In an era increasingly driven by metrics, it is important for organizations- law departments to find or develop tools that measure the value of the legal services they deliver. A number of key performance indicators as well as benchmarking data for in-house counsel can be used by the department leadership to measure the performance of the law department, the quality of the legal services, and track the success of the strategic initiatives. It should be noted that efficient metrics program for a law department should include both quantitative (cost, speed) and qualitative (value, customer satisfaction) metrics.
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Law Department within any constituency is involved in handling the legal issues that arise in it every now and then. The occupants of the judiciary places are to protect the rights of people and make sure that justice is delivered to the deserving person.
This makes it important to keep track of how things have been proceeding in the law division. One can use a carefully structured balanced scorecard for this purpose. This management device has metrics/ indicators 'that count' listed on it to help in proper evaluation of the department.
All the aspects that matter to the performance of the courts can be out together in this scorecard and the task of giving useful indications for future course of action can be obtained from these in reliable and trusted manner. The legal services provided can be tested for their correctness and degree to which these succeeded in satisfying the parties involved.
It is important to bring in such or a similar approach into operations as a well-established management thought says that 'improvement is possible only of effective measurement policies have been used'. In other words, only if you can measure something that improvements be brought into it.
This is the actual scorecard with Law Department Performance Indicators and performance indicators. The performance indicators include: law department, litigation matters, active litigation matters, new litigation matters, closed litigation matters, cycle time, non-litigation matters, active non-litigation matters, new non-litigation matters, closed non-litigation matters, external legal spending, total fees for outside counsel, total fees for legal research, compliance, ethics line and hotline calls, cycle time for hotline reports, code of conduct/ethics, general expenses, law-related expense, expense of temporary staffing, intellectual property matters, active intellectual property matters, new intellectual property matters, closed intellectual property matters .
Download a trial version of Law Department Evaluation Balanced Scorecard or purchase a full version online.
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