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  • Thursday, April 10, 2014 12:25 PM | Anonymous

     Most law firms could provide more efficient legal services to clients by improving technological competency among attorneys. CIOs and IT training managers recognize this fact but historically have found it challenging to get buy-in from their firms. It’s time to upskill to gain a competitive edge.


       




  • Friday, October 09, 2009 12:16 AM | Anonymous

    There has been seismic activity in the legal technology training world brought about by the Suffolk/Flaherty Audit (the “Tech Audit”) initiated by D. Casey Flaherty, Corporate Counsel for Kia Motors.  Casey has been auditing the technology skills of his potential outside counsel's lawyers by evaluating what he considers the basic IT skills a lawyer should have for the practice of law.  He reports that none of the firms he has audited has yet passed.


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  • Friday, May 29, 2009 8:36 AM | Anonymous

    How LTC4™ started and what was its purpose?


    LTC4™ (Legal Technology Core Competencies Certification Coalition) came together in 2010 when senior training professionals were united by a common desire to establish IT core competencies that all law firms could use.


    Some members of the original steering group already had core competency programs in place which they wanted to build on and make more goal-based.  The group was hearing that many of their peers in the industry were also being asked to produce IT Core Competencies in their own firms, but didn’t know where to start, or didn’t have the time to do justice to such a large task. So the group felt that all law firms could benefit from having a commonly accepted industry standard which would give core competency programs more clout and much higher visibility.  This offer of an industry standard has struck a common cord as LTC4 is now over 50 firms.


    To make the competencies relevant, the group examined in detail how users in law firms worked and what their typical workflows were, so that the core competencies could be designed as workflows, rather than a litany of features and functions.  The group worked diligently (meeting every two weeks for several years) to identify a firm’s business goals for technology, and what the individual user goals would be, so that the core competencies would be designed to combine both - for maximum relevance and benefit to both user and the firm.


    While traditionally IT core competencies were normally only applied to support staff, the group made the decision early on that they should also identify attorneys IT core competencies, as attorneys need to be skilled-up too. 


    As a result of all the combined thinking and applied knowledge, the competencies which resulted are work-flow based and cover the main aspects of legal work supported by technology including:

    ·       Working with Client Documents

    ·       Managing Electronically Stored Documents/Emails

    ·       Collaborating with Others: Sharing E-mails and Documents

    ·       Time and Billing

    ·       Road Warriors  - Working Remotely

    ·       Data, Reports & Exhibits

    ·       Security


    Historically, when a firm introduced core competencies, it generally meant that there would be ensuing “Assessments” with all the associated angst and trepidation. LTC4 was adamant that these core competencies would be presented as continual improvement programs, leading to a positive outcome, such as self-development, certification and credits (including CLE).   The notion of “Assessments” was expunged from the group’s vocabulary, in favor of a program which would be positive and where possible, fun to do.

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