Practice Resources

New York Rules of Conduct with Comments (PDF) — Effective April 1, 2009 as amended through April 1, 2021 with commentary as amended though April 1, 2021.

PLEASE NOTE: The New York Rules of Professional Conduct have been adopted by the Appellate Division of the New York State Supreme Court and are published as Part 1200 of the Joint Rules of the Appellate Division (22 NYCRR Part 1200). The Appellate Division has not enacted the Preamble, Scope and Comments, which are published solely by the New York State Bar Association to provide guidance for attorneys in complying with the Rules. Where a conflict exists between a Rule and the Preamble, Scope or a Comment, the Rule controls.

Lawyers Code of Professional Responsibility (PDF) (Updated through December 28, 2007 – includes Rules on Lawyer Advertising) – Effective through March 31, 2009

Statements of Client Rights and Responsibilities

The Rules Governing Judicial Conduct

Sample Letters of Engagement (PDF)

Attorney-Client Fee Dispute Resolution Program

Starting a Practice

The Business Side of Practicing Law

Finance, HR, and IT basics for lawyers and law firm managers
Law Practice Management resources provide lawyers, law firm managers and legal professionals with information on practice management trends, marketing, client development, legal technology and finance. Whether you’re a solo practitioner or a managing partner at a national law firm, you’ll find law practice management and business resources to meet your day-to-day practice needs. Checklists, best practices, publications and continuing legal education programs provide up-to-date information and practical tips to help you better manage your law practice.  From retainer agreements, information about bill collection and accounting to document management and file retention, the New York State Bar Association is helping you be a better lawyer and law firm manager.

Retainers, Engagement Letters, Disengagement Letters, Statement of Client Rights and Responsibilities

Requirement for Retainer Agreements

All four of the Appellate Divisions adopted a rule governing contingent fees in claims and actions for personal injury and wrongful death. This rule is mandatory. The rules for the respective Appellate Divisions are: First Judicial Department (22 N.Y.C.R.R. Section 603.7[e]); Second Judicial Department (22 N.Y.C.R.R. Section 691.20[e]); Third Judicial Department (22 N.Y.C.R.R. Section 806.13[c]); and Fourth Judicial Department (22 N.Y.C.R.R. Section 1022.31[c]). Lawyers should be aware that the language varies slightly among the different Judicial Departments. Please note, these changes do NOT apply to medical malpractice cases, which are NOT subject to the new rules and must be handled in accordance with NYS Judiciary Law 474-a.

New Client/Matter Intake

Any client who is unhappy with a law firm’s representation is a potential plaintiff in a subsequent legal malpractice action.  Be sure to analyze a prospective new client and the potential matter prior to engagement, in an effort to minimize the risk of a future disciplinary action, legal malpractice action or fee dispute. Pursuant to Rule of Professional Conduct 1.1(b): “A lawyer shall not handle a legal matter that the lawyer knows or should know that the lawyer is not competent to handle, without associating with a lawyer who is competent to handle it.” Be sure the prospective client’s matter will not overburden the firm’s finances, time and staff resources. You may also want to perform a state and federal docket search to determine whether the prospective client has been involved in any legal malpractice actions or fee disputes.

Conflicts Checks

Rule of Professional Conduct 1.7, Rule of Professional Conduct 1.9

Performing a conflict check prior to engagement will help prevent later claims of legal malpractice arising from an alleged conflict of interest. Get as many facts as possible regarding the potential parties to the matter to be sure that you do not have any conflicts of interest with any other parties or potential parties should a litigation matter result in third-party claims, counterclaims or cross-claims. Utilize a conflict checking software program to ensure that engagement is proper.

It is good practice to create and maintain the following file opening procedures:
* Prepare a file-opening form.
* Establish procedures so that a file/billing number cannot be assigned without first performing a conflicts check.
* Update file-opening forms when new parties are added to a matter.

Utilize conflict checking software which searches all active, inactive and closed matters for potential conflicts. Conflict checking software is only as good as the information that is inputted into the system. Be sure that all relevant client information is entered into the system, updated and adequately backed up in the event of system failure.

