September 14, 2012 21:45
diff --git a/gistfile1.txt b/gistfile1.txt
 <h1 style="text-align: right;"><span style="color: #ff00ff;">MODULE ZERO</span></h1>
 <h2 style="text-align: right;"><span style="color: #000000;">Operations.</span></h2>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#introduction">Introduction</a></p>
 <p style="text-align: right;"><a href="http://rethinklawfirmconsulting.com/sdlfmodule0/#communication">Communication</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#facility">Facility</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#recruiting">Recruiting, Hiring and Training</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#BusinessD">Business Development</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#intake">Intake</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#caseM">Case Management</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#timetracking">Time Tracking</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#RiskM">Risk Management</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#resources">Resources</a></p>
 <p style="text-align: right;"><a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/#miscellaneous">Miscellaneous Matters</a></p>

 <h1 style="text-align: right;"><span style="color: #ff0000;"><a title="MODULE 1" href="http://www.rethinklawfirmconsulting.com/sdlfmodule1/" target="_blank"><span style="color: #ff0000;">MODULE ONE</span></a></span></h1>
 <h1 style="text-align: right;"><a title="MODULE 2" href="http://www.rethinklawfirmconsulting.com/sdlfmodule2/"><span style="color: #339966;"><span style="color: #339966;">MODULE TWO</span></span></a></h1>
 <h1 style="text-align: right;"><span style="color: #0000ff;"><a title="MODULE 3" href="http://www.rethinklawfirmconsulting.com/sdlfmodule3/"><span style="color: #0000ff;">MODULE THREE</span></a></span></h1>
 <h1 style="text-align: right;"><span style="color: #800080;"><a title="MODULE 4" href="http://www.rethinklawfirmconsulting.com/sdlfmodule4/"><span style="color: #800080;">MODULE FOUR</span></a></span></h1>
 <h1 style="text-align: right;"><span style="color: #ffff00;"><a title="MODULE 5" href="http://www.rethinklawfirmconsulting.com/sdlfmodule5/"><span style="color: #ffff00;">MODULE FIVE</span></a></span></h1>
 <h1 style="text-align: right;"><span style="color: #00ccff;"><a title="MODULE 6" href="http://www.rethinklawfirmconsulting.com/module-6/" target="_blank"><span style="color: #00ccff;">MODULE SIX</span></a></span></h1>
 <h1 style="text-align: right;"></h1>
 <h1><span style="text-decoration: underline;"><a name="introduction"></a>Introduction</span></h1>
 This is the San Diego Law Firm ("SDLF") Operations Manual. Each employee is required to comply with the policies and procedures set forth in this operations manual.
 <h4>1.01 Use of This Operations Manual.</h4>
 This operations manual sets forth the responsibilities of SDLF’s employees. If any employee does not understand any policy or procedure set forth in this operations manual, she should address her concern with a member of SDLF’s Management Team.
 <h4>1.02 Policy Email Distribution</h4>
 Once a month, the Facility Manager will inform all employees of any changes to any of the manuals or handbook, and more frequently if necessary.
 <h4>1.03 Conflict Between Manuals</h4>
 Whenever there is a conflict between the Operations Manual and the Training Manual, the Operations Manual shall control.
 <h4>1.04 Difference Between Manuals</h4>
 The difference between the Operations Manual and the Training Manual is that the Operations Manual sets forth our responsibilities and the Training Manual provides instruction for fulfilling those responsibilities.
 <h4>1.05 Pronouns.</h4>
 In an effort to keep this operation manual concise, we have used either the masculine or feminine gender where applicable with the understanding that the masculine includes the feminine and the feminine includes the masculine.
 <h4>1.06 Environment.</h4>
 At all times, both in the SDLF office and while conducting SDLF business outside of the SDLF office, employees are to maintain an approachable yet professional environment and demeanor.
 <h4>1.07 Work Ethic.</h4>
 It is presumed that each employee will perform all of her responsibilities ethically, professionally, accurately, diligently, intelligently, thoroughly, timely, reasonably and with good discretion.
 <h4>1.08 Delegation.</h4>
 Any employee may delegate a portion of his responsibility to another employee upon prior written consent of the Managing Partner, but shall remain responsible for that portion of his responsibility so delegated.
 <h4>1.09 Definitions.</h4>
 The following definitions are used in this operations manual:
 <p style="padding-left: 30px;"><strong>Assigned Attorney</strong> - The attorney to whom a case is assigned.</p>
 <p style="padding-left: 30px;"><strong>Client Satisfaction Counselor</strong> - Jason Sheinberg.</p>
 <p style="padding-left: 30px;"><strong>Collection Account </strong>- An account in QB used to track time we spend collections monies owed to us by clients. Each attorney has her own Collection Account.</p>
 <p style="padding-left: 30px;"><strong>DNA </strong>- The firm’s history, values, culture, Vision and Strategy.</p>
 <p style="padding-left: 30px;"><strong>Ethics Counselor</strong> - Tom Parashos.</p>
 <p style="padding-left: 30px;"><strong>Facility Manager</strong> - Mike Guzman.</p>
 <p style="padding-left: 30px;"><strong>File Transfer Protocol</strong> - Files and documents are to be saved on the SDLF server by accessing a vpc.  Employees are not authorized to save files onto personal computers.</p>
 <p style="padding-left: 30px;"><strong>Financial Manager</strong> - Kristi Wilson.</p>
 <p style="padding-left: 30px;"><strong>Hotbunk and Hotbunking</strong> - Working both in the office at a designated and shared work station and from home.</p>
 <p style="padding-left: 30px;"><strong>Hotel and Hoteling</strong> - Working both in the office at an available work station and from home.</p>
 <p style="padding-left: 30px;"><strong>Intake Attorney</strong> - The attorney who intakes a new client.</p>
 <p style="padding-left: 30px;"><strong>Intake 1</strong> - The Intake employee who primarily works the Operator Station.</p>
 <p style="padding-left: 30px;"><strong>Intake 2</strong> - The Intake employee who primarily works the Reception Station.</p>
 <p style="padding-left: 30px;"><strong>Intake 3</strong> - The Intake employee who relieves Intake 1 and Intake 2.</p>
 <p style="padding-left: 30px;"><strong>Intake Staff </strong>- All non-attorney members of the Intake Team.</p>
 <p style="padding-left: 30px;"><strong>Intake Team</strong> - The group of employees consisting of the Intake Attorneys, Intake 1, Intake 2, Intake 3, the Marketing Manager and the Facility Manager.</p>
 <p style="padding-left: 30px;"><strong>Managing Partner</strong> - William R. Simon, Jr.</p>
 <p style="padding-left: 30px;"><strong>Management Team</strong> - The team which consists of the Partners, Managing Partner, Financial Manager, Marketing Manager, and Facility Manager.</p>
 <p style="padding-left: 30px;"><strong>Marketing Manager</strong> - Erin Vejar.</p>
 <p style="padding-left: 30px;"><strong>Partners </strong>-<strong> </strong>Tom Parashos and WIlliam R. Simon, Jr.</p>
 <p style="padding-left: 30px;"><strong>Practice Team</strong> - Any of a number of teams which consist of attorneys and paralegals who are regularly assigned cases in the same or similar practice areas. Currently, SDLF has the following Practice Teams:</p>
 <p style="padding-left: 60px;">Will Trust Probate ("<strong>WTP</strong>")</p>
 <p style="padding-left: 60px;">Business Real Estate ("<strong>BRE</strong>")</p>
 <p style="padding-left: 60px;">Divorce Support Custody ("<strong>DSC</strong>")</p>
 <p style="padding-left: 60px;">Lawsuits and Disputes ("<strong>LD</strong>")</p>
 <p style="padding-left: 30px;"><strong>PC</strong> - Prospective Client, someone who is in communication with SDLF for the purpose of considering our services.</p>
 <p style="padding-left: 30px;"><strong>QB </strong>- Quickbooks Pro, the time tracking and accounting software that we use.</p>
 <p style="padding-left: 30px;"><strong>Strategy</strong> - The method(s) by which the firm will realize its Vision; the path to the destination.</p>
 <p style="padding-left: 30px;"><strong>Supervising Attorney </strong>- the attorney who supervises an Assigned Attorney; in the case of litigation matters, Tom Parashos; in the case of transactional matters, William R. Simon, Jr.</p>
 <p style="padding-left: 30px;"><strong>TM</strong> - Time Matters, the contact and case management software that we use.</p>
 <p style="padding-left: 30px;"><strong>Vision</strong> - The place where the firm will be in the future; the destination.</p>

