We, especially solo and small firms,
must utilize unbundled legal services to bring the law into the lives
of citizens who need it most while expanding legal services that will grow
our own market.
3. For those who bill by the hour, we
must begin bringing an end to our
reliance on billable hours and shift
to value-based billing and alternative fee arrangements. Clients
need guarantees, not estimates.
4. We all must strive to resolve disputes by healing the parties in ways
beyond mere financial remedies.
We must heal by focusing on the future and reconciling relationships,
listening, and fostering forgiveness. The human side of lawyering
can never be substituted with web-based or “kiosk” legal services offered at big-box stores. The skills we
offer as humans who solve complex
problems that require face-to-face
communication and real life experience, cannot be replaced by a kiosk
or website. When we work from our
hearts as creative problem solvers,
we are not a commodity and we are
We must be resolved to timely end
disputes without the excessive costs
of litigation and trial, without reli-
ance upon today’s court system, and
instead refocus upon collaborative
law ideals, all methods of ADR, and
other innovative and yet-to-be created
methods of getting to “yes.”
5. We must promote lawyer health
and job satisfaction. As a Bar, we
must lead all lawyers to good health
so the profession will be healthy.
Let’s practice mindfulness, regular
exercise, stress reduction, work-life balance — practice what is important to you.
6. We must work with our law schools
to lower costs and to produce lawyers who are practice ready.
7. We must remove barriers to practice and openly recruit, welcome,
and nurture traditionally underrepresented groups within our profession so they can thrive and succeed as lawyers. Without diversity,
we lose credibility and relevance in
8. We must support our Washington
State Bar Foundation and ensure
that it has the resources to lead on
these issues of justice, public ser-
vice, and diversity. When you give
to our profession, there is no better
investment in our future.
Acting and Succeeding Together
Finally, as a unified bar post-referendum, this next piece is key: We must
act together as a profession.
As a unified bar, we will:
• Reinvigorate the economic life of
solo and small-firm practitioners
so they can provide vital, neces-
sary services to those in need at a
sustainable and affordable rate;
•;Ensure access to justice by driving
all legal services from all types of
providers deep into and through
our communities; and
• Make our profession more com-
petitive in this new age and in this
new open market.
But here is the driver: We must succeed. Our democracy and the rule of
law depend upon us. We are the stewards of this profession and its future
is in our hands. So today, right now,
we all have a bus to drive. Each of us
must take the wheel in our own practices. Each of us must reach out to find
the best way to retool before the economy dictates the terms. The WSBA
will be there to offer services during
this time. The new WSBA strategic
plan has been built upon the foundation of this new legal landscape and
is ready to bridge the transition. With
this plan and our new tools, I believe
that we will lead the path to change
and be the game changers that will
create a better and more secure future
for our profession. NWL
WSBA President Patrick A. Palace
practices in Tacoma. He can be
reached at firstname.lastname@example.org or
1411 Fourth Avenue | Seattle, WA 98101
Where Law and
It’s our life’s work!
A powerful team committed
to personal injury cases.
Selected by their peers for Best Lawyers in
America® 2012 in the field of Personal Injury
Litigation - Plaintiffs.
Judy Massong and
We must promote lawyer health and job
satisfaction. As a Bar, we must lead all lawyers
to good health so the profession will be healthy.
Let’s practice mindfulness, regular exercise, stress
reduction, work-life balance . . .