is to increase efficiency by reducing the square footage per attorney. Small- and medium-sized firms have historically built space between 600-800 square feet per attorney; however, many firms carry 25-35% vacancy in anticipation of growth, effectively occupying 900-1,100 RSF/ per attorney. Now, firms are aiming for less than 600 sq. ft. per attorney. According to a 2016 workplace study conducted by CBRE Research, standardizing offices to one or two sizes leads to a greater emphasis on operational efficiency and a reduction of real estate costs. This standardizing of workspace also leads to greater mobility throughout the office.

  2. Encouraging relationship building: Beyond the typical lunch-gathering spot, cafeterias and break areas are being reimagined as social spaces to offer attorneys and staff an alternative workspace compared with their regular offices or workstations. These types of areas tend to promote networking and relationship building among colleagues who may not normally interact with each other on a regular basis. Additionally, these areas can double as after-hours event space for company or client gatherings.

  3. Shifting to digital processes, storage and support: The old firm library is becoming a thing of the past. Younger lawyers are coming to firms with more digital proficiency than ever before, meaning that the way they work is fundamentally different than their predecessors. This shift is reshaping long-established work processes such as file storage, which are increasingly being transferred to paperless, cloud-based solutions. Like many other industries, lawyers are seeking out options that lend to greater mobility and access to the information they need whether they’re in the office or out meeting with clients.

  4. Embracing multi-functional space: Recognizing that client visits to the office are less frequent than they once were opens up yet another opportunity to reposition space into collaborative areas. With less of a need for large conference rooms, firms can take advantage of these underutilized spaces by transforming them into areas for increased internal collaboration, case prep and the occasional client meeting.

  5. Rethinking workplace strategy: Most law firms contemplating lease renewals either have too large of a footprint or cannot easily repurpose underused space. Law firms must also grapple with the reality of attracting and retaining talent by creating a welcoming workplace to better connect employees.

How does that look in Phoenix?

Most law firms are located either in downtown Phoenix, Midtown, the Camelback Corridor and Scottsdale for many reasons, one being the aforementioned areas’ proximity to the courts in downtown Phoenix. Additionally, these areas are highly populated with some of Arizona’s largest employers and are easily accessible by C-suite executives who live in the affluent neighboring communities.

Overall, law firms looking for new office space should be optimistic as the Phoenix office market remains strong through the first quarter of 2017 with 1,017,877 million sq. ft. of positive absorption. The vacancy rate among class A office space in metro Phoenix dipped to 10.58% with 614,321 sq. ft. of positive absorption, the lowest since before the recession.

How can CBRE help?

CBRE dedicates itself to providing law firm industry expertise backed by unmatched experience. We have serviced over 85% of the American Law 100 and 78% of the American Law 200. Transitioning to “the workplace of the future” is an exciting time that can be positively transformative for law firms. To ensure your firm capitalizes on this important shift, it is critical to follow proven best practices and methodologies. Law firms that meet this challenge gain a significant competitive advantage and better position themselves for continued success.

LET’S DISCUSS HOW WE CAN HELP:

TOM ADELSON
Executive Vice President
T +1 602 735 5585
tom.adelson@cbre.com
 
ERIN MCCLURE
Office Specialist
T +1 602 735 1708
erin.mcclure@cbre.com
 

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