Engagement Letters/Part 1215 Requirement

Engagement letters confirm the scope of representation and set forth the parties’ responsibilities, billing rates/contingency agreements and expense costs. Engagement letters discuss the scope of the firm’s representation and the limits of it. A simple litigation matter can become quite complicated if a party files for bankruptcy, takes an appeal, enters receivership, becomes subject to a guardianship situation or dies. Make sure that the prospective client understands the exact scope of the firm’s representation. The retainer agreement should memorialize the bounds of the firm’s actual representation. If the law firm has no intention of pursuing appeals on behalf of its client, then it must explicitly state that appeals are not part the firm’s representation, unless a separate retainer is executed.

Title 22 Part 1215 of the Official Compilations of Codes, entitled “Written Letter of Engagement” mandates that attorneys provide their clients with engagement letters. Part 1215.1 states:
a. Effective March 4, 2002, an attorney who undertakes to represent a client and enters into an arrangement for, charges or collects any fee from a client shall provide to the client a written letter of engagement before commencing the representation, or within a reasonable time thereafter (i) if otherwise
impracticable or (ii) if the scope of services to be provided cannot be determined at the time of the commencement of representation. For purposes of this rule, where an entity (such as an insurance carrier) engages an attorney to represent a third party, the term “client” shall mean the entity that engages the attorney. Where there is a significant change in the scope of services or the fee to be charged, an updated letter of engagement shall be provided to the client.

b. The letter of engagement shall address the following matters:
1. Explanation of the scope of the legal services to be provided;
2. Explanation of attorney’s fees to be charged, expenses and billing practices; and, where applicable, shall provide that the client may have a right to arbitrate fee disputes under Part 137 of the Rules of the Chief Administrator.

c. Instead of providing the client with a written letter of engagement, an attorney may comply with the provisions of subdivision (a) by entering into a signed written retainer agreement with the client, before or within a reasonable time after commencing the representation, provided that the agreement addresses the matters set forth in subdivision (b).

The engagement letter must: 1) explain the scope of the legal services to be provided; 2) explain the attorney’s fees to be charged, expenses and billing practices; and 3) where applicable, provide that the client may have a right to arbitrate fee disputes under Part 137 of the Judiciary Rules.

Part 1215 has exceptions.  Engagement letters are not required in the following situations: 1) where the fee to be charged is expected to be less than $3,000; 2) where the attorney’s services are of the same general kind as previously rendered to and paid for by the client; 3) when representing a client in a domestic relations matter subject to Part 1400; or 4) where the attorney is admitted to practice in another jurisdiction and maintains no office in the State of New York, or where no material portion of the services are to be rendered in New York.

Non-engagement Letters

To minimize risk a firm should send a non-engagement letter when it decides not to accept a client. A non-engagement letter should be direct, concise and in plain English, and it should explicitly inform the prospective client that the law firm will not accept retention. It is highly advisable to send such letters via certified mail, return receipt requested, such that evidence exists in the event a statute of limitations issue later arises.

Disengagement Letters

When a matter or transaction has concluded, send a letter to the client advising that the attorney-client relationship has terminated. Disengagement letters are best delivered via certified mail.  Sending a disengagement letter is an effective risk prevention tool, as it provides a concrete date for purposes of statute of limitations defenses in the event of a later legal malpractice claim. Disengagement letters may act to curtail any later tolling arguments of a continuous representation.

Additional Documents

Sample Letter of Engagement
Purchase Laminated Statement of Clients Rights and Responsibilities
CNA Lawyer’s Toolkit 3.0: A Guide to Managing the Attorney-Client Relationship

Billing

A law firm should send clients bills frequently and in accordance with the terms of engagement letters. Clients are more likely to feel that their matters are being actively managed. Articles of interest on billing are posted below.

Converting Hours Worked into Dollars Received: How to Get the Bills Out and Receivables Collected by Joel A. Rose  
Nine Essential Billing and Collection Skills for Lawyers by Joel A. Rose

Escrow Accounts and IOLA

Attorney Escrow Accounts – Your “must have” book
Attorney Escrow Accounts, Fourth Edition is a handy reference for newly admitted and seasoned attorneys. It comprehensively covers the most common situations where attorneys handle client funds and clearly discusses the legal and ethics issues encountered.

