1	Colorado Bar Association Program Hanging Your Shingle: Business Planning Issues Created by Stephen M. (Pete) Peterson Managing Director Law Firm Business Institute and Ronald L. Seigneur Seigneur & Company, P.C. CPAs June 5, 2003
2	A lawyer’s primarily responsibility is to protect clients from other members of the profession.
3	Session Discussion Topics Fundamental planning concepts Tax planning and considerations Financial and accounting considerations Budgeting and cash flow issues
4	Handouts Business Planning Issues presentation Scenes from a Start Up American Lawyer article on Schindler, Cohen & Hochman LLP Which Forms Must I File? From IRS website Choosing the Best Form for Your Colorado Business Entity by Gary S. Joiner, Esq.; Frascona, Joiner, Goodman and Greenstein, P.C. Sample bank deposit slip
5	Strategic Planning/Thinking “You’ve got to be careful if you don’t know where you are going because you might not get there.”
6	Fundamental Planning Concepts Creating a business or strategic plan The process and journey Comparing and judging performance Plan is always evolving Know the cost of doing business Overhead Evaluating costs By the hour Peer group comparisons
7	The Planning Process Effective planning is built upon significant research and analysis; primarily in these 4 areas: Deep understanding of the market and competitive landscape Selecting a realistic position in the market Identifying client types and core practice niche Economics of competing in your target market Process begins long before you open your practice
8	Strategy and Planning - A Never Ending Cycle The process continues as your practice evolves and confronts new challenges and opportunities The professional graveyard is full of firms and practitioners that did not reassess their business plans
9	Planning Assessment Methods SWOT Strengths-Weaknesses-Opportunities-Threats Holistic One size doesn’t fit all SWAG What the hell, I’m young—lets do it!
10	Assessing your Current Situation Internal assessment Mirror, Mirror Resources Financial and intellectual capital Areas of expertise And your competitive strengths Work ethic Flexibility
11	Assessing your Current Situation External factors The competitive landscape Other law firms and practitioners In house counsel Nibblers: Consulting firms Accounting firms Client perceptions Future demand for your practice
12	Other Planning Concepts Vision/mission statements Be concise Mission statements need to be short and unique; not: We are a professional organization….dedicated to…uniquely qualified….high quality legal services….blah, blah, blah Determine your core values and beliefs “Believe in Your Own Bovine Droppings” Carl A. Leonard
13	Core Values and Beliefs Sampling from other firms/individuals: The client is the center of all that we do. Listen carefully to our clients; be in tune with their changing needs. Continuous improvement in services, processes and work environments. Our people are our greatest resource. Promote mutual respect and teamwork. Frugal use of time and money. Simple form of organization.
14	Key Elements of the Business Plan Executive summary Vision/mission Situational analysis External forces shaping trends in the profession Internal capabilities Distinguishing characteristics Marketing strategy
15	Key Elements of the Business Plan Financial analysis Multi-year Start up costs Operating costs Working capital needs Clients (segments, history) Contingency plans
16	Other Planning Considerations Role of the trusted advisor Individual or advisory board to assist with ideas and development Commit your plan to writing Sufficient lead time is needed Implement Monitor your progress
17	Tax Planning and Considerations
18	Checklist of Filing Requirements Federal ID number State ID number FUTA SUTA Withholding taxes Sales/use taxes Worker’s compensation insurance
19	Tax Considerations Four general kinds of business taxes: Income tax Self-employment tax Employment taxes Excise taxes Obtaining a tax identification number Complete form SS-4 and call a toll free number 1-800-829-4933 Internet applications expected shortly
20	Helpful Websites—Tax Planning and Filing Requirements www.irs.gov Planning, forms, applications, small business site www.sos.state.co.us Colorado filing requirements and explanations
21	Financial and Accounting Considerations
22	Economic Drivers R U L E S Represents the primary and key statistics that measure and monitor the financial success of your practice
23	RULES Defined R-rates/revenue/realization U-utilization L-leverage E-expenses S-speed What do they mean to you?
24	Key Financial Statements Focus on the income statement Key management report for most business enterprises Balance sheet Understand the linkage to the income statement Cash flow statement “Is this the checkbook?”
