Slow, fragmented systems left Greenwoods cold. But the firm did not despair. Instead it developed its own case management system. Paul Parsons reports
After failing to find an adequate case management system, law firm Greenwoods decided to take matters into its own hands. The firm's directors drew up a wishlist of what the bespoke system should include. The key elements were:
u Document production
Caseflow
Quality control
The provision of management information
Integrated time recording and accounts.
The systems Greenwoods had seen available on the legal software market were highly fragmented and tended to move at a much slower pace than the market for commercial software applications.
Most specialised in accounts and time recording - the firm wanted a bespoke system which focused on caseflow for defendant personal injury claims. Greenwoods decided to develop a system in-house and appoint a full-time system developer within the IT department.
The case management system went live in December 1999. From that point all casework and document production went through the system and all existing files were transferred. Much time and effort was - and continues to be - invested in user training. The network provides lawyers with the electronic tools to work as productively as possible, with email, voicemail, desktop digital dictation and voice-to-text applications across the firm.
Cultural v technical challenges
Greenwoods had to go back to first principles and re-evaluate the way the firm worked. Lawyers are highly individualistic and there is a natural tendency, particularly among senior lawyers, to want to keep doing things "in the old way".
Once the system was live, we developed a new precedent base in response to the introduction of the CPR in April 2000. Details of clients, experts and suppliers were inputted into the database. This proceeded at a fairly conservative pace, as there is a limit to the amount of change that any organisation can digest within a given period. However, as our appreciation of the benefits of the system grew, so the speed of development increased.
Having initially developed caseflow in response to the court timetable, Greenwoods moved on to dealing with specific situations and client protocol requirements. It developed the quality control and supervisory functions of the system. These ensure timely review of all cases by team leaders, the production of advices and reports within specified timeframes, and compliance with client protocols.
Ease of use
In simple terms the life of each claim is divided into a number of stages. The system ensures that claims move from one stage to the next on a timely basis. This allows the Greenwoods legal team to maintain the initiative and to "force the pace" where appropriate.
The system moves cases from stage to stage at different speeds, depending on the type of case and its court track - its treatment of a fast-track case is very different to how it handles a catastrophic injury case.
The system contains a fully integrated diary and a "to do" list. Entries in the to do list are created both by the user and by the system itself. For example, review milestones are automatically set and then triggered if there is a period of inactivity on the file, as are actions required as a result of caseflow such as filing an acknowledgement of service.
The to do list also ensures that the file handler captures follow-up actions - for example, where an expert is instructed, it is important to chase the report if it isnot forthcoming within the required timeframe. There is also a wide range of specific requirements arising from client protocols.
The system is totally transparent. All case handlers have access to each other's diaries, to do lists and online case files. This facilitates not only supervision and quality control but helps to allow team working where the lawyer is away from the office or where more than one lawyer is handling the case.
The investment in time, staff salaries, hardware and software has been high, and is ongoing. But Greenwoods' partners are unanimous that the investment is worth it. In strategic terms it has allowed the firm to punch beyond its weight. This has created the conditions for Greenwoods to grow, without losing control of the quality of its staff or of its service offering. In addition, the system does actually save clients time and money. The case management system has played an integral part in the firm's strategy to reduce settlement times and overall (defendant plus claimant) costs by:
Pushing for early discussion and negotiation with the other side
Pushing for the use of telephone and email in preference to letters
Preventing delay and maintaining the initiative
Regular and early file reviews and Part 36 payments
Reducing the time spent on document production
The case management system has not achieved these things in isolation. Parallel developments have included better monitoring of active caseloads, the enhancement of team structures across all clients, and the development of a comprehensive quality system. Initially based on the ISO 9000 framework, this was extended in 2001 when the firm gained Investors in People accreditation.
With the benefit of dedicated in-house development resources, Greenwoods is able to improve caseflow continuously and to respond immediately to user requests for system enhancements and additional precedents.
At the strategic level, the next logical step in the development of the Greenwoods case management system will be to move the system out of Greenwoods' offices and into client premises.
This is the vision behind Greenwoods Online, whereby a shared file will reside in a secure electronic environment accessed in real-time by both client and claims handler. The benefits that this will deliver in terms of faster communication, faster case turnaround and driving yet more paper out of the process could be significant. Greenwoods Online, designed predominantly for multi-track cases, is being trialed later this year.
Paul Parsons is senior partner and IT partner at Greenwoods