Insurance Programs for NYSBA Members

Take advantage of comprehensive, competitive insurance programs available through our exclusive insurance administrator, USI Affinity. USI Affinity offers a broad spectrum of insurance products for NYSBA members, their firms, and their employees – ranging from Individual Life, Disability, Auto & Home…to Lawyers’ Professional Liability…to group Medical & Prescription Drug, and more.

Document Management and File Retention

There are tens of thousands of boxes of closed client files sitting around in warehouses, storage buildings, spare offices and, believe it or not, probably garages. Some firms spend thousands of dollars on closed file storage. While many firms are starting to move towards paperless office environments, many attorneys are asking about what to do with their banker boxes full of closed files. “How long do I have to keep my closed files?” is one of the most frequent questions sent to the “Ask LPM” email box.

Rule 1.15(d) of the New York Rules of Professional Conduct outlines bookkeeping requirements.

Ethics Opinion 460 – 2/18/77 (12-77) – Preservation of Closed Files which describes the circumstances under which lawyers may dispose of closed files.

Ethics Opinion 623 23 – 11/07/1991 (38-90) should be reviewed when dissolving a law firm and procedures for disposing of closed files.

Ethics Opinion 641 – 02/16/1993 (40-92) discusses disposition procedures and compliance with recycling regulations. In many communities there are recycling regulations. “A lawyer who is subject to a recycling law must ensure that compliance with that law does not entail violation of the lawyer’s obligation to maintain the confidentiality of client information.”

In disposing of client files, it is important to remember the need to preserve client confidences and secrets. If you use a recycling or shredding company to dispose of paper, take extra care to ensure that disposed documents are not reviewed by third parties.  Similar steps should also be taken when donating, recycling, or disposing of firm computers. Deleting an electronic file from a hard drive does not mean that a record is destroyed in the same way that paper can be destroyed. “Scrubbing” software should be used.

File Retention Policies – Your Firm Should Have One
Your firm should have a file retention policy in place.  A file retention policy is provides a step-by-step outline of the processes and procedures on how firm files should be closed, retained and destroyed. Links to sample file retention policies and resources on document management are available at the links below:

Sample Document Retention Policy from Prolegia  
Practice Management Resource Center Sample Closed File Check List

Tell Your Clients about Your File Retention Policy – Review Your Retainer

You should tell your clients about your file retention and destruction policy when you are retained. You should include your policy in your retainer agreement or engagement letter to set expectations at the outset and clearly indicate that file destruction is anticipated a certain number of years after the representation. This keeps everyone on the same page as to what happens with the contents of the file while the matter is pending and after the file is closed. For example your retainer can include the following language: “The firm retains closed files for at least seven years after they are closed.”

You should also include a reminder that copies of all pleadings, correspondence and other documents will be provided to the client during representation. The client is free to maintain a copy of the file and keep it forever. For those firms striving to go paperless, retainers sometimes note that most original documents will be scanned and forwarded to clients as they arrive at the office, and that the firm will keep only an electronic record of that document.

What You Should Keep for More than Seven Years

You should always evaluate the statutes of limitation for legal malpractice cases; retain these files for at least as long as anyone could conceivably make a claim in connection with your work. Original wills, client files involving minors or those under a disability, select real estate files, family law matters for instance those involving matters relating to future college or school tuition and expenses should be kept for more than 7 years. Disposing of closed client files requires good judgment and common sense.

Article of Interest |  Safe-Guarding Client Information: Basic Data Security Training for Lawyers by John R. McCarron, Jr., Esq.

For more information, review the NY Rules of Professional Conduct, Ethics Opinions 460, 623 and 641.

