Practice Management for the Bar
SECTIO 2
STRATEGY &
MARKETIG
RECOMMEDED STADARDS
AD
IMPLEMETATIO ADVICE
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1
STRATEGY AD MARKETIG - RECOMMEDED STADARDS
1.1 Strategic Business Plan
Chambers should document an outline strategic plan to provide a background against
which it may review its performance and take decisions about its future. The plan
should specify the extent of collective as opposed to individual activities, the services
that it wishes to provide and the clients it seeks to serve. The duration of the plan, and
the level of detail to be included in it, are matters for chambers to determine.
1.2
Marketing Plan
Chambers should produce an annual marketing plan setting out any development of
its fee earning activities planned for the forthcoming financial year, the promotional
activities to be undertaken (if any), and the budget to be allowed for it. The marketing
plan should be drawn up in line with the objectives set out in the strategic plan.
1.3
Marketing Material
Chambers should be able to provide existing and potential clients with information
about chambers, including areas of work undertaken and important aspects of its
administration. Chambers may provide this information by way of a brochure or
other written materials, or a web-site.
Any marketing must comply with the
provisions of paragraph 710 of the Code of Conduct which sets out in terms what
barristers may and may not do in advertising and publicity.
1.4
Direct marketing
Chambers should ensure that all direct marketing activities comply with the Direct
Marketing Code of Practice, the Privacy and Electronic Communications (EC
Directive) Regulations 2003 and that all marketing activities comply with the Data
Protection Act 1998.
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2
STRATEGY AD MARKETIG - IMPLEMETATIO ADVICE
STRATEGIC PLAIG
2.1
Introduction
2.1.1 A written strategic plan is invaluable in setting out the desired future
direction of chambers. It may well be that most plans do not involve substantial
changes of direction. There will nonetheless be value in having a clear agreed
framework for the development of the set.
2.1.2 The strategic plan can be seen to answer three main questions:
a:
where are we now?
b:
where do we want to be in x years time?
c:
how do we get there?
2.1.3 The format of the documentation and length of the plan may vary. The
general advice is to work to a reasonable period of time over which members feel
confident to express opinions. The legal profession as a whole is currently subject
to such extensive changes that a five year plan may well be over-ambitious. If it is
impossible to anticipate the shape of the profession in five years’ time, it follows
that a plan will be of limited use in setting out anticipated actions. A three year
plan can strike the right balance of being sufficiently forward looking, yet limited to
a practical timescale. It is a good idea to have a detailed plan for the coming year,
and less detail for the following two.
2.1.4 Chambers must choose if one or more of the members, or perhaps the
Management Committee as a whole, should produce the draft plan. Since the plan
will comment on everyone's future practice, it is essential that all tenants are
involved in the process to some degree, even if this is limited to discussing a draft
before its adoption. The simplest arrangement, however, is likely to be for one
member to undertake individual responsibility for co-ordinating the task. The
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forms and literature contained in these Guidelines envisage that one of the members
should adopt such a role. Clearly this member will need to have the confidence of
fellow members and staff. It is probably also important that they are not associated
with too strong an opinion about any contentious issues which chambers face, since
the recommendations which they eventually make must be seen to be as objective
as possible and to be the result of discussions and suggestions from all, rather than
representing their own personal opinions.
2.2
The Planning Process
The main steps in the planning process should include:
(a)
The identification of the aspirations of members;
(b)
A mission statement (if appropriate);
(c)
Analysis of strengths, weaknesses, opportunities and threats (“SWOT”
analysis);
(d)
Additional further research, client surveys and financial details
(e)
Draft Report;
(f)
Agreement and implementation.
(g)
Review
2.2.1 Aspirations
A preliminary issue will be the aspirations of members. This might be examined in
three respects:
a:
income to be anticipated
b:
level and type of work sought
c:
image and reputation of chambers
It is important that those who will be most affected by the strategic plan should first
consider what they, as individuals, wish to achieve from it. Not every set will wish
to pursue better income generation as its main goal.
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In many there may be more overtly academic interests. It is important that there is a
clear sense of what is desired, be it greater quantities of work, work of a better
quality, or merely to preserve the current pattern of instructions.
