Preston--Managing Cash Flow by welcomegong

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									 IF YOU BILL IT THEY WILL PAY --
           BUT WHEN?
MANAGING CASH FLOW IN A BUSY
         LAW PRACTICE

Management, Economics and Technology of
       Practice Section Meeting
           February 28, 2007
           1:15 PM – 3:00 PM

                          Moderator

                       Brett J. Preston
                Hill, Ward & Henderson, P.A.
                         Tampa, FL

                          Panelists

    Michael Bonasso                      Chris McDonnell
 Flaherty, Sensabaugh &              Chief Operating Officer
        Bonasso                   Hill, Ward & Henderson, P.A.
     Charleston, WV                        Tampa, FL


     John Quinn                             Linda Woolf
    Manier & Herod                    Goodell, Devries, Leech &
     Nashville, TN                           Dann, LLP
                                          Baltimore, MD

                       Sidney Hardy
         McCranie, Sistrunk, Anzelmo, Hardy, et. al.
                        Metaire, LA
                          Michael Bonasso, Managing Member
                       Flaherty, Sensabaugh & Bonasso, P.L.L.C.,
                                    200 Capitol Street
                        P.O. Box 3843, Charleston, WV 25338-3843
      Phone: 304-347-4259     Fax: 304-345-0260        E-mail: mbonasso@fsblaw.com

Mr. Bonasso has served as the Managing Partner/Member of Flaherty, Sensabaugh & Bonasso,
P.L.L.C., since the inception of the firm in 1991. He also serves as Chairman of FSB’s Product
Liability Section. His practice emphasizes civil litigation in the areas of products liability and
general litigation. He also engages in litigation and legal counsel for clients in the areas of
corporate, commercial, contract, and business law.

Practice Concentrations:
•       Chairman of Firm’s Products Liability Group
•       Commercial Litigation
•       General Products Liability
•       Automotive Products Liability
•       General Litigation
•       Commercial and Business Counsel

Education:
•       1978 - J.D. - West Virginia University College of Law Order of the Coif
•       1975 - B.S. - West Virginia University College of Business and Economics
        Business Administration - (Accounting)
        Magna Cum Laude
        Outstanding Business Student - 1975

Professional Involvement:
•       Federation of Defense and Corporate Counsel
•       Defense Trial Counsel of West Virginia
        o        1997-1998 - President
        o        1994-1997 - Vice-President, Secretary, Treasurer
        o        1989-1994 - Board of Governors - two terms
•       Defense Research Institute


Awards & Honors:
•      2003 - Listed, The Best Lawyers in America
•      Martindale-Hubbell Listing




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Sidney J. Hardy is a director in the law firm of McCranie, Sistrunk, Anzelmo,
Hardy, Maxwell & McDaniel, P.C., which has offices in Metairie and Covington,
Louisiana. He received his bachelor’s degree from the University of Alabama in
1975 and his J.D. from the University of Alabama Law School in 1980.

Mr. Hardy has represented clients in matters involving legal and medical
malpractice, transportation and trucking, construction, products liability,
employment matters, commercial disputes, municipal and governmental casualty
claims, environmental claims, and class actions. During his career, he has tried
jury cases in almost all of these practice areas. He has extensive experience in
representing both primary and excess insurance carriers in all stages of litigation.
Mr. Hardy is currently serving as managing partner of the firm.




                                                                                  3
Brett Preston is a litigation shareholder with Hill, Ward & Henderson, P.A., a
full service law firm in Tampa, Florida. Brett handles a wide variety of matters,
with an emphasis in the defense of legal malpractice cases, life, health, and
disability insurance and ERISA matters, products liability actions, and
commercial litigation. He is also a certified mediator. Brett graduated cum laude
with a Bachelor’s degree in Religion from Duke University in 1983. He received
his J.D. from Washington University in St. Louis in 1986, where he served on the
law review and graduated Order of the Coif. Brett is active in the FDCC, DRI,
ICA, and ABA, and is a frequent public speaker on legal and ethical issues in his
areas of practice.




                                                                               4
JOHN E. QUINN is a Partner with Manier & Herod, P.C. in Nashville,
Tennessee. He is Chair of the Firm’s Litigation Section.

John has extensive jury trial experience in federal and state courts. He is licensed
to practice before the U.S. Court of Appeals for the Sixth and Eighth Circuits, the
U.S. District Courts for the Eastern, Middle, and Western Districts of Tennessee,
the Eastern and Western Districts of Arkansas, and Tennessee state courts. He
practices in the areas of Civil Litigation, Personal Injury, Professional
Negligence, Products Liability, Toxic Tort Litigation, Commercial & Business
Litigation, and Insurance Litigation.