Ethics Opinions on Document Management, File Retention, Closed Files

New York Rules of Professional Conduct
Ethics Opinion 680 – 1/10/96(57-95)
Ethics Opinion 724 -11/30/99
Ethics Opinion 623 –11/7/01(38-90)
Ethics Opinion 460 – 2/18/77 (12-77)

Disaster Planning and Emergency Preparedness

We have all witnessed in graphic detail scores of people and regions around the world devastated by unforeseen and wholly unpredictable events – natural disasters, fires, storms, floods and earthquakes, along with the specter of terror attacks or power outages. Law firm businesses cannot afford to take a “wait and see” attitude in this crucial business reality. In addition to the serious human toll of such events, the business implications are astounding and often crippling – potential loss of income and clients, malpractice liability exposure and worse. Most law firms know they need a disaster recovery plan, but don’t have one. Maybe your firm has started its emergency planning procedures, but how can you be certain it is comprehensive or that you are not overlooking important functions, contingencies and considerations? Without an effective and customized plan, your firm is at risk. An action plan and checklist incorporating the best practices in emergency planning and disaster recovery for law firms is key. Click here to start your firm’s planning and to download a sample Disaster Recovery Template created by Barry Jackson, CPA, CLM. You can use this as a loose guide and specifically tailor it for your firm. There are much more sophisticated procedures out in the marketplace. This template is simply designed to start the process.  A records disaster recovery program identifies and protects records encompassing vital files, documents (hard copy and electronic) and information necessary for a law firm to maintain business continuity in case of a disaster or emergency. Knowledge of the physical layout of your premises is critical to safe evacuation of personnel, retrieval of important documents and equipment, restoration of services, and planning to repair or rebuild. A detailed floor plan should be part of your disaster plan.

Disaster Planning and Emergency Preparedness – Best Practices for Solo Practitioners
An unforeseen crisis can be difficult to manage and can jeopardize your law practice. Planning ahead is essential to providing competent representation and preventing disciplinary problems. Most law firms know they need a disaster recovery plan, but don’t have one. Maybe your firm has started its emergency planning procedures, but how can you be certain it is comprehensive or that you are not overlooking important functions, contingencies and considerations? Without an effective and customized plan, your firm is at risk.

View an outline from the program | Disaster Planning and Emergency Preparedness for Solo and Small Firm Practitioners by Deborah Scalise, Esq.

Member Benefits and Savings Programs

Enhance the efficiency and lower the cost of your practice with special discount programs for NYSBA members. From insurance and financial services to discounted office products, your NYSBA membership gets you dramatic savings on important services every practice needs.  Save time and money with members-only programs like group health insurance from MVP, financial services from Bank of America, free legal research, discounts on CLE of more than 30%, practice management software, hardware and resources, and much more.

Human Resources and Hiring Staff

The following programs on human resource compliance and hiring staff provide insights to growing your firm and managing staff.

Human Resource Issues In The Time Of COVID-19 (2020)
The Lawyer as Employer (2020)
Lawyer As Employer: Handling Coronavirus Issues In The Workplace (2020)
The Lawyer as Employer (2019)

Incorporating sound management procedures into you everyday routine from the time you first begin the practice of law – before the bad habits are learned – is one of the most important ways you can control the level of stress that comes with the occupation. Sound risk management practices can dramatically decrease the possibility of the preventable malpractice claim or grievance.

Take advantage of comprehensive, competitive insurance programs available through our exclusive insurance administrator, USI Affinity. USI Affinity offers a broad spectrum of insurance products for NYSBA members, their firms, and their employees – ranging from Individual Life, Disability, Auto & Home . . . to Lawyers’ Professional Liability . . . Group Medical & Prescription Drug, and more.

Insurance Programs for NYSBA Members

Through your membership with the New York State Bar Association, you have access to the New York State Bar Association Insurance Program, administered by USI Affinity, with exclusive insurance and benefit solutions not available to the general public. This includes an exclusive lawyers’ professional liability offering to protect New York attorneys against legal malpractice claims, now with a NEW 5% Bar Association Member Credit, per attorney. The program also offers other business coverages, healthcare benefits and personal coverages.

Available products include lawyers’ professional liability, medical and dental plans, business insurance, and life, disability and long term care.

Checklist for Purchasers of Professional Liability Insurance
Practical Tips When Applying for Professional Liability Insurance

CLE Programs on Risk Management

Risk Management for Lawyers 2020 | 4.0 Ethics
Program Faculty: Marian C. Rice, Esq. | Brett A. Scher, Esq. | A. Michael Furman, Esq. | Mike Mooney

Attorney Discipline and Risk Management for Lawyers 2019 | 1.0 Ethics
See Full Program and Faculty here.