2.2.2 Mission Statement
From the aspirations which are expressed it may be helpful to draft a short
“mission statement” for chambers - a sentence or two summarising the values, goals
and character of chambers. Commonly work type, size or reputation might feature:-
“Our aim is to be recognised as a leading commercial set in the regions, both
in terms of range of specialisation and quality of service.
Since mission statements ideally capture what is distinctive in any organisation, it is
more difficult to draft a mission statement which is anything other than rather bland
for many sets. Ideally, any mission statement should also capture the philosophy
and values of the organisation and, most important of all, then become a benchmark
for all future activity. A statement along the lines of:-
“We seek to provide first rate support and services to a wide range of
professional and lay clients in all areas in which they wish to instruct counsel”
has less that is distinctive about it when compared to a set that wishes to be
specialist in some way.
The true value of any mission statement might
therefore vary between chambers.
2.2.3 SWOT Analysis
The next step is to assess where chambers currently stand.
The “SWOT”
(strengths, weaknesses, opportunities and threats) exercise is invaluable in
providing a focus on the important issues as they are perceived in chambers. Those
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undertaking the exercise, record their views for later comparison and discussion. A
format of SWOT is included in the planning questionnaire given at Appendix 1.
The true value of the SWOT exercise is to see the extent to which those completing
the exercise agree and disagree on the issues confronting them. The collation of
SWOT findings also helps discussion to focus on how strengths can be capitalised
upon: how can strengths be used to support opportunities, for example? How
might weaknesses be eliminated or at least contained? The SWOT exercise is
essentially a subjective exercise and should be understood to be such. For this
reason the same factor might be listed by some as an opportunity and by others as a
threat. Developments in publicly funded work and the Community Legal Service
(CLS), for example, might be seen to threaten the Bar as a whole, but perhaps work
to the benefit of those sets that establish a clear reputation for working within the
CLS and in close conjunction with major Quality Mark solicitors’ firms.
The questionnaire in Appendix 1 should be completed by all tenants if it is used.
The views of staff should certainly be added. Criticisms and suggestions by clerks
of barristers and vice versa might not seem to be appropriate in writing and for this
reason an interview might be preferable. A suggested agenda is given at Appendix
2. In the context of the interview, certain comments might be made which are not
intended for the general audience but will be invaluable for the author or authors of
the plan, to hear. Tact is then required in dealing with any issues of confidentiality
in relation to any statements made.
2.2.4 Research
There will be other sources of information which are likely to be useful. The results
of any client survey will be worth editing into the report. For the purposes of the
strategic plan a series of interviews with ten to twenty of the solicitors’ firms which
instruct chambers may be the best way to produce the information required.
Solicitor feedback is also a requirement for the Legal Services Commission's
Quality Mark (see Section 3, Appendix 2, Client Care). The Treasurer or Senior
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Clerk will also be required to produce a financial summary identifying key
indicators of growth or decline of the income, and an analysis of overheads and
such other trends as are of importance. It might also be useful to consider the
position of other chambers in the area. What services do they offer, how do they
market themselves, how does your chambers compare? Similarly, are there firms of
solicitors offering advocacy services? Is the CPS using more in-house lawyers?
Chambers needs to be able to know that it can provide better value for money.
2.2.5 Instructions for Co-ordinator
Following receipt of the questionnaire responses, together with the results of the
client survey (see Appendix 2, Section 3, Client Care), discussions on clerking and
the views of clerks and other relevant staff, a report should be prepared to the
following headings:-
a.
summary of aspirations
b.
issues for mission statement and draft statement if appropriate
c.
current perceptions of services
d.
desired perceptions of services
e.
results of client survey
f.
recommendations on service improvements
g.
marketing preferences and recommendations
h.
perceptions of management and recommendations
i.
perceptions of financial information and recommendations
j.
clerking - summary of views of barristers and clerks' draft objectives
k.
the inclusion of responses relating to equal opportunities in the way chambers
is run.
2.2.6 Presenting the Draft Plan
It should then be possible to draft a plan. The principal aim is to settle any
underlying differences of opinion about the role and direction of chambers, and to
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record some main goals over the period of the next three years, which chambers are
expected to work towards. These objectives might be expressed in terms of income
or reputation.