25	Financial and Management Resources Find a CPA or financial consultant who knows and understands your business Considerations in selecting a banker Business and trust accounts Consider assistance for your marketing and P/R initiatives Delegate; seek out secretarial and paralegal resources
26	Financial and Management Resources Financial systems-invest in good software Time entry Billing General ledger Resources Web based services: Elite (TimeSolv), TimeBilling Carpe Diem, PCLaw, TABS, Timeslips Others CPA firm alternatives CFO Today, Padgett, CBIZ, others Incorporation, tax, bookkeeping, financial statements
27	Time and Billing Considerations “Frequent accounting makes for a lasting friendship.” Luca Pacioli “..so does frequent time entry, billing, and collection.” Pete Peterson Bill while there is a tear in the client’s eye Communication-invoices contain perception of value Client Costs—an area of alienation and opportunity
28	Recordkeeping and Your “Books” General ledger (i.e., your books) Determine your chart of accounts and understand how activity is coded to the G/L Capture activity contemporaneously Principles of consistency Understand the matching convention
29	Be Conservative
30	Budgeting and Cash Flow Issues
31	Types of Budgets Operating/cash flow budgets Marketing Technology Personnel
32	Emphasis on the Operating Budget Budget is typically set for one operating cycle (e.g. calendar year) at a time However, your strategic or business plan will have a budget or forecast for 2 or 3 years Align your budget with your chart of accounts Focus in on the income statement Align your budget with your business plan
33	Budgeting Considerations for Start-ups Costs specific to start-up period Working capital needs Deposits (facility lease, equipment leases) Capital assets Furniture, fixtures and equipment Technology Marketing/Announcements Library and research resources Office supplies and stationery Personnel Strategic outsourcing alternatives
34	Understanding the Revenue Cycle and its Impact on the Budget Billable hours Hourly rate Realization Billed realization Collected realization Again, speed is key How long does it take to convert your billable efforts to cash? Averages are near 4 ½ months!
35	Illustrations of the Revenue Cycle
36	Cost and Expense of Doing Business
37	Typical Cost Structure in Large Firms Largest costs People Occupancy Other Technology Marketing
38	Understanding and Evaluating the Cost of Doing Business Top 4 expenses: People Can vary widely Determine need for secretarial and paralegal support Payroll and benefit structure Facilities Rent and associated costs Technology Hardware/software Maintenance, training Marketing Advertising, business development, etc.
39	Other Expenses and Considerations Insurance Professional liability Business Medical Library and research requirements Need for outside services Client costs Soft and hard costs Recoveries, write-offs Contingent reserve
40	Traditional Models used in Pricing Services You can attempt the traditional build-up model Determine resources and overhead needed to service clients in the manner they expect Your targeted level of income The number of hours you will bill Do the math
41	How Can Clients Help? Positive cash flow considerations: Payment upon receipt of invoice Advance retainers For client costs For initial efforts Monthly retainers Educate your clients on their responsibility
42	Industry Benchmarks and Comparisons Source: Altman Weil Small Firm Economic Survey Pop over Sole General West 1 million practitioner law Average gross revenues $258,931 $ 276,986 $ 199,741 $ 229,119 Paralegal expense 11,154 12,073 8,138 10,337 Staff expense 35,569 38,246 19,429 34,300 Occupancy expense 16,430 23,371 14,839 16,053 Equipment expense 5,331 9,247 7,456 7,019 Reference expense 2,918 3,121 4,537 3,328 Promotional expense 5,094 7,705 4,591 3,877 Other expense 31,405 33,870 28,132 25,864 Total expenses 107,901 127,633 87,122 100,778 Net to the attorney $151,030 $ 149,353 $ 112,619 $ 128,341
43	The Hourly Cost of Doing Business Source: Altman Weil Small Firm Economic Survey Sole Annual charge hours: practitioner 1,200 1,500 1,800 Average gross revenues $ 199,741 $ 166.45 $ 133.16 $ 110.97 Paralegal expense 8,138 6.78 5.43 4.52 Staff expense 19,429 16.19 12.95 10.79 Occupancy expense 14,839 12.37 9.89 8.24 Equipment expense 7,456 6.21 4.97 4.14 Reference expense 4,537 3.78 3.02 2.52 Promotional expense 4,591 3.83 3.06 2.55 Other expenses 28,132 23.44 18.75 15.63 Total expenses 87,122 72.60 58.08 48.40 Net to the attorney $ 112,619 $ 93.85 $ 75.08 $ 62.57
44	Top Ten Tips Make efficient use of delegation and leverage Understand and review financial results every month Embrace change Understand the 3 year critical mass standard Always look for ways to distinguish yourself and your practice
45	Top Ten Tips Maintain strict client intake policies and practices Train your clients—become their trusted advisor Market, market, market Contemporaneous financial housekeeping Implement your plan and frequently reassess your plan
46	Closing Thoughts Do not underestimate the power of having a plan of action Most of your plan will depend on your objectives You will wear many hats Invest time and resources in practice management and business development
47	"David Maister" David Maister
48	Questions/Comments Opportunity for Follow-up Stephen M. (Pete) Peterson Managing Director Law Firm Business Institute pete@lawfirmbiz.com (T) 303.981.1118 (F) 970.626.2226 www.lawfirmbiz.com