John received a Bachelor of Arts degree with distinction from Southern Methodist
University, Dallas, Texas in 1983. He graduated from Vanderbilt University
School of Law in 1986. He is a member of the American, Tennessee, and
Nashville Bar Associations. He is a member of the Tennessee Defense Lawyers
Association and Defense Research Institute (DRI). He is a member of the
Federation of Defense and Corporate Counsel (FDCC). He is Vice-Chair of the
Technology and E-Commerce Section of the FDCC, Ex-Officio of the
Management, Economics, and Technology of Practice Section of the FDCC, and
State Representative for the State of Tennessee of the FDCC.




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Christopher E. McDonnell joined Hill, Ward & Henderson as Chief Operating
Officer in 1999. Mr. McDonnell graduated magna cum laude from the University
of Arizona in 1973 with a Bachelor of Science degree in Business Administration.
Hill, Ward & Henderson, P.A. is a Tampa, Florida commercial law firm with 81
attorneys. As Chief Operating Officer, Chris is a member of the management,
compensation, and profit sharing committees.

Mr. McDonnell’s honors included the Beta Gamma Sigma business honorary and
the New York State Regents Scholarship, and he was accepted into in a
cooperative education & management training program for Pan American World
Airways. Before joining Hill, Ward & Henderson, P.A., Chris was the Vice
President, Administration at Glenn, Rasmussen & Fogarty, P.A. and the Manager
of Purchasing and Material Control at Fotomat Corporation.

Mr. McDonnell served twice as President of the Suncoast Chapter of the
Association of Legal Administrators, from 1991-1992 and 2001-2002, and on
their Board of Directors from 1988-1993 and from 2001-2003. He was Chairman
of their Financial Section in 1989, and The Florida Bar and Hillsborough County
Liaison Chair in 1998. He is a member of the National Association of Legal
Administrators and a past member of the Tampa Bay Recruitment Administrators.
Chris has been involved in various community activities. He served on a local
board for the United Way of Hillsborough County, and is currently on the Board
of Trustees for Catholic Charities, Diocese of St. Petersburg and a member of
their finance and executive committees.




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Overview

Managing cash flow is a constant challenge in firms of all sizes. Although
some firms have unique situations with which to contend, and most face
similar cash flow issues. We hope that you find at least some of the
following suggestions helpful.



Understanding Cash Flow

“Good”

Money                  in             the             door              =
        $$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Money out the door =          ¢¢¢¢¢


“Bad”

Money in the door =           ¢¢¢¢¢


Money out the door =
        $$$$$$$$$$$$$$$$$$$$$$$$$$$$$

Cash Flow Management: Basic Principles

Four fundamental principles should guide your firm’s economic planning
and cash flow management:

              Spend less than you earn during the year.

              Avoid unnecessary debt.

              Maintain liquidity.

              Have a plan.
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Actively Manage Cash

Firm management should oversee, on a micro- and macro- level, billing,
work-in-progress, and expenses.

On a weekly basis, have the firm administrator provide management with
a summary form report to easily review cash position, receivables and
payables.

Meet with accountants in 3rd quarter to project expenses, receivables, and
cash flow through the end of the year. Plan and make any appropriate
adjustments early in the last quarter.

Create a budget for each time keeper, which contains billing expectations
for each timekeeper (attorneys and paralegals), as well as anticipated
costs.

Be careful about the type of work the firm takes in and the clients the firm
chooses to represent.

Drive Income and Earnings

Keep a close eye on chargeable hours, billed hours, and collected fees
every month.

The firm manager, managing partner and accounting department should
audit and monitor time keeping functions and billing.

Strong cash flow requires the firm to keep cash inflow level.

Capture Time and Expenses

The firm should require billable time to be entered daily by the time keeper
or his/her secretary. Some lawyers now input their own billable time
directly into the system, rather than writing them on time slips that must be
retyped by a secretary.

At least one other firm has implemented a bonus/fine program for
members that do and do not record their billable time on a timely basis
and for members that do and do not bill their files on a timely basis. If a
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fine is levied, the member may appeal the fine. However, over time, this
system has resulted in an increased efficiency of time keeping and billing.

Use technology to re-capture costs, e.g., on almost all document
reproduction functions, including printing and scanning.

Get the Bills Out

Require monthly billable files to be billed every month, and require
quarterly billable files to be sent billed every third month.

Give the accounting department goals on monthly billings; consider
establishing a target for the monthly billings to be sent to clients. In the last
week of the month, if necessary, follow up with attorneys who have not
completed their billings for the month to attain billing goals.

After partners review and edit pre-bills, delegate editing, mailing, and
follow up to non-legal personnel. Consider doing away with cover letters.

Require all time and costs to be input into the system within 2 - 3 working
days after the end of each month.

If clients require electronic billing, specific requirements for billing format,
back-up, etc., delegate these functions to a billing coordinator whose job it
is to coordinate and meet these special requirements.

Bills sometimes sit on desks for a period of time awaiting back-up. Ensure
that back-up is ready, so bills go out as soon as they are printed in final.



Collect Fees

The firm manager and/or managing partner should monitor accounts
receivable to ensure that lawyers follow up on overdue bills. In some
cases, the firm manager may actually handle the follow up contact with
clients.




