
Digital Version
Table of Contents
One
The Importance of Optimizing Legal Operations
Two
Measuring What Matters
Three
What Makes It Work (or Not)
Four
Optimizing Document Management
Five
Cutting Costs Without Cutting Corners
Seven
What It Is and Why It Matters
Ten
About Mattern Associates
What Our Clients Say
“Mattern has been working with Fox Rothschild since 2000. They have assisted us in almost every aspect of our office services and records – output (MFDs), information governance, off-site storage, scanning and cost recovery. We appreciate their unbiased approach, and their expertise and market knowledge are unmatched. They are a great partner with the Firm