Law Firm Risk Management Summit

Reducing Liability, Upholding Ethics, and Protecting Your Firm's Bottom Line

Monday, October 16, 2006

About

Greater rewards mean greater risks...
Don't jeopardize your firm's future

As the law firm market grows more and more profitable-and competitive-the stakes and risks rise, too. Big profits make a law firm a lucrative target for malpractice claims brought by dissatisfied clients. And increased attention from government regulators toward various corporate activities can drag law firms into the fray. Plus, the drive to expand and globalize can expose a firm to greater risks-especially with regard to conflicts of interest. So it's now more important than ever that firms establish risk management policies and procedures to protect themselves from costly and potentially devastating effects of civil, criminal, and disciplinary actions-and the public relations black eye that can follow, regardless of the outcome.

The publication for the American Conference Institute's Law Firm Risk Management Summit provides you with insight into the myriad of potential risks to your firm. Read presentations from our outstanding faculty-comprised of legal malpractice attorneys from top firms, insurance companies, and consultants-will offer solutions and strategies on how to sidestep these risks and, when necessary, mitigate damages. Plus, general counsel and partners responsible for risk management and ethics at firms that have successfully implemented risk management procedures will provide you with first-hand information on:

  • Uncovering potential conflicts of interest resulting from lateral recruiting and firm mergers
  • Defining Attorney-Client relationships
  • Effectively using technology to mitigate your malpractice liability
  • Creating internal procedures and training programs to help reduce the risk of employee claims
  • Catching conflicts during lateral recruiting and firm mergers

Contents & Contributors

About

Greater rewards mean greater risks...
Don't jeopardize your firm's future

As the law firm market grows more and more profitable-and competitive-the stakes and risks rise, too. Big profits make a law firm a lucrative target for malpractice claims brought by dissatisfied clients. And increased attention from government regulators toward various corporate activities can drag law firms into the fray. Plus, the drive to expand and globalize can expose a firm to greater risks-especially with regard to conflicts of interest. So it's now more important than ever that firms establish risk management policies and procedures to protect themselves from costly and potentially devastating effects of civil, criminal, and disciplinary actions-and the public relations black eye that can follow, regardless of the outcome.

The publication for the American Conference Institute's Law Firm Risk Management Summit provides you with insight into the myriad of potential risks to your firm. Read presentations from our outstanding faculty-comprised of legal malpractice attorneys from top firms, insurance companies, and consultants-will offer solutions and strategies on how to sidestep these risks and, when necessary, mitigate damages. Plus, general counsel and partners responsible for risk management and ethics at firms that have successfully implemented risk management procedures will provide you with first-hand information on:

  • Uncovering potential conflicts of interest resulting from lateral recruiting and firm mergers
  • Defining Attorney-Client relationships
  • Effectively using technology to mitigate your malpractice liability
  • Creating internal procedures and training programs to help reduce the risk of employee claims
  • Catching conflicts during lateral recruiting and firm mergers

Contents & Contributors


EFFECTIVLEY PREVENTING CONFLICTS OF INTERESTS
Pamela Bresnahan, Partner, Vorys, Sater, Seymour & Pease LLP

SELECTED MODEL RULES OF PROFESSIONAL CONDUCT RELATING TO CONFLICTS
J. Charles Mokriski, Day, Berry & Howard LLP

CATCHING CONFLICTS DURING LATERAL RECRUITING AND FIRM MERGERS
Ronald Minkoff, Frankfurt Kurnit Klein & SeLZ PC

AVOIDING ACCESSORIAL LIABILITY IN LATERAL PARTNER RECRUITING
Steven Krane, Proskauer Rose LLP

INTERNAL CONTROLS FOR LAW FIRMS
Martin W. Terpstra, Blackman Kallick

DEFINING ATTORNEY-CLIENT RELATIONSHIPS
Mark K. Anesh, Wilson, Elser, Moskowitz, Edelman & Dicker LLP

OVERCOMING THE ETHICAL CHALLENGES WITHIN THE MARKETING AND BUSINESS OF YOUR FIRM
Deborah Jeffrey, Zuckerman Spaeder LLP

ETHICAL CHALLENGES IN A HIGH SPEED, PROFIT DRIVEN WORLD
Robert M. Rolfe, Hunton & Williams LLP
Stacy M. Colvin, Hunton & Williams LLP

OUTSOURCING THE BUSINESS OF LAW-PRACTICAL AND ETHICAL IMPLICATIONS
John Tredennick Catalyst Repository Systems, Inc.

BECOMING A PAPERLESS FIRM: MAXIMIZING THE BENEFITS AND MINIMIZING THE RISKS OF NEW TECHNOLOGY
Gail McMonagle, Perkins Coie LLP

MANAGEMENT LIABILITY INSURANCE: GUARDING AGAINST A NEW RISK OF EXPOSURE TO THE FIRM
Laurie J. Sablak, JD, Chubb & Son
Jonathan Kurens, Esq., Aon Risk Services of New York, Inc

TACKLING THE UNIQUE RISKS THAT ARISE IN A MULTI-JURISDICTIONAL OR MULTI-NATIONAL LAW FIRM
John Steele, Fish & Richardson PC
James Paul, Clifford Chance US LLP

DEVELOPING A FIRM CULTURE OF RISK MANAGEMENT
Patrick Fischer, Keating, Muething & Klekamp PLL

ATTORNEY-CLIENT PRIVILEGE: IN HOUSE COUNSEL'S COMMUNICATIONS WITH LAW FIRM PERSONNEL
John Summers, Hangley Aronchick Segal & Pudlin
John Shutkin, Shearman & Sterling LLP
Maranda Fritz, Hinshaw & Culbertson LLP



DOCUMENT TYPES: PRESENTATIONS AVAILABLE: 0