Managing Your Cyber Practice 2017 | 1.0 Areas of Professional Practice
Program Faculty: Marc M. Natale | Jillian L. McNeil, Esq.

Understanding Your Malpractice Insurance Policy/Coverage | .05 Ethics
Program Faculty: Marian C. Rice, Esq. | Lana James-Moore

Legal Malpractice 2019 | 3.0 Ethics, 1.0 Law Practice Management
Program Faculty: A Michael Furman, Esq. | Scott W. Bush, Esq. | Nicole M. Marlow-Jones, Esq. | James Bradley, Esq. | Karen Kruidenier | Mike Mooney | Andrew R. Jones, Esq. | Crystal Ivy, Esq. | Rachel Aghassi, Esq.

NYSBA Lawyer Assistance Program | 1-800-255-0569

The New York State Bar Association Lawyer Assistance Program (LAP) provides education and confidential assistance to lawyers, judges, law school students, and immediate family members who are affected by the problem of substance abuse, stress, depression or other mental health issues.  Its goal is to assist in the prevention, early identification and intervention of problems that can affect professional conduct and quality of life.

MODEL POLICY ADDRESSING IMPAIRMENT
On April 10, 2010 the New York State Bar Association’s  House of Delegates and Executive Committee approved a Model Policy to assist bar associations, law firms and other legal departments in addressing impairment issues.

What Every Attorney Needs to Know about Escrow Accounts, IOLA, and Ethics

Handling attorney trust accounts is a large part of the practice of law in New York. Statewide, attorneys maintain over 48,000 IOLA accounts in approximately 200 banking institutions. Every New York lawyer who handles client funds must maintain an IOLA account. Lawyers must use an IOLA account for qualifying funds, unless he or she uses an account that will generate compute and pay net interest to the client (net of all bank fees and the lawyer’s or law-firms related services). A New York lawyer may not place qualifying funds in a non-interest bearing account. For additional information, visit www.iola.org.

Attorney Escrow Accounts and IOLA Programs

Basics Of IOLA: What New Lawyers Need To Know (2021)
Starting Off Right: The Do’s and Don’ts of Retainer Agreements & Engagement (2021)
Basics Of IOLA: What New Lawyers Need To Know (2020)
Effective Engagement Letters, Retainer Agreements And Managing Client Payments (2020)
Trust Me, I’m A Lawyer: Handling Trust Accounts, Fee Splitting & Freelancing (2020)
Attorney Escrow Accounts (2017)
Attorney Escrow Accounts: Traps for the Unwary (2017)
IOLA Accounts and the Lawyer’s Fund for Client Protection (2017)
Attorney Escrow Accounts (2015)
Avoiding Ethical Nightmares: Attorney Escrow (2015)

The New York Interest on Lawyer Account Fund (“IOLA”)

The New York State Interest on Lawyer Account Fund (“IOLA”) helps low income people in New York State obtain help with civil legal problems affecting their most basic needs, such as food, shelter, jobs and access to health care.  The IOLA program is a partnership of lawyers, banks and community organizations. It produces millions of dollars each year to finance legal aid for low income New Yorkers and improvements in the administration of justice throughout New York State.

Participation in New York’s IOLA program is mandatory in two senses. First, every New York lawyer who handles client Funds must maintain an IOLA account. Second, the lawyer must use an IOLA account for qualifying funds, unless he or she uses an account that will generate compute and pay net interest to the client (net of all bank fees and the lawyer’s or law-firms related services). A New York lawyer may not place qualifying funds in a non-interest bearing account. Interest earned on deposits held in IOLA accounts are remitted directly to the IOLA Fund by participating financial institutions. Further information is available at www.iola.org.

Should you enroll? If you are a lawyer who maintains a qualifying client trust account and have not yet opened an interest-bearing IOLA account for making nominal or short-term deposits, you should take steps to do so immediately.

Enrollment takes just two easy steps. (1) Open an IOLA account with a participating financial institution. Banks vary widely in terms of the “net yield” (interest rate less service fees) their IOLA accounts pay into the IOLA Fund. See the list of banks with rate and fee information here. (2) Within 30 days of opening the IOLA account, submit the online Enrollment Form.