 <h4>1.10 History.</h4>
 SDLF was founded in 1988 as Simon &amp; Parashos by Tom Parashos and William R. Simon, Jr. and was originally located in downtown San Diego. In 1991 we relocated to Mission Valley and in 2000 we changed our name to San Diego Law Firm. In 2002 we relocated to Lemon Grove and in 2008 we moved into our current location in North Park in an effort to be more centrally located for our clients. Since opening our doors to the North Park Community, SDLF has developed a community-based storefront feel which currently employs 15-20 full time employees who work both in the office and from remote locations.
 <h4>1.11 Who We Are.</h4>
 San Diego Law Firm’s culture is unlike any in America in that we blend the best of both Main Street and Wall Street to form a unique law firm that has the look, feel and vibe of a small community-based business with the reliability and dependability of a large corporate enterprise. We put the interests of the clients we serve before the firm and the interests of the firm before our own. We strive to be the best team that we can be.
 <h4>1.12 Our Culture.</h4>
 Our culture is defined by our commitment to helping people.
 <h4>1.13 Our Values.</h4>
 Our values can be found in the leadership of our Partners, in the character of our employees, in the service delivered to our clients, and amid the relationship formed with our community. These values are the foundation of who we are and what we stand for. We have the unwavering faith that if we stay true to our beliefs, we will grow larger, helping more and more people along the way. We expect our employees to remain humble, determined and to work as a team. We ask that every employee protect the interests of the firm.
 <h4>1.14 Our Commitments.</h4>
 In lieu of repeating our commitments throughout this operating manual, we are stating them here. All of our commitments are inherently a part of all of our policies and procedures. We are committed to the following:
 <p style="padding-left: 30px;">Exceeding our clients’ expectations.</p>
 <p style="padding-left: 30px;">Protecting the financial interests of the firm to ensure our continued viability and success.</p>

 <h4>1.15 Organizational Chart.</h4>
 SDLF’s organizational chart is available to all employees and will be modified on an ongoing basis by the Managing Partner.  <a href="http://www.rethinklawfirmconsulting.com/site/wp-content/uploads/2012/06/SDLF-org-chart1.docx">Click here to view it</a>.
 <h4>1.16 Job Descriptions.</h4>
 The job description for each position is available to all employees. Each job description will be modified, as necessary by the Managing Partner.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="Communication"></a>Communication</span></h1>
 <h4>2.1 Client Confidences.</h4>
 It is the responsibility of all employees to maintain inviolate the confidence, and at every peril to ourselves to preserve the secrets, of SDLF’s clients. This responsibility begins when a PC makes his first contact with us, whether by phone, written or electronic communication, or in person.
 <h4>2.2 Information and Documentation Related to Our Clients.</h4>
 All information and documentation communicated, in writing or otherwise, from and to our clients is not to be disclosed to any person other than other SDLF employees except for the disclosure of such information and documentation by attorneys employed at SDLF, with the authorization of the subject client, and for the purpose of representing the client in the subject legal matter. All documents containing information related to a SDLF client, if discarded, are to be shredded.
 <h4>2.3 Ensuring Client Satisfaction and Client Control.</h4>
 Employees shall acknowledge communications received from our clients within one business day or sooner. Employees shall communicate with our clients in each client’s preferred method of communication, which we humbly recognize may be different than ours. Employees shall maintain respect for our clients and not engage in communication that is harmful to our clients, our clients’ cases, and the reputation of San Diego Law Firm. In the event a client expresses dissatisfaction to an employee, the employee is encouraged to control the conversation consistent with our Risk Management policy.
 <h4>2.4 Courts, Opposing Counsel, and Other Professionals.</h4>
 All employees shall communicate with the courts, opposing counsel and our community in a manner that is respectful, kind, and professional.
 <h4>2.5 Administration Communications.</h4>
 All communications initiated by the Management Team to Caseworkers shall be approved in advance by the Managing Partner. The Management Team shall respond to communications initiated by Caseworkers promptly and without prior approval from the Managing Partner.
 <h4>2.6 Meetings.</h4>
 <strong>Firm Meeting</strong>. Employees shall attend Firm Meetings which shall occur on a quarterly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing matters that pertain to the state of the firm. The Managing Partner shall prepare the meeting agenda and minutes and preside over the meeting.

 <strong>Attorney Meeting. </strong>Attorneys shall meet on a monthly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing matters that pertain to the practice of law. The Managing Partner shall prepare the meeting agenda and minutes and preside over the meeting.

 Each individual attorney shall meet with the Managing Partner on a monthly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing matters that pertain to the attorney’s Practice Team.

 <strong>Practice Team Meeting.</strong> Each Practice Team shall meet on a monthly basis, or as such other frequency as determined by the team’s Assigned Attorney, for the purpose of discussing matters that pertain to the Practice Team.

 <strong>Intake Meeting</strong>. The Intake Team shall meet on a monthly basis, or at such other frequency as determined by the Intake Attorneys, for the purpose of discussing matters that pertain to the firm’s intake of new clients/cases. The Marketing Manager shall prepare the meeting agenda and minutes and preside over the meeting.

 <strong>Management Meeting.</strong> Managers and Partners shall attend Management Meetings which shall occur on a weekly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing matters that pertain to the management of the firm. The Managing Partner shall prepare the meeting agenda and minutes and preside over the meeting.