Other specific objectives might relate to the improvement of
premises or a move, the opening/closing of annexes and whatever else might be
deemed important by the members. It is advisable to have an “action” section in the
strategic plan determining when various important events should occur. Agreement
to the plan should either be obtained during the various stages of the planning
process or at a full chambers meeting.
2.2.7 Review
The drafting and agreement of the plan is not the end of the process. It must then be
kept under review. If circumstances change, the plan will need to be changed. The
plan should be reviewed frequently, at least annually. Clearly the adoption of a
strategic plan does not eliminate the problems that chambers will face. It will,
however, ensure that some degree of firm, collective action can be taken. This
should enable a set to respond to changing circumstances in the most positive
fashion possible.
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3.
MARKETIG
3.1.
Introduction
3.1.1 The experience of chambers (and common sense) will suggest that the most
effective way of generating work in the future is to provide good service to existing
clients so that they will return and will also recommend the barrister or set to others.
3.1.2 Chambers will also recognise that this need not, and increasingly cannot,
simply be a passive and reactive exercise. Most chambers will want to take active
steps to ensure that existing clients receive the service they require and that both
existing and potential clients have the opportunity of learning about chambers and
its services. The issues of client care and marketing thus go hand in hand. In
addition, the information provided through the financial analysis of Chambers (e.g.
regarding main clients and work types) will help establish marketing priorities.
3.2.
The scope of marketing
3.2.1 While marketing may involve brochures, advertising and social events, they
and other such promotional activities are only parts of the process. Paragraph 710
of the Code of Conduct specifically refers to two particular aspects of marketing,
namely advertising and publicity, and allows these activities subject to conditions
which chambers are unlikely to find restrictive. But these paragraphs do not, and do
not purport to, describe exhaustively the marketing options open to chambers.
3.2.2 Considering marketing more broadly, the issues that need to be addressed
both at a strategic and detailed practical level are:
*
the areas of work to be carried out
*
the appearance of chambers
*
the fees to be charged for counsels' services
*
the promotion of chambers to existing and potential clients
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3.2.3 In addition, two further factors can be identified that will influence the
successful building of client relationships:
•
the selection, training and development of people responsible for "client
care" within chambers
•
the way in which services are provided to clients (including the use of IT).
3.2.4 More immediately, the personality and professionalism of a barrister will be
important in determining the success of a relationship with a client.
3.2.5 It will be seen that "promotion" is only one aspect of marketing and should
follow on from, rather than be independent of, other important decisions. Some of
the matters above are dealt with elsewhere in these Guidelines and may not
currently be regarded as "marketing" issues by some chambers (see in particular
Section 3 Client Care and Section 5 Personnel Management).
3.2.6 It is important however that chambers do not expend valuable time and
money on promotional activities (such as publishing a brochure), possibly in
response to perceived competition, without careful prior consideration of more
fundamental issues. In addition, marketing should not be thought of simply in
terms of attracting new clients. Most chambers will want to devote a significant
proportion of their marketing effort to enhancing relationships with existing clients.
This could mean that some form of client care training (whether provided internally
or externally) could be a marketing priority for some chambers.
3.3.
Marketing planning and marketing objectives
3.3.1 The strategic plan is an essential pre-requisite for a successful marketing
plan of action since, without the general direction agreed and roles defined, it will
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be guesswork as to what the marketing will seek to achieve. For this reason the
Guidelines refer to the fact that the marketing plan is likely to be based on the
general objectives of the strategic plan. Issues of strategy which are central to
marketing planning will include the choice of services to be provided and the client
groups to be served, and an analysis of where work comes from at present.
3.3.2 An essential aspect of marketing planning and a way of bringing some
discipline to the whole area of marketing, is to establish marketing objectives.
Chambers should at the end of a twelve month period then be in a position to
answer the simple question “has our marketing been successful?”
3.3.3 Marketing objectives should be realistically achievable and should be as
specific as possible including a time-scale. In that way, it should be possible to
measure their success.