Attorney Escrow Accounts—Rules, Regulations and Related Topics

Attorney Escrow Accounts, Fourth Edition is a handy reference for newly admitted and seasoned attorneys. It comprehensively covers the most common situations where attorneys handle client funds and clearly discusses the legal and ethics issues encountered.

Cases, Rules and Ethics Opinions Related to Attorney Escrow Accounts

Due to the fiduciary nature of the attorney-client relationship, an attorney must separate from his own properties and endeavor to keep those funds and other properties belonging to the client.
In re Le Pore, 43 A.D.2d 793 (4th Dep’t 1973). (Respondent commingled his client’s funds received from the real estate transaction with his own personal funds, drew a check or checks against his account for his use or for other clients, thereby reducing his bank balance below that required to pay his client, and issued a check to his client when his account had insufficient funds with which to honor it).

This is not merely an aspiration goal; any violation of the rules governing use of a client’s property will subject an attorney to discipline even if no actual loss occurred, and to personal liability in the event of loss of funds whether or not the attorney profited personally in any respect. In re Brown, 180 A.D.2d 150, 586 N.Y.S.2d 565, (N.Y. App. Div. 1st Dep’t 1992). (By commingling personal funds with client funds, respondent violated DR9-102(a) and 22 NYCRR § 603.15(a)).

As a basic protection, all funds of clients paid to a lawyer or law firm must be deposited in one or more identifiable bank accounts within the state of New York or elsewhere with the client’s written consent The only funds belonging to the lawyer or firm that may be deposited in those accounts are funds sufficient to pay bank service charges.

The exceptions to the rule are money advanced for future costs and withdrawal of funds due and owing. However, if there is any dispute, the disputed portion must remain in the separate client account pending resolution of the controversy.

RULE 1.15: PRESERVING IDENTITY OF FUNDS AND PROPERTY OF OTHERS; FIDUCIARY RESPONSIBILITY; COMMINGLING AND MISAPPROPRIATION OF CLIENT FUNDS OR PROPERTY; MAINTENANCE OF BANK ACCOUNTS; RECORD KEEPING; EXAMINATION OF RECORDS

“Business School for Lawyers”

You didn’t go to law school to be a human resources director, finance director or marketer, but it’s the mastery of these functions that frees you to be a great lawyer.  Download programs on finance, technology, HR compliance, marketing and business development and create your own mini-MBA program. Learn the skills necessary to run your firm efficiently and effectively. All LPM live programs and events are recorded and available online, on demand. Special member pricing options are available. Save up to 40% when you create your own bundled CLE program.

Additional Programs Available Online, On demand | Here

Finance

Accounting for Lawyers  | 7.0 MCLE Credits (1.0 ethics)
Designed to help lawyers gain a working knowledge of important issues involving accounting as they relate to the practice of law.

Attorney Escrow Accounts: Rules and Regulations | 4.0 Ethics
Get an overview of the administration of attorney trust accounts – including IOLA accounts – and the rules governing the handling of funds in those accounts.

Bill Collection and the Business of Law  | 1.5 MCLE Credits

Alternative Fee Arrangements  | 1.5 MCLE Credits

Human Resources

Hiring and Managing Staff – The Lawyer as an Employer (2014) | 2.0 MCLE Credits | Featuring Nancy B. Schess, Esq.
This program will provide an overview of human resource compliance. Geared toward solo and small firm practitioners, this comprehensive program will address hiring and managing staff.  Highlights distinctions between federal, state and city laws and provides an overview of human resource compliance.

Basic Human Resources for Solo and Small Firms | 1.5 MCLE Credits
Featuring Nancy B. Schess, this program provides an overview of human resource compliance. Geared towards solo and small firm practitioners, this program covers the basics of staffing, hiring and firing.

Human Resources Electives:
The Trouble with Larry: Dealing with a Problem Partner | 3.0 MCLE Credits
Strategies for Progressing Equity Partners | 1.5 MCLE Credits
Partner Compensation Systems | 1.5 MCLE Credits
Growing Your Firm “Bringing on Lateral Partners | Partnership Agreements 101” | 1.5 MCLE Credits
Growing Your Firm “Growing Your Practice or Corporate Legal Department | 1.5 MCLE Credits

Marketing

2017 Marketing Conference for Solo Practitioners | 7.0 MCLE Credits
Client Service, Emerging Technology, Ethics and the Delivery of Legal Services – Developing Your Strategic Practice Growth Plan

Legally LinkedIn | 1.5 MCLE Credits in Ethics
What Lawyers need to know about LinkedIn and ways to market yourself and your practice.