 <strong>Facility Meeting.</strong> The Facility Manager shall meet with the Partners on a weekly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing facility matters that pertain to the firm.

 <strong>Marketing Meeting. </strong>The Marketing Manager shall meet with the Partners on a weekly basis, or at such other frequency as determined by the Managing Partner, for the purpose of discussing marketing matters that pertain to the firm.

 <strong>Financial Meeting.</strong> The Financial Manager shall meet with the Partners on a weekly basis, or at such other frequency as determined by the Partners, for the purpose of discussing financial matters that pertain to the firm.

 <strong>Partner Meeting.</strong> Partners shall attend Partner Meetings which shall occur on a weekly basis, or at such other frequency as determined by the Partners, for the purpose of discussing matters that pertain to the management of the firm.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="Facility"></a>Facility</span></h1>
 <h4>3.1 Facility Management.</h4>
 The Facility Manager is responsible for managing the facility.  If the Facility Manager is not available then this responsibility shall rest with the Financial Manager.  If the Financial Manager is not available then this responsibility shall rest with Tom Parashos.
 <h4>3.2 Office Hours and Use.</h4>
 SDLF is open for business from 8:00 a.m. to 5:00 p.m. and from 5:00 p.m. to 7:00 p.m. by appointment only, subject to change without notice, excluding weekends and Holidays. SDLF offices can be used outside of these hours only for SDLF business purposes.
 <h4>3.3 Work Hours.</h4>
 Work hours for employees are from 8:00 a.m. to 5:00 p.m., excluding weekends and Holidays, unless otherwise designated by SDLF and subject to change without notice.
 <h4>3.4 Alarm Key Code.</h4>
 Each employee is to be assigned an alarm key code by the Facility Manager which will be used to arm the alarm panels in Suite 102 and Suite 106. It is important to note that the alarm key code is specific to each employee and when used, is presumed to be used by the employee to whom it was issued. Employees are prohibited from disclosing their alarm key code to others. If an employee suspects the identity of his alarm key code has been compromised, it is required that he immediately notify the Facility Manager. A new alarm key code will be issued and the old alarm key code will be terminated.
 <h4>3.5 Office Key.</h4>
 Each employee is to be provided an office key which can be used to unlock all exterior office doors. Employees are prohibited from sharing or duplicating their office key. If an employee suspects his key has been lost, misplaced, or stolen, it is required that he immediately notify the Facility Manager.
 <h4>3.6 Security.</h4>
 The premises of SDLF are to be secured by locking all doors and arming the alarm during non-office hours and when there are no SDLF employees inside the SDLF office.
 <h4>3.7 Alarm.</h4>
 There are two alarms, one for Suite 102 and one for Suite 106. The first employee entering each suite each day must disarm the suite’s alarm.  The last employee exiting each suite each day must arm the suite’s alarm and ensure the other suite is either occupied or its alarm is armed.
 <h4>3.8 Opening the Office.</h4>
 Intake 1 shall be responsible for opening the office each business day by completing the items listed on the <a href="http://www.rethinklawfirmconsulting.com/site/wp-content/uploads/2012/06/001-Office-Opening-Checklist.wpd">Office Opening Checklist</a> . If Intake 1 is not available, then this responsibility shall rest with Intake 2 and thereafter with Intake 3 and then the Facility Manager.
 <h4>3.9 Closing the Office.</h4>
 Intake 1 should close the office each business day by completing the items listed on the <a href="http://www.rethinklawfirmconsulting.com/site/wp-content/uploads/2012/06/002-Office-Closing-Checklist.wpd">Office Closing Checklist</a>. If Intake 1 is not available, then this responsibility shall rest with Intake 2 and thereafter with Intake 3 and then the Facility Manager.
 <h4>3.10 Conference Rooms.</h4>
 The Facility Manager is responsible for managing the use of the conference rooms. There are four conference rooms available for use. They are listed in order of preferred use:
 <p style="padding-left: 30px;"><strong>Harbor Room:</strong> Should be primarily used for visitor meetings. This conference room is designed and staged to exude an image of hospitality accommodating to visitors. This includes: the display of awards, beverages and food, available technology, etc.</p>
 <p style="padding-left: 30px;"><strong>Dakota Room:</strong> Should be primarily used for visitor meetings. This conference room is designed and staged to exude an image of hospitality accommodating to visitors. This includes: the display of awards, beverages and food, available technology, etc.</p>
 <p style="padding-left: 30px;"><strong>Sacramento Room:</strong>Should be used for employee meetings and visitor meetings requiring seating for more than 4 people.</p>
 <p style="padding-left: 30px;"><strong>War Room:</strong> Should only be used for employee meetings.</p>
 Reserving conference rooms for use must be scheduled using the proper <a title="Outlook" href="http://www.rethinklawfirmconsulting.com/sdlfoutlook/" target="_blank">Outlook Calendar </a>procedure.
 <h4>3.11 Troubleshooting.</h4>
 It is the responsibility of the Facility Manager to act as a liaison between SDLF and its technology partners, manage firm software and hardware updates as necessary, process daily technology help desk requests, and monitor facility supply levels. Employees should notify the Facility Manager by email, or cell should email be unavailable, if experiencing an issue concerning any IT equipment or the facility.
 <h4>3.12 Access Levels.</h4>
 Each employee is granted Level 5 access and each SDLF independent contractor is granted Level 1 access. The access level of an independent contractor may be increased by request to our Financial Manager who will approve such requests in her discretion if it is determined by her that an increase in the independent contractor’s access level does not pose a security risk and is warranted given the involvement of the independent contractor in the performance of legal services for SDLF’s clients. The access levels are as follows:
 <p style="padding-left: 30px;"><strong>Level 1:</strong> Access to our client and case information, but only via emails and phone calls to and from our Caseworkers (i.e. not directly through TM).</p>
 <p style="padding-left: 30px;"><strong>Level 2:</strong> Access to our server. Level 2 can access and save work to case folders and the TM case forms so that the entire file is available. Level 2 also has access to QB and Lexis.</p>
 <p style="padding-left: 30px;"><strong>Level 3:</strong> Level 2 plus a phone extension (where voice mails can be accessed and/or phone calls can be forwarded from the extension to the independent contractor’s mobile phone) and a SDLF email address. The purpose of Level 3 is to allow the independent contractor to interface with our clients through email and phone.</p>
 <p style="padding-left: 30px;"><strong>Level 4:</strong> Level 3 plus an actual SDLF phone connected to our phone system. The purpose of Level 4 is the same as the purpose of Level 3 (allow direct interface with our clients), but with more frequent phone interaction, thus justifying the placement of an SDLF phone at the independent contractor's off site work station.</p>
 <p style="padding-left: 30px;"><strong>Level 5:</strong> Level 4 plus access to an on-site work station.</p>