3.3.4 A suitable marketing objective might therefore be “to increase landlord and
tenant work from existing solicitor clients by 25% in the next 12 months”. The
marketing plan should then proceed to identify promotional work which will be
undertaken over the course of the next twelve months to achieve the objectives
identified in the plan, and set a budget for expenditure on this. In addition, it will
usually be appropriate to identify interim objectives or “milestones” along the way for example “senior clerk/practice manager to contact six (named) firms within 3
months to establish satisfaction with existing service and potential future need”.
3.4.
Marketing Budget
3.4.1 The final major issue for the marketing plan is the question of the budget for
it. It will inevitably be difficult for chambers to decide the amount it should spend
on client care and marketing. There can be no recommended formula based on a
percentage of fee income. The budget should instead depend on what a particular
chambers is trying to achieve. Chambers seeking to develop a new area of practice
are likely to have to allocate considerably more than those that are generally content
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with their existing expertise and range of client. However, many chambers spend
approximately 2% of their turnover on marketing.
3.4.2 It is useful if the budget includes not only the direct cost of, for example,
brochures and client entertainment, but also related items such as training costs.
This may also include “pro bono” work undertaken by members of chambers. If
chambers uses time recording it will be possible to monitor the most valuable
marketing resource of all, a barrister’s time.
3.5.
Promotional Activities
Which types of promotion chambers should undertake, if any, become clearer if a
marketing plan identifies objectives which are the goals for the year ahead. A
policy of enhancing existing solicitor relationships, for example, will have quite
different implications than one of developing new sources of work for an annexe to
be opened during the year ahead. The promotional methods must be seen to be
appropriate both to the objectives that are planned and to encourage the
participation of all members of chambers (i.e. not focussing on activities which
would appeal more to men than women). A preliminary issue is always likely to be
the usefulness and value for money that a chambers brochure will represent.
3.5.1 Brochures
A number of issues should be borne in mind when considering commissioning a
brochure.
Who is it intended should receive and read the brochure?
Always have very clearly in mind who your intended readership is. Think of
specific individual potential recipients and try and put yourself in their position.
For example, will a solicitor want to rely (at least partially) on the brochure to
comply with Community Legal Service Quality Mark requirements on the selection
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of counsel? Try to think about what the reader will find interesting and important
to know about chambers - which may not be the same thing as what you want to tell
them, for example, the history of chambers over the last 50 years. If there are
matters that you cannot decide or agree upon, ask some of your better solicitor
contacts for their opinion.
Which should come first, the words or the design?
There is no hard and fast rule but certainly the overall look should be established
before detailed drafting is done. Many chambers will consider it necessary to
employ a design consultant as soon as possible. Chambers must ensure that the
design takes into account the requirements of the Disability Discrimination Act
1995, including being easily legible for those who are visually impaired. Chambers
should aim to comply with a recognised standard (such as PAS 78).
Style of writing
It is obvious, but worth stressing, that different skills and different styles are
required in writing promotional literature compared with drafting legal documents.
Often a combination of an internal writer (but not a committee) and an external
copywriter can work well.
Try to avoid starting every paragraph with "we" or "chambers" - it becomes very
wearing. Describe the "benefits" that chambers can offer to clients not just the
"features" that chambers possesses.
The claim that "we have latest computer
technology" means very little unless supported by evidence of how clients can
benefit from it, for example, because reports on progress on cases can given more
quickly and efficiently.
"Permanent glossy" or "home produced loose-leaf"
The considerations here are cost, flexibility (e.g. the opportunity to give information
about recent cases in which Counsel has been involved) and also how the brochure
is to be distributed. A compromise solution can be a well designed and produced
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cover which can accept materials produced in-house using good word-processing or
publishing software.
What information to include beyond Counsels' names, years of call and areas of
practice.
Increasingly it will be appropriate to give more attention to how chambers provides
its services, in addition to explanations of legal expertise.