2016 Marketing Conference for Solo Practitioners | 7.0 MCLE Credits including 3.0 Ethics
Using technology and the internet to turbo-charge your business development success.

Marketing and Business Practices to Grow Your Firm
6.5 MCLE Credits | 3.0 ethics, 2.5 law practice management, 1.0 skills

Marketing & Business Development 101 for Small to Medium Sized Firms | 4.5 MCLE Credits (2.5 ethics)
Get practical ideas you can implement right away. Panelists will share advice on attorney websites, blog posts and other online writing, online banner advertising, use of videos on the web, LinkedIn, Twitter, and other social media. Panelists also explore the limitations placed on lawyers by the ethics rules.

Marketing on a Shoestring | 4.0 MCLE Credits
Through email, websites, blogs and social media lawyers can reach far more potential clients than ever before. This program provides a framework for understanding and managing ethical liability for lawyer marketing.

Technology

Microsoft Word Academy for Lawyers | 7.0 MCLE Credits in Skills
How to Dramatically Improve Speed and Accuracy While Drafting Complex Legal Documents

How to Achieve Meaningful Paper Reduction in Your Practice | 3.0 MCLE Credits in Law Practice Management
A Lawyer’s Guide to Adobe Acrobat, Scanners and PDFs

Leveraging Technology in Your Practice  | 2.0 MCLE Credits
During this fast-paced CLE webcast program will you learn twenty-five ways to streamline your practice. Covering the latest trends in technology, the overall goal of this program is to help you become a more efficient lawyer. Learn ways to leverage technology in your day-to-day practice to work more efficiently.

The Law Firm of Tomorrow Today  | 4.0 MCLE Credits (2.0 ethics)
Exploring issues raised by the Report of the Task Force on the Future of the Legal Profession, download this program to learn how your firm can begin to incorporate elements of the law firm of the future into your law practice today.

Technology in Your Practice – Trends, Tools and Ethics Rules | 4.0 MCLE Credits (3.0 ethics)
Exploring the hottest trends in legal technology, this program provides an overview of practice matters including outsourcing, knowledge management, legal research, virtual law practice, cloud computing, and related technologies.  Panelists discuss ethical considerations, security concerns, accessibility issues, information sharing, billing considerations, overhead and competitive advantages.  This program includes the ever popular “50 Apps in 50 Minutes.” Get fifty tips to streamline your practice.

Technology Electives: 
Safe-Guarding Client Information | 1.5 MCLE Credits
Disaster Planning and Emergency Preparedness  | 1.5 MCLE Credits
Malpractice Insurance – The Application Process   | 1.5 MCLE Credits
Legal Project Management 101 | 1.5 MCLE Credits

Business Development

Starting a Solo Practice in New York 2016 | Basic Business Skills for Starting and Running a Successful Practice | 8.0 MCLE Credits including 3.5 Ethics
Get an overview of what it takes to start your own practice, from choosing a business entity to choosing office space and attracting new clients.

Starting a Solo Practice in New York 2015 | 8.0 MCLE Credits including 4.0 Ethics
Basic Business Skills for Starting and Running a Successful Practice

Starting a Practice in New York (2014) | Video and Materials Online, On Demand
Are you considering opening your own firm? Are you a recent law school graduate just starting out? Are you considering leaving your place of employment and starting your own practice? This program will provide an overview of what it takes to own your own practice.

Starting Your Own Practice in New York (2013) | Video and Materials Online, On Demand
From choosing a business entity to choosing office space and attracting new clients, this program provides practical and useful tips for starting a practice in New York.  Focusing on solo practice, topics include: choosing a legal entity, working from home, office equipment, choosing a practice area, work-life issues, finding clients, time management, managing and organizing your practice, marketing your solo practice ethically and effectively and much more.