 <h4>3.13 Working From Home.</h4>
 In lieu of working from a designated work station in SDLF’s office, an employee may work from her home if approved by the Managing Partner. Each employee approved to work from home shall:
 <p style="padding-left: 30px;">1. Have one of the following:</p>
 <p style="padding-left: 60px;">a. Windows OS that runs well and is no more than 4.5 years old. The Windows OS should have current antivirus software in place, preferably the free Microsoft Security Essentials antivirus solution. The Windows OS should be accessing the Internet though a broadband Internet connection that is protected from the public Internet by a hardware based firewall or router (and not a third party software based firewall such as Zone Alarm). The Windows OS should have Microsoft Remote Desktop Connection software version 7 or newer installed. The Windows OS should be running one of the following Windows operating systems:  Windows XP with Service Pack 3, Windows Vista with Service Pack 1 or 2, or Windows 7.</p>
 <p style="padding-left: 60px;">b. Mac that functions well and is running a Mac operating system no older that version 10.5 (Leopard). The Mac should have current antivirus software installed, and should be protected from Internet based attacks by a firewall (either the built in Mac firewall, or a third party software or hardware firewall). The Mac should have Microsoft Remote Desktop Connection for Mac software version 2.1 or later installed (downloaded from Microsoft). The Mac should also have Sonicwall Netextender 4.0.667 or later installed (provided by SDLF).</p>
 <p style="padding-left: 30px;">2. Have an Internet connection at her home.</p>
 <p style="padding-left: 30px;">3. Have a cell phone.</p>
 <p style="padding-left: 30px;">4. Comply with SDLF’s File Transfer Protocol.</p>
 <p style="padding-left: 30px;">5. Work from home and not some other location such as a café, a hotel, or a friend’s house.</p>
 <p style="padding-left: 30px;">6. Work set hours.</p>
 <p style="padding-left: 30px;">7. Work from home only when scheduled to do so (working from home is not something an employee can do spontaneously).</p>
 <p style="padding-left: 30px;">8. Be prepared to come into SDLF’s office upon request on any work day.</p>
 <p style="padding-left: 30px;">9. Be aware that any travel time to and from the office is not work and is not compensated.</p>

 <h4>3.14 Hotbunking.</h4>
 Employees are authorized to Hotbunk at the discretion of the Managing Partner, subject to change without notice. If authorized to Hotbunk, an employee will be assigned a Hotbunking work station by the Facility Manager. Each employee authorized by the Managing Partner to Hotbunk is required to work 22 hours (2.5 days) in the office per week and to accurately document his Hotbunking schedule on his Outlook calendar. If an employee would like to request a change in his Hotbunking assignment, hours, and/or days, a written request may be submitted to the Facility Manager for consideration who shall have discretion to grant or deny the proposed modification. Typically, a request to Hotbunk will not be considered by the Managing Partner until the employee’s employment with SDLF is greater than one year.
 <h4>3.15 Hoteling.</h4>
 Employees are authorized to Hotel at the discretion of the Managing Partner, subject to change without notice. Each employee authorized by the Managing Partner to Hotel is required to work 8 hours in the office per week and to accurately document his Hoteling schedule on his Outlook calendar. If an employee would like to request a change in his Hoteling status, a written request may be submitted to the Facility Manager for consideration who shall have discretion to grant or deny the proposed modification. Typically, a request to Hotel will not be considered by the Managing Partner until the employee’s employment with SDLF is greater than one year.
 <h4>3.16 Dress and Grooming Standards.</h4>
 SDLF considers the presentation of its image to its clients, suppliers, and the public to be extremely important. Since SDLF’s product includes service, and excellent service can only be provided through its employees, SDLF seeks not only good performance and conduct from its employees, but also expects them to observe high standards in their personal presentation. Accordingly, SDLF expects that all employees dress in a manner consistent with good hygiene, safety, and taste. Additionally, employees should be dressed Business Casual or Business Formal, except on Fridays when employees may be dressed Smart Casual.  Examples of each style of dress can be found here:
 <ul>
 	<li><a title="Smart Casual" href="http://www.rethinklawfirmconsulting.com/smart-casual/" target="_blank">Smart Casual</a></li>
 	<li><a title="Business Casual" href="http://www.rethinklawfirmconsulting.com/business-casual/" target="_blank">Business Casual</a></li>
 	<li><a title="Business Formal" href="http://www.rethinklawfirmconsulting.com/business-formal/" target="_blank">Business Formal</a></li>
 </ul>
 It is at the discretion of the Facility Manager to notify an employee who is in violation of the dress and grooming standards.
 <h4><strong>3.17 Updating and Maintaining SDLF Web Portal.</strong></h4>
 Facility Manager will make all changes to SDLF Web Portal subject to approval by Managing Partner.  Any person on the Management Team can make changes to any section of the Training Manual that such person manages or, if requested, the Facility Manager will make such changes for such person.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="Recruiting"></a>Recruiting, Hiring, and Training</span></h1>
 <h4>4.1 Recruiting.</h4>
 The objective of the recruitment process is to identify and present Qualified Candidates to the Managing Partner who shall select from among the Qualified Candidates a single applicant who will be offered an open position. The Marketing Manager is responsible for managing the recruitment process until such time as an open position is filled.
 <p style="padding-left: 30px;"><strong>Open Position.</strong> The Managing Partner shall inform the Marketing Manager when a position is open at which time the Marketing Manager shall commence the recruitment process.</p>
 <p style="padding-left: 30px;"><strong>Job Posting.</strong> The Marketing Manager shall place a job posting for an open position to various legal and non-legal outlets. The job posting content should be drafted by referencing previous SDLF job postings and must be approved by the Managing Partner. The job posting should direct the applicants to submit their resumes by email to careers@sandiegolawfirm.com. Concurrently, an Outlook mailbox folder should be created in the Careers box with the job title as the folder’s name and the Marketing Manager shall review all resumes and the resume of any applicant who meets the requirements of the job posting should be saved to this folder.</p>
 <p style="padding-left: 30px;"><strong>Interview Team.</strong> The Marketing Manager and other staff familiar with the firm’s DNA, as determined by the Managing Partner, collectively the "Interview Team," are to conduct interviews with the applicants during which the applicant is encouraged to dialogue in an authentic and informal manner. In conducting interviews, it is our objective to learn more about the applicant’s history, communicate the firm’s DNA, describe the open position in greater detail, answer any questions asked by the candidate, and discuss the applicant’s Pre-Interview Questionnaire.</p>
 <p style="padding-left: 30px;"><strong>First Interview. </strong>First interviews with the applicants should be coordinated by use of the email template titled "<a title="Interview Invitation" href="http://www.rethinklawfirmconsulting.com/interview-invitation/">Interview Invitation</a>". Two separate time blocks should be reserved for the interviews and should be filled by applicants on an "as response received" basis. Applicants are sent a <a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/pre-interview-questionnaire/" rel="attachment wp-att-2831">Pre-Interview Questionnaire</a> with a request that they complete the questionnaire prior to the interview and a 15 minute interview is conducted with each applicant by the Interview Team. The Interview Team is responsible for screening the first round of interviewed applicants for at least two and not more than five Qualified Candidates. A Qualified Candidate is an applicant that has beneficial education and work experience, mimics the values of SDLF, would effortlessly integrate into SDLF’s culture, and exudes the identified strengths and skills required for the open position. If there is an insufficient number of Qualified Candidates, the Marketing Manager should repeat the job posting and interview process.</p>
 <p style="padding-left: 30px;"><strong>Second Interview.</strong> Second interviews with Qualified Candidates are conducted by the Managing Partner and should be coordinated by use of the email template titled "<a title="Second Interview Invitation" href="http://www.rethinklawfirmconsulting.com/second-interview-invitation/">Interview Invitation</a>". Qualified Candidates are scheduled for a 30-60 minute second interview at SDLF’s office based on the availability of the Managing Partner and the Qualified Candidate. The Managing Partner has discretion to conduct additional interviews with Qualified Candidates, including social interviews, involve other staff in the second interview or any additional interviews, or take any other action he deems appropriate for determining if the open position should be offered to an applicant. Thereafter, the Managing Partner will determine if the open position is to be offered to one of the Qualified Candidates or if the Marketing Manager is to repeat the job posting and interview process to identify more Qualified Candidates.</p>
 <p style="padding-left: 30px;"><strong>Social Interview.</strong> If the Managing Partner requests a social interview it is to be scheduled and facilitated by the Marketing Manager who should invite the Interview Team. The social interview is scheduled for one hour at a location in close proximity to SDLF’s office. The applicant is required to bring one guest to the interview and it is suggested that the guest be a significant other, family member, or close friend. The Marketing Manager shall inform the applicant that the purpose of the social interview is to allow both the applicant and SDLF to become better acquainted prior to a commitment of employment. Following the social interview, the Marketing Manager shall collect and summarize the comments and impressions of the Interview Team and present it to the Managing Partner.</p>
 <p style="padding-left: 30px;"><strong>Communicating Application Status to Applicants.</strong> All Qualified Applicants who are interviewed and found to be a good fit for SDLF by the Managing Partner but not offered the open position are to be contacted by the Marketing Manager who shall inform them that they are a good fit for SDLF but the position was offered to an applicant who we feel is a better fit and that the applicant will be considered for future open positions. All other applicants who are not offered the open position shall be notified of this decision by use of the email template titled "<a title="Thank You for Applying" href="http://www.rethinklawfirmconsulting.com/thank-you-for-applying/">Thank You for Applying</a>".</p>