This may include
descriptions of client care procedures and fee levels. Photographs may help in
expressing the personality of chambers and its diversity of membership as well as in
the more practical task of enabling barristers to be recognised. Many have fears that
such brochures encourage choice of counsel on looks rather than expertise, but it is
to be hoped that solicitors in particular will approach their responsibilities with due
professionalism. The other fear in relation to photographs is that their use will
potentially "date" the brochure if personnel change. Such changes are however a
fact of life that most clients will readily accept. A drawback can be the cost of good
photography. In summary, the contents of a brochure, website or other publication
may include:
*
the work specialisations that are covered
*
the detailed standards of service to which chambers, individual tenants and
members of staff are committed
*
details of key personnel such as Head of Chambers, barristers and clerks
*
relevant information on administrative procedures
*
conference facilities and arrangements for receipt of telephone and other
messages when chambers is closed
*
details of chambers policy and arrangements for conferences, including
locations, facilities and prior notice required and facilities for clients with
disabilities
*
policy and arrangements for the attendance of solicitor representatives at
conferences with clients and other potential witnesses and attendance at court
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*
policy and arrangements for receipt of instructions from non-solicitor
professional clients, including references to separate guidelines as to layout
and instructions and documents to be included
∗
reported cases which have involved members of chambers, including
summaries of such cases
∗
details of how to find Chambers, including a map
3.5.2 Seminars
Well presented seminars are an opportunity to display the expertise of counsel in a
manner that is helpful to solicitors and others.
A checklist of practical
arrangements appears at Appendix 3. Seminars have to be well conducted and
delivered or they are best avoided. Advocacy skills do not necessarily guarantee an
effective presentation style and some form of coaching or training may be
advisable. A further option in this area is to offer to contribute to the in-house
training activities that are likely to occur in most larger solicitor firms. Those
attending seminars should be asked to complete an evaluation form. Feedback will
be useful in providing organisation and performance.
We recommend that
chambers should give consideration to ensuring CPD points accreditation for all
courses provided.
3.5.3 Client entertainment
Each chambers will have its own views on the appropriateness and effectiveness of
client entertainment.
A simple guideline is to consider how one would react
oneself to this technique being used to promote a professional service. On the basis
that any chambers can provide people with food and alcohol, it will usually require
something more imaginative or of more value to the invitee to be persuasive.
Chambers should also be alert to the religious affiliations of its members and select
entertainment with this in mind. On balance, client entertainment is probably better
used to develop existing client relationships than to initiate new ones.
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3.5.4 Press relations and advertising
The simple distinction here is between what chambers pay for and have control over
(e.g. announcements in the Gazette) and editorial comment which can be more
persuasive but less reliable. It is worth remembering that journalists are interested
in stories and not simply information, such as changes in chambers’ addresses.
If chambers or individuals within it can build good relationships with journalists or
editors - which usually involves being accessible at short notice - it can certainly
help raise the profile of chambers. The tension between client confidentiality on the
one hand and press interest in proceedings on the other has to be recognised by any
barrister or staff member pursuing this route of promotional marketing.
In most cases chambers’ advertising is likely to be limited to announcements about
changes in personnel or location. However the changing demands of clients and
issues such as direct professional access provide opportunities that some chambers
may wish to exploit to provide information about, for example, client care standards
which chambers adopt and communication facilities.
As mentioned above, the Code of Conduct requires all advertising and publicity by
barristers to comply with certain conditions (e.g. no comparisons or claims as to
relative quality can be made). Specific reference is made to the British Code of
Advertising Practice with which barristers must comply. The basis of that code is
the well known requirement that advertisements must be "legal, decent, honest and
truthful".
3.5.5 +ewsletters
Working on the basis that a relatively small number of solicitors’ firms can provide
the majority of work that any given set requires, any promotion which enhances
such contact is always worthy of consideration. Many chambers have initiated a
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regular newsletter project to supply solicitors with useful information on the law
and developments in chambers.
Some further matters for consideration are:
*
Once a "regular" newsletter is launched it raises clients' expectations and
can be a hostage to fortune if publicised as "Volume 1 Issue 1" or "Winter
2002" and if subsequent issues do not appear on time. The expression "the
first in an occasional series" can give more flexibility.
*
The newsletter should be more than a digest of changes in the law in
specific areas which may available to clients through other sources. What
will add value is the particular experience or angle that chambers can
provide. Striking the right balance between a technical updating service and
news of developments in chambers is often the key issue in any such project.