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At least one firm is exploring with some slower pay clients the extension of
discounts for prompt payment to us. This has not gotten beyond the
discussion stage yet.

Consider transferring collection efforts to non-legal personnel; allow
partners to get involved in specific collection efforts when it makes sense
to do so. Having one or two people in the business office handle this
function may work much better.

Send reminder statements after 45, 60 and 90 days and follow up by
telephone and emails.

Form a “collections committee” that includes non-legal personnel as well
as managing lawyers to centralize collection efforts and light fires under
attorneys whose clients need special attention. Allow non lawyers to
contact clients directly regarding past due bills, unless the responsible
attorney specifically requests that no contact be made by the committee.

With respect to collection communications, personal phone calls work
better than a letter or an email.

Manage Costs and Expenses -- Business Related

Continually monitor expenditures.   Consider “over accruing” some
expenses to make sure the firm does not distribute more income than it
actually earned.

Consider the benefits of keeping cash inflow and cash outflows/expenses
as level as possible throughout the year. Try to time cash expenditures to
avoid incurring multiple large expenditures in the same month; space out
significant outlays to keep cash outflow relatively level.

Consider keeping enough cash on hand to handle all foreseeable cash
transactions (payroll, firm operating costs, client advanced costs, partner
draws, virtually all capital requirements).

Avoiding fluctuations which result in large cash outflows or unusually large
expenses during any given month creates stronger cash flow.



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Monitor cash outflow and expense requests.         Request supporting
information before approving reimbursement or expense requests. (This
encourages people to screen their own requests before they make such
requests, and this reduces unnecessary expenditures.) Don't be afraid to
say "no" to unnecessary expenditures.

For known and planned expenditures that occur only once a year (general
liability insurance premiums, legal malpractice insurance premiums and
employer liability insurance premiums), consider accruing expenses on a
monthly basis, so that when the payment is actually made, it does not
adversely affect cash or expenses. Also consider accruing the annual
distribution of both associate and member bonuses.

In considering capital expenditures on technology, spend the money only
if updated technology will make you more efficient and productive. Don't
spend money on technology for its own sake. Resist the lure of buying
bells, whistles, and gadgets simply because other firms are doing so.

Manage Costs and Expenses -- Client Related

Avoid carrying large advanced costs on behalf of clients or insurers.

Enter into arrangements with clients to pay disbursements over a certain
amount (e.g., $1,000) directly. Avoid large cash outlays for which the firm
may not be reimbursed for several billing cycles.

Ask for a retainer in an agreed amount to be applied to expenses as they
are incurred -- use the client's money to pay the client's expenses. When
billing, bill to replenish the retainer to the pre-determined amount.

When the firm advances a client expense, make sure reimbursement of
the expense is included on the next bill to the client. (If you pay invoices
on a 30-day net basis, the bill may go out before you are required to pay
the invoice, thereby decreasing the lag time between your payment and
being reimbursed by the client.)

Explore negotiating discounts with vendors for prompt payment.




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Manage Debt

Avoid unnecessary debt.

Maintain a bank line of credit for unusual or large unexpected cash
shortfalls (e.g., very large capital expenditures or a long period of low cash
inflows); but use it judiciously.

Don’t use credit to pay "income" to shareholders.

Make sure the bank line of credit stays at zero for some periods of time
during the year.

Capitalization and Capital Expenditures

Capitalization

Firm capitalization practices vary dramatically from firm to firm. Some
require significant capital contributions, others only nominal amounts.
How the firm is capitalized will drive the manner in which the firm can use
its capitalization to manage cash flow.

Have the firm's cash accounts swept into an interest bearing account, with
the cash then rerouted to the operating account as needed.

Substantially capitalized firms can maintain a stronger cash position by
using “cheaper debt” to pay interest to partners on a monthly basis on
capital funds left in the firm in excess of the capital requirements. They
can set the interest rate below bank lending rates, but above money
market and savings account rates. To keep this debt amount under
control, they can cap the amount of “excess capital” that will earn interest.

Capital Expenses

Financing purchases of fixed assets (such as furniture, technology,
equipment) allows the firm to pay cash out slowly, to have new partners
participate in sharing the expense, and to match up the payments with
depreciation.



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Leasing equipment also allows a firm to avoid large outlays of cash. At
the end of the lease, the firm will also probably have the option to buy the
leased equipment at a minimal cost.

Distributing Firm Income: Don't Distribute More Than You Have

Most commonly, firms pay partners a pre-determined biweekly or monthly
"draw," and distribute built-up income one or more times a year.

Some firms calculate and distribute firm income on a monthly basis.
Without good planning and discipline, this may leave the firm short in the
face of an emergency.        Have credit facilities available to meet
unanticipated expenses, or be prepared to answer a "capital call."

At least one firm strikes a compromise: if the cash is available, it
distributes a certain, fixed amount of “extra” each month ($100,000, for
example) to shareholders, but it also allows excess cash to build up for
distribution as year-end bonuses.




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