 <h4>4.2 Hiring.</h4>
 If the Managing Partner decides to offer an open position to an applicant, he shall inform the Financial Manager who shall thereafter manage the hiring process.
 <p style="padding-left: 30px;"><strong>Application for Employment.</strong> The comprehensive New Employee List of Documents shall be emailed to each applicant and the required forms shall be completed by the applicant and returned to SDLF before a job offer shall be made.</p>
 <p style="padding-left: 30px;"><strong>Employment Files.</strong> An electronic file folder shall be created and maintained for SDLF’s employees, including any applicant to whom a job offer is to be made, which are accessible to only the Financial Manager and Partners, for the purpose of saving employment files for SDLF’s employees. Each employee shall have a dedicated and confidential folder that contains only her employment files. Once the employee folder is created, all recruiting files for the employee should be saved therein.</p>
 <p style="padding-left: 30px;"><strong>Employment Agreement.</strong> The Managing Partner is responsible for negotiating and drafting the employment agreement. Only the Partners have authority to enter into an employment agreement, or to amend or terminate an existing employment agreement and they may only do so in a writing signed by a Partner.</p>
 <p style="padding-left: 30px;"><strong>Job Offer.</strong> The Managing Partner should present all job offers in person to the applicant at which time he should submit the employment agreement and SDLF Employee Handbook to the applicant.</p>
 <p style="padding-left: 30px;"><strong>Processing Accepted Job Offer.</strong> Once a job offer is accepted the following shall be completed.</p>
 <p style="padding-left: 60px;">The New Employee Setup Checklist shall be processed.</p>
 <p style="padding-left: 60px;">The Facility Manager shall be notified and provided the following information regarding the new employee:</p>
 <p style="padding-left: 150px;">- Full legal name.</p>
 <p style="padding-left: 150px;">- Job title and security level.</p>
 <p style="padding-left: 150px;">- Estimated start date.</p>
 <p style="padding-left: 150px;">- Security log-in password (as suggested by CDL).</p>
 <p style="padding-left: 60px;">The Facility Manager is then responsible for initiating and completing the <a href="http://www.rethinklawfirmconsulting.com/sdlfmodule0/new-hire-tech-checklist/" rel="attachment wp-att-2835">New Employee Facility Checklist</a>.</p>
 <p style="padding-left: 30px;"><strong>4.3 Training. </strong></p>
 <p style="padding-left: 30px;">The Facility Manager is responsible for managing the training of all new employees.</p>
 <p style="padding-left: 60px;"><strong>Allocating Time for Training.</strong> The Financial Manager shall create a QB customer job to be used by both the new employee ("Trainee") and any other employee involved in the training process ("Trainer") for the training of the new employee.</p>
 <p style="padding-left: 60px;"><strong>San Diego Law Firm University Training Modules.</strong> All Trainees are required to complete the SDLF University training modules designated by the Facility Manager.</p>
 <p style="padding-left: 60px;">Additional modules and training videos are to be created at the request of the Facility Manager and delegated to a chosen employee for creation, development and implementation. After completion, training videos are to be saved and stored in the respective I Drive located: I:\Docs\GENERAL\Training\Videos. It is the responsibility of the Facility Manager to ensure all training material and content is accurate, that all modules are updated on a regularly scheduled occurrence and a list of all training videos is kept on the <a title="Training Video List" href="http://www.rethinklawfirmconsulting.com/training-video-list/">Training Video List</a>.</p>
 <p style="padding-left: 60px;"><strong>San Diego Law Firm Hands On Training.</strong> At the guidance of the Facility Manager, the Trainee will be paired with one or more Trainers for training during which time, it is expected that:</p>
 <p style="padding-left: 120px;">The Trainee will be prepared to learn, take notes, and ask questions on related material.</p>
 <p style="padding-left: 120px;">The Trainer will be open to teaching, repeating when necessary, and answering questions on related material.</p>
 <p style="padding-left: 120px;">The Trainer will present material in a clear, comprehensive, accurate, and concise manner.</p>
 <p style="padding-left: 120px;">The Trainer will have a chance to practice the material or process learned under the guidance of the Trainer if/when needed prior to full execution.</p>
 <p style="padding-left: 120px;">The Trainer will evaluate the quality of work performed after initial training and assess whether additional training needs to be facilitated.</p>
 <p style="padding-left: 120px;">The Trainee will review the material as needed, ask follow up questions, and seek further guidance if needed.</p>
 <p style="padding-left: 60px;">Training material that needs to be taught shall be determined by the Facility Manager with the assistance of the Managing Partner, Management Team or Caseworkers.</p>
 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="BusinessD"></a>Business Development</span></h1>
 <h4>5.1 Tracking Referrals to Non-Attorneys.</h4>
 All employees should track referrals of SDLF clients to non-attorneys, such as CPA’s, financial planners, bankers, and insurance brokers, with whom the firm has a relationship (or would like to have a relationship) so we have an ability to assess the extent of our relationship with each service provider with whom we do business. To do this, simply:
 <p style="padding-left: 30px;">Open the Contact Form for the non-attorney to whom you referred.</p>
 <p style="padding-left: 30px;">Open the Note called "Referrals", or create one if it doesn't exist.</p>
 <p style="padding-left: 30px;">Enter a line on that Note that states the date, the client you referred, and your initials.</p>