*
Keep the newsletter reasonably short - at a length that can be maintained
after the initial burst of enthusiasm. In fact it is worth having two or three
editions of the Newsletter largely prepared before the first is actually issued.
*
The contents of paragraph 710.1 of the Code of Conduct, indicating what
may be included in barristers' advertising and promotion, can act as a
prompt for the sort of matters that chambers may wish to include, namely;
photographs, statements of rates and methods of charging, statements about
the nature and extent of barristers’ services and, the name of any
professional or lay client (where the information is already in the public
domain).
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3.6.
Promotional activities in general
3.6.1 There is no set “right and wrong” in the choice of promotional methods:
they have to be determined according to the nature of the service, the client and the
message. The main principles seem to be:
The personal methods of promoting chambers, such as seminars and
entertaining will be more likely to lead to chambers being instructed but
non-personal methods such as newsletters or press contact are useful in
creating the opportunities for such discussions to occur.
A balanced
promotional programme should build a general image for expertise and
client service.
Any promotion which is useful to the solicitor is more likely to succeed brochures should include the type of information which clients will want to
know, and newsletters or information services might be particularly well
received. Training and seminars are always an effective opportunity to
develop profile, as long as they are well conducted.
General advertising, in isolation, is likely to be a waste of money, but linked
to other initiatives or set alongside articles by members of chambers it will
be useful.
Claims about distribution and readership by publishers of
directories should always be treated with caution.
3.6.2 It is important to stress that marketing does not stop with the promotion of
chambers. Both clerks and barristers, and managers where they are appointed, have
a distinct role to play which might vary from set to set. In general terms:
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3.6.3 Barristers must undertake the promotion - writing articles, public speaking,
membership of relevant organisations and will increasingly “sell” their services in
contact with solicitors.
3.6.4 Clerks undertake the most obvious of the “selling” roles and also
supplement promotion by the barristers in stressing their qualities and abilities and
following up any promotional activities that chambers undertake.
3.6.5 Managers can co-ordinate and direct the process, but cannot assume total
responsibility for marketing simply on the basis of relevant former
experience.
3.6.6 The normal period of a marketing plan is a year. Towards the end of the
plan there should be a review of what was and was not achieved. The
chambers should think about what should be the plan for the next year,
probably linked to a revision, if necessary, of the main strategic plan.
3.6.7
Chambers Website
Chambers should consider making use of the internet as a marketing tool. If
care is taken about the layout of the Chambers brochure and other suitable
publications, the texts on disk can be made available to a suitable designer
of websites and converted to hypertext, which can be put on to the internet.
The design of the Chambers’ website must conform to the requirements of
the Disability Discrimination Act 1995.
A suggested format for a Chambers website is the following:-
Home page;
The logo of Chambers, a general introduction and
description of its work, the addresses and telephone numbers, possibly the
mission statement and links to other sites.
Then there ought to be links to:
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List of Practice Groups with link to
Individual practice groups containing the names of clerks and direct dial
telephone numbers, the list of members (with link to individual members
– see below) and a description of notable cases, publications etc
Model Conditional Fee Agreement
List of members of chambers with links to
Personal entries of members (age, call, [photo], areas of practice,
publications, membership of societies etc)
Chambers Practice Standards
Chambers' Equal Opportunities Policy
Chambers facilities for the disabled - to include information such as the
availability of induction loops or infra-red systems, accessible meeting
rooms, documents provided in large print or on tape. The website itself
should also be available in a format which takes account of accessibility
for the disabled.
Chambers newsletter
List of forthcoming seminars with materials to accompany them.
Chambers publications
Links can be created to other sites from where browsers on the internet
might find your site, with permission. A link to the Bar Directory can be
created and is available at a relatively low cost.
The address of the web site and the chambers e-mail address ought to be
included in the Chambers’ brochures and stationery.
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Solicitors with an e-mail address can be sent mailshots with ease by
preparing suitable groups of addresses that can be targeted with
newsreleases such as the announcement of a new tenant. Care should be
taken that such mailshots include an opt -out for recipients, so that if an
individual has the ability to refuse future similar communications.
Chambers should have the technical competence to exclude such
individuals from such mailshots.
Websites are generally far easier to update than brochures. However, this
means that failure to keep the website up to date is more obvious and
demonstrates a lack of professionalism.
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APPEDIX 1
TEATS’ PLAIG QUESTIOAIRE
To be completed in confidence and returned to the Co-ordinator.
1.
ASPIRATIOS
Our plan will cover the forthcoming three years. In order to provide an effective plan it is
necessary to know what your aspirations and ambitions for yourself and Chambers are.
A. Your Own Future Income
Considering the matter realistically, do you desire and anticipate that your income will or
can change over the next three years?
Yes/No
If yes, what would be the change (expressed either in cash or percentage terms)?
What if anything in your view can chambers do to facilitate this?
B. Work
Do you desire a change in the quality and/or types of work you carry out?
Yes/No
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If yes, please give details.
Considering quantity of work, will you want to keep the same balance of weeks
worked/time off over the next three years?
Yes/No
If no, what do you anticipate the change would be?
C. Chambers turnover
Do you think that Chambers’ turnover should grow over the next three years?
Yes/No
If yes, what should the change be and how can it be achieved?
Do you think there should be a change in the type and/or quality of work carried out by
Chambers?
Yes/No
If yes, please give details
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2.
PRACTICE DEVELOPMET
On a rating of 1-4 assess how you think chambers is perceived by solicitors (and other
relevant clients) in each of the following areas of practice. Tick one box for each service.
ote: The list of areas of practice should be amended so as to be relevant to the
particular set undertaking this exercise.
High
Low
1
2
3
4
Crime
Divorce
Comm Lit
Civil Lit
Personal Injury
Intellectual Property
Landlord and Tenant
Property
Construction
Administrative
Other
Where 1 is excellent, 2 is good, 3 is fair and 4 is poor.
Please now indicate how (being realistic) you would wish this grid to appear in 3 years’
time.
1
2
3
4
Crime
Divorce
Comm Lit
Civil Lit
Personal Injury
Intellectual Property
Landlord and Tenant
Property
Construction
Administrative
Other
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Practice Management for the Bar
If improvements are appropriate what principal steps do you consider that chambers should
take over the next 3 years in terms of:
a: recruitment of new junior tenants
b: recruitment of established practitioners
c: other
Please assess the strength of relationship with solicitors instructing you and chambers
generally.
a. Name solicitors where the relationship is completely satisfactory
b. (i) Name solicitors where more can be done to improve the relationship
(ii) What should be done to improve the situation?
c. (i) Name solicitors who you feel should instruct you/chambers who do not
(ii) Why do you think this is?
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Practice Management for the Bar
(iii) What can be done to rectify the situation?
d. Comment
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Practice Management for the Bar
Please assess the current internal strengths and weaknesses of chambers and future
external opportunities and threats which you face.
Internal Strengths
InternalWeaknesses
External Opportunities
External Threats
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Practice Management for the Bar
3.
MARKETIG
A:
Please indicate your personal preferences for promoting chambers by rating the
following options a scale of 1 to 4 (1 is a excellent idea, 4 is an bad idea). Please add a
comment to explain, if appropriate.
RATIG
COMMET
1-4
Chambers' Website
Training Seminars to be
organised by chambers
Contribute to solicitor training
activities, in-house or through
providers
Advertising
Entertaining Clients
Distribution of Brochure
Other methods (if any) and comments
B:
Do you, or are you prepared to, carry out any of the following:
(i)
Writing articles:
Yes/No
(ii)
Contributing to a Chambers’ Newsletter
Yes/No
(iii)
Public speaking
Yes/No
(iv)
Pro bono work
Yes/No
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Practice Management for the Bar
C:
Do you have links with the press or any other links which might be used to market
your practice/Chambers as a whole?
D.
What are your views of the way in which Chambers currently markets itself?
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Practice Management for the Bar
4.