 <h4><strong>5.2 Referring Clients Back to the Attorneys Who Referred Them to Us.</strong></h4>
 When an attorney refers a client to us we shall refer the client back to the referring attorney if we become aware of a new matter involving the client which is the type of matter that the referring attorney handles.
 <h1><span style="text-decoration: underline;"><a name="Intake"></a>Intake</span></h1>
 <h4>6.1 Management.</h4>
 The Marketing Manager is responsible for managing the Intake Team and the intake process.
 <h4>6.2 Intake Notes.</h4>
 It is the responsibility of every employee who is involved in the intake process for any client to document their actions in TM on the intake note tab of the contact form for the subject client.
 <h4>6.3 Fee Agreements.</h4>
 The Intake Attorney should negotiate the terms of the fee agreement with the client and the Assigned Attorney shall execute the fee agreement on the firm’s behalf, unless the terms of the fee agreement specify that we are to do the work now and get paid later in which event a Partner shall execute the fee agreement on the firm’s behalf, excepting therefrom probate administration or conservatorship cases requiring the court’s approval of our fee.
 <h4>6.4 Criteria for Determining Fixed Fee.</h4>
 The intake attorney shall use the following criteria for the purpose of determining the fixed fee for any particular matter:
 <ol>
 	<li>Analyze the client.</li>
 	<li>Assess the importance of the situation.</li>
 	<li>Assess the urgency of the situation.</li>
 	<li>Pay attention to what our competitors charge.</li>
 	<li>Consider the relative values of each possible outcome.</li>
 	<li>Figure out how hard it would be for the client to get better service elsewhere.</li>
 	<li>Analyze the complexity of the work.</li>
 	<li>Determine how important our firm’s expertise is to the likelihood of a successful outcome (in other words, is this going to be easier because of our particular skills, or could any monkey on the internet find the answers).</li>
 	<li>Consider what we charged other clients in the past for similar work.</li>
 	<li>Consider whether those charges were heavy or light in retrospect.</li>
 	<li>Consider the likelihood of getting more work from this client.</li>
 	<li>Assess how much work we’ve done for this client already.</li>
 	<li>Contemplate how important getting this particular job is to our firm (if it isn’t, I might raise the price).</li>
 	<li>Decide whether to do a single price for the whole case, or how to break up the case into phases or projects with separate prices.</li>
 </ol>
 <h4>6.5 Opening A Case.</h4>
 The Intake Attorney shall inform Intake 1 by email of the following information after which Intake 1 shall open the new case:

 Fee Type (fixed, hourly, contingency, etc.; provide details regarding fee such as when deposits or payments are to be made; Intake 1 can also be referred to the fee agreement for this information).
 <ol>
 	<li>Case Name:</li>
 	<li>Client(s) Name(s):</li>
 	<li>Assigned Attorney:</li>
 	<li>Supervising Attorney:</li>
 	<li>Introduction Information, for example, will it be by phone or in person, when should it be scheduled and who will be the Assigned Attorney:</li>
 	<li>Fee Estimate:</li>
 	<li>Fee Type (fixed, hourly, contingency, etc.; provide details regarding fee such as when deposits or payments are to be made; Intake 2 can also be referred to the fee agreement for this information):</li>
 	<li>Costs (if FF, are the costs included or not?):</li>
 	<li>Time Tracking (are we tracking our time?):</li>
 	<li>Monthly Invoices (if hourly, are we sending monthly invoices to client?):</li>
 	<li>Deposit Amount:</li>
 	<li>Payment Information; i.e. check placed in Kristi’s box; credit card payment processed by Cenit; cash and receipt processed by Cenit:</li>
 	<li>Other:</li>
 </ol>
 <h4>6.6 Intake Tracking.</h4>
 It is important for SDLF to regularly assess the number of new cases retained, as this directly relates to the overall performance of our business.
 <p style="padding-left: 30px;"><strong>New Matter From Existing Client.</strong> A new matter from an existing client is a new case for the purpose of intake tracking as follows:</p>
 <p style="padding-left: 60px;">If the new matter is assigned to an Assigned Attorney who has not previously been assigned a case involving the existing client, it is a new case.</p>
 <p style="padding-left: 60px;">If the new matter is assigned to an Assigned Attorney who has previously been assigned a case involving the existing client it is a new case only if it is unrelated to the objectives of the previously assigned case.</p>
 <p style="padding-left: 60px;">In the event an employee is unable to make the determination as to whether a matter constitutes a new case, she should consult with a member of the Intake Team to ensure this information is captured accurately.</p>