MAAGEMET STRUCTURE AD IFORMATIO
a:
Do you feel that the management structure in terms of leadership and quality of
decision making in chambers is:
Good
Reasonable
Poor
Bad
Please comment
If your assessment is anything other than “good” what changes do you feel would be
appropriate?
b:
Do you consider that the amount of financial information that you receive is:
Excessive
Just Right
Comment (if any)
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Practice Management for the Bar
c:
Is the usefulness of financial information received:
Good
Reasonable
Poor
If your answer is not “good”, what changes would you suggest?
5.
CHAMBERS EXPEDITURE
A.
What is your view of the overall level of chambers expenditure?
Too High / About Right / Too Low
B.
Are there particular areas where in your view savings could be achieved?
Yes/No
C.
If yes, please specify
D.
Are there areas where Chambers should be investing more money?
Yes/No
E.
If yes, please specify
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Bad
Practice Management for the Bar
6.
CLERKIG
Either set out views here on clerking arrangements or, if you prefer, speak directly to the
co-ordinator in confidence.
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Practice Management for the Bar
7. FEE COLLECTIO
A.
Are you satisfied with the general speed at which payment is received from
solicitors or other clients?
Yes/No
B.
If no, what steps would you like to see implemented over the next three years to
improve the speed of fee collection.?
8.
OBJECTIVES
Taking all of your replies above into consideration, set out here any objectives that you feel
chambers should be working towards. These might relate to:
finance
reputation
work types covered
size of chambers
or other areas.
If possible, please be specific about any objectives: e.g. to increase total fee income by x%.
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Practice Management for the Bar
APPEDIX 2
AGEDA FOR COFIDETIAL DISCUSSIOS WITH CLERKS
a.
Current strengths of relationships in chambers
b.
Difficulties experienced by clerks
c.
Clerk’s view of solicitor perceptions of chambers
d.
Clerk’s view on finance
e.
Suggested improvements
f.
Clerks' views on recruitment, pupillage, distribution of work and equality
of opportunity within chambers
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Practice Management for the Bar
APPEDIX 3
CLIET SEMIAR CHECKLIST
General Guidance
•
Seminars can be a useful way of promoting chambers. In a sense they give
chambers the opportunity to provide clients with a “test drive”. Meeting and
listening to members of chambers is inevitably more persuasive than information
in a brochure.
In fact seminars are in themselves an ideal opportunity for
distributing brochures and other written materials.
•
Seminars should be more than a law lecture. Mere technical information should
be read and not listened to. Try to give a feel of how chambers provides its
services as well as demonstrating specialist expertise. Try to bring the subject to
life and always convey enthusiasm. Give your audience the chance to participate.
•
Keep to time. Within the promised time-limits your audience are giving you their
time, beyond, you are stealing it. The almost inevitable cause of over-running is
under-rehearsal.
•
Get feedback from the audience on how useful they found the seminar (e.g. a
simple appraisal form).
•
Give them something tangible to take away - notes or other printed details are the
obvious items.
•
Always have in your mind three vital questions in planning a seminar
1)
Who are the audience?
2)
What do we want them to go away remembering?
3)
What do we want them to do as a result of the seminar?
• It is advisable to have a run through of the event, preferably with honest feedback
on contents and delivery from those watching.
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• After the event learn from feedback from delegates. Where possible go behind the
letters of thanks - what did they really think? - how could the event be improved
next time?
Checklist
1.
Seminar title
2.
Speakers and Chair
3.
Date
4.
Venue
5.
•
booking confirmed
•
drinks on arrival
•
food/refreshments
•
room layout
•
equipment required
•
disabled access and facilities
Invitations
•
6.
7.
date despatched
Number of guests
•
number of invitations
•
expected number of acceptances
•
delegate list prepared
Seminar materials
•
transcript/precis/copies of slides
•
speaker details
•
brochures
•
materials typed
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8.
•
edited
•
approved
•
number printed and bound
•
assessment form for guests to complete
Name badges
•
guests
•
members of chambers
9.
Arrangements to meet guests
10.
Introductory address and speaker introductions
11.
Follow up letter in order to obtain feedback
•
to attenders (e.g. further information required)
•
to non-attenders (e.g. interest in future seminars or newsletters)
12.
Venue and catering invoice
13.
Lessons learnt for the future - take a debrief from the team present from
chambers and telephone a few close contacts to ask for suggestions on
improvements.
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