 <h4>6.7 Introduction.<strong> </strong></h4>
 If not assigning the new case to himself, the Intake Attorney is required to introduce each new client to his Assigned Attorney. This introduction shall take the form of a telephone conference or an office meeting, depending upon the preference of the new client. The introduction shall be scheduled by the Intake Team to occur within 48 hours of retention unless a later time is requested by the new client. The introduction will be made without charge to the client but once the introduction is completed, the Assigned Attorney may charge if discussion involving the case commences.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="CaseM"></a>Case Management</span></h1>
 <h4>7.1 Assigned Attorney.</h4>
 Each case shall be assigned to an Assigned Attorney by a Supervising Attorney. The Assigned Attorney shall be the only attorney that works on each assigned case unless prior written consent is obtained from a Supervising Attorney.
 <h4>7.2 Financial Management.</h4>
 Caseworkers are not authorized to perform work on any legal matter for which there is an insufficient credit balance to cover the fees to be incurred by the work to be performed unless one of the following exceptions apply:
 <ul>
 	<li>The work is authorized in writing by the Supervising Attorney.</li>
 	<li>The only work to be performed by the Caseworker is an attempt to collect payment from the client.</li>
 	<li>There is a court order requiring the Caseworker to perform the work.</li>
 	<li>The Caseworker is obligated by his professional and/or ethical duties to perform the work.</li>
 </ul>
 If the work is authorized in writing by the Supervising Attorney, legal work may be commenced on the matter under terms set forth by the Supervising Attorney, and may continue until the Assigned Attorney’s next regularly scheduled case review meeting, at which time the Supervising Attorney shall determine whether a basis for the credit balance waiver continues to exist. If the circumstances which formed the basis for the waiver should change prior to the next regularly scheduled case review meeting, it is the responsibility of the Assigned Attorney to notify the Supervising Attorney immediately and in writing. It is also the responsibility of the Assigned Attorney to determine whether it is appropriate to notify the client of any decision made by the Supervising Attorney on the request for a credit balance waiver and to determine the method for providing notice, which may include sending written notice to the client. SDLF may establish certain written notices for this purpose and distribute such written notices for use by the attorneys.
 <h4>7.3 Case Status.</h4>
 It is the responsibility of the Assigned Attorney to review each case assigned to her on at least a monthly basis and to ensure that the status of each case assigned to her is noted and updated on at least a monthly basis in a TM status note linked to the TM case to which it pertains. In fulfilling this responsibility, the Assigned Attorney shall consider the following matters and take appropriate action when necessary:
 <ul>
 	<li>If there is another attorney in the firm to whom the case should be assigned;</li>
 	<li>Whether the financial interests of the firm are being protected;</li>
 	<li>Whether any conflicts of interest exist;</li>
 	<li>Whether any risk to the firm exists;</li>
 	<li>What deadlines or limitation periods apply;</li>
 	<li>What discovery needs to be completed;</li>
 	<li>What experts need to be designated;</li>
 	<li>Whether any additional opportunities exist;</li>
 	<li>Whether the client’s expectations are being exceeded; and</li>
 	<li>Whether a mid-case survey should be generated.</li>
 </ul>
 <h4>7.4 Case Reviews.</h4>
 The Supervising Attorney shall meet with each Assigned Attorney on at least a monthly basis for the purpose of reviewing the status of the cases assigned to the Assigned Attorney.
 <h4>7.5 Closing A Case.</h4>
 The Assigned Attorney shall not close any case until authorized to do so by the Supervising Attorney. Once authorized, the Assigned Attorney shall complete the Caseworker section of the Closing Case Instructions (<span style="color: #ff0000;">Link</span>) and deliver the form to Intake 1 who shall thereafter process the closing instructions under the supervision of the Financial Manager.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="TimeTracking"></a>Time </span><span style="text-decoration: underline;">Tracking</span></h1>
 <h4>8.1 Time Tracking.</h4>
 The Managing Partner is responsible for managing time tracking.
 <h4>8.2 Definitions.</h4>
 <p style="padding-left: 30px;"><strong>Intake.</strong> Intake is the act of determining whether we are a good fit for a PC’s legal services. When compared with business development, intake begins at that point where the conversation moves into a more concrete discussion as to whether we are a good fit for the PC’s legal services. For the Intake Team, that concrete discussion occurs once a PC contacts us.</p>
 <p style="padding-left: 30px;"><strong>Training.</strong> Training is when an experienced Caseworker (“Trainer”) is training a less experienced employee (“Trainee”) related to a specific case. The Trainer is tracking time to the Trainee’s training account and the Trainee is tracking time to the case. During the invoice review process, Assigned Attorneys have discretion to discount any invoice when necessary to account for the learning curve of a Trainee.</p>
 <p style="padding-left: 30px;"><strong>Collections.</strong> We track time to a Collection Account as follows:</p>
 <p style="padding-left: 30px;">An <span style="text-decoration: underline;">Assigned Attorney</span> should track time to the case as a charge or no charge, or the Assigned Attorney’s Collection Account, as determined in the Assigned Attorney’s discretion, whenever spending time on a case assigned to the Assigned Attorney for the purpose of (1) collecting monies owed to the firm, or (2) addressing client satisfaction, billing or dispute matters and <span style="text-decoration: underline;">all employees other than the Assigned Attorney</span> should bill to the Collection Account for the Assigned Attorney whenever spending time on an Assigned Attorney’s case for these purposes.</p>
 <p style="padding-left: 30px;">Collection does not include processing of invoices, statements and payments. Processing ends and collection starts once a client breaches the fee agreement.</p>
 <p style="padding-left: 30px;"><strong>Business Development.</strong> Relationship building activity performed for the purpose of finding prospects who want to communicate with us for the purpose of determining whether we are a good fit as their legal services provider is business development.</p>
 <p style="padding-left: 30px;"><strong>Administration.</strong> Anything that is not casework, intake, training, collections, or business development is administration.</p>

 <h4>8.3 Caseworkers.</h4>
 <p style="padding-left: 30px;"><strong>Goal and Objectives. </strong>It is the goal of all Caseworkers to maximize profits by consistently developing more efficient systems for (1) processing casework, (2) intake, (3) business development and (4) training, while minimizing time spent on collections and administration.</p>
 <p style="padding-left: 30px;"><strong>Mandatory Time Tracking. </strong>Caseworkers are required to track all time spent on hourly casework, training and collections.</p>
 <p style="padding-left: 30px;"><strong>Optional Time Tracking.</strong> Time tracking for fixed fee casework, intake, business development and administration may be performed at the option of the Caseworker or the firm.</p>

 <h4>8.4 Intake Staff.</h4>
 Intake Staff are required to track all time for their first month of employment and thereafter, only casework.
 <h4>8.5 Entering Time for Attorneys.</h4>
 Intake 1 shall be responsible for entering time for attorneys in the following situations:
 <p style="padding-left: 30px;">1. When attorneys are not near a computer they may send billing instructions to Intake 1 by recording an audio file and sending it by email to Intake 1.</p>
 <p style="padding-left: 30px;">2. Attorneys may submit time for case reviews to Intake 1.</p>

 <h4>8.6 Mail/Fax Processing.</h4>
 When tracking time on hourly cases, intake employees shall track time for processing incoming and outgoing mail and faxes as follows:<strong></strong>
 <p style="padding-left: 30px;">1. Track the time to the QB account named Legal Assistant.</p>
 <p style="padding-left: 30px;">2. Date all time tracking on the last day of the month in which the service is performed.</p>
 <p style="padding-left: 30px;">3. Describe the service as “Process monthly incoming and outgoing mail and faxes” in the description section of the QB time form.</p>

 <h4>8.7 Opening or Closing a Case.</h4>
 When tracking time on hourly cases, intake employees shall track time for opening and closing cases as follows:
 <p style="padding-left: 30px;">1. Track the time to the QB account named Legal Assistant.</p>
 <p style="padding-left: 30px;">2. Date all time tracking on the day on which it is performed.</p>
 <p style="padding-left: 30px;">3. Describe the service as:</p>
 <p style="padding-left: 60px;">For opening a case: “Create case file in Time Matters, Quickbooks and Windows.”</p>
 <p style="padding-left: 60px;">For closing a case: “Close case file in Time Matters, Quickbooks and Windows.”</p>
 <p style="padding-left: 30px;">4. Track time for closing a case file as no charge.</p>

 <h4>8.8 Legal Services Requested by a Partner.</h4>
 From time to time, Caseworkers may be requested by a Partner to provide legal services for the benefit of SDLF or another entity or person. Such services shall be time tracked as casework when authorized in writing by a Partner.
 <h4>8.9 Discounted Legal Services for Friends and Family.</h4>
 An SDLF attorney may represent a friend or family at a discounted rate under the following terms and conditions:

 The attorney must submit a request to the Managing Partner for approval. This request should include the type of case, an estimate of the total attorney and paralegal hours to complete the case, estimated time frame for completing the case, and any other material facts that would help the Managing Partner in making a decision to move forward with the attorney’s request.

 If approved by the Managing Partner, in lieu of paying a referral fee to the attorney, the friend or family will be afforded a 15% discount on all legal services.

 The case must be processed in accordance with all SDLF policies and procedures.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="RiskM"></a>Risk Management</span></h1>
 <h4>9.1 Risk Management.</h4>
 It is the responsibility of the Partners to manage the firm’s risk and they may, from time to time, designate one or more of them as the firm’s Ethic’s Counselor who shall be primarily responsible for managing the firm’s risk.
 <h4>9.2 Employee Management of Risk.</h4>
 It is the responsibility of every employee to avoid risk to the firm and to notify the Partners, or the firm’s Ethic’s Counselor if one has been designated, of any situations giving rise to risk to the firm.  Any employee who learns that a client of the firm is dissatisfied shall inform the firm’s Client Satisfaction Counselor.
 <h4>9.3 Conflicts of Interest and Disputes with Clients.</h4>
 All employees are required to immediately inform SDLF’s Ethics Counselor if they learn of any dispute between SDLF and a client. When dealing with a conflict of interest, all employees are directed to review the Rules of Professional Conduct and seek guidance from the State Bar’s Ethics Hotline. It is mandatory that a Partner of the firm is informed of all ethical issues. At the request of any employee, any ethical issue may be submitted to the firm’s Ethics Committee for advice which shall at all times consist of all attorneys in the firm. In all cases, the Ethics Counselor shall have the authority to make the final decision.
 <h4>9.4 State Bar Complaints / Claims.</h4>
 Any and all complaints and claims made against SDLF and/or its employees or independent contractors shall be addressed immediately, regardless of the nature or source of the complaint or claim. All SDLF employees shall provide written notice to a Partner should any of the following matters arise:
 <p style="padding-left: 30px;">A state bar complaint is filed against SDLF and/or its employees or independent contractors. This shall include any instances in which a state bar complaint has been filed against an attorney with whom SDLF is working in association (outside of SDLF’s employment) on a legal matter.</p>
 <p style="padding-left: 30px;">A client makes a money demand arising from any services provided by SDLF and/or its employees.</p>
 <p style="padding-left: 30px;">A lawsuit is filed against SDLF and/or its employees or independent contractors.</p>
 <p style="padding-left: 30px;">A threat of litigation has been made against SDLF and/or its employees or independent contractors.</p>
 <p style="padding-left: 30px;">An allegation has been made against SDLF and/or its employees of malpractice, personal injuries, negligence, and/or errors or omissions of any kind. This shall include any acts by any SDLF employee or independent contractor that may give rise to any allegation, complaint, or claim of malpractice, personal injuries, negligence, and/or errors or omissions of any kind.</p>
 <p style="padding-left: 30px;">An accident and/or injury occurs at the offices of SDLF including any accidents and/or injuries by SDLF employees or independent contractors that occur while working in the course and scope of employment with SDLF.</p>

 <h1></h1>
 <h1><span style="text-decoration: underline;"><a name="Resources"></a>Resources</span></h1>
 <h4>10.1 Legal Resources.</h4>
 The Facility Manager is responsible for managing the quality and organization of all legal resources. No employee other than the Facility Manager has the authority to create and grant access to SDLF’s legal resources.
 <h4>10.2 Brief Bank.</h4>
 Since many documents are relatively similar, we have decided to set up a folder in Windows entitled "brief bank", which can be found in the I drive. In our practice of law, we are not reinventing the wheel, we are however perfecting how that wheel performs. The brief bank stores files for the various types of law practiced here at SDLF, and should always be updated with any new form, research, or legal memorandums produced by you on subjects having to do with your case load. You will also be able to find a wide array of information in the brief bank having to do with a great many subjects, and you never know, it may be directly on point with what you are doing that day. On the other hand, you may find something while researching Lexis, or producing a document, that is directly on point with your current situation, and you will then want to place those materials in the brief bank so your co-workers can use that information for one of their cases if need be. Again, we are a team, and for our team to win, we must all contribute to the common goal- quality, detailed work 110% of the time. Please note that you must verify that any material taken out of the brief bank is relevant and current. Since the law is always changing, some of the materials you may find could be out of date. You will need to be positive that the material you are relying upon is still relevant, or else the client will suffer and the firm will look bad.
 <h4>10.3 Legal Software.</h4>
 San Diego Law Firm utilizes several software programs to enhance the quality of legal work and customer service clients receive. Employees requiring access to any or all legal software should seek assistance from the IT/ Facility Manager for log in information and training.

 &nbsp;
 <h1><span style="text-decoration: underline;"><a name="Miscellaneous"></a>Miscellaneous Matters</span></h1>
 <h4>11.1 Performance Reviews.</h4>
 The Marketing Manager is responsible for managing the performance review process.
 <p style="padding-left: 30px;">The performance of each employee shall be reviewed on his 90 day, 180 day and 1 year anniversary and on each annual anniversary of his employment thereafter.</p>
 <p style="padding-left: 30px;">The Marketing Manager shall maintain a spreadsheet setting forth each employee’s date of hire, review dates and contract renewal dates and shall schedule performance and contract reviews for the Managing Partner who shall be responsible for conducting same.</p>
 <p style="padding-left: 30px;">The Marketing Manager is responsible for sending the employee who’s performance is being reviewed the <a href="http://www.rethinklawfirmconsulting.com/site/wp-content/uploads/2012/06/Performance-Evaluation.pdf">Self Performance Evaluation</a> which shall be submitted by the employee to the Managing Partner at least 2 business days prior to the date of the review.</p>
 <p style="padding-left: 30px;">The Marketing Manager shall solicit peer performance feedback from those employees who work closely with the employee who’s performance is being reviewed by sending the <a href="http://www.rethinklawfirmconsulting.com/site/wp-content/uploads/2012/06/Peer-Performance-Review.doc">Peer Performance Feedback Email </a>to each peer employee. Each employee who receives a Peer Performance Feedback Email shall provide his feedback to the Marketing Manager. Upon receiving all solicited feedback, the Marketing Manager shall consolidate it into a summary and provide same to the Managing Partner at least two days prior to the date of the review.</p>

 <h4>11.2 Notice Regarding <a title="Employee Handbook" href="http://www.rethinklawfirmconsulting.com/sdlemployee-handbook/" target="_blank">Employee Handbook</a>, Operations Manual or Training Manual.</h4>
 The Facility Manager is responsible for communicating to all SDLF employees any creation of, modification to, or the deletion of any and/or all SDLF policy or procedures.
 <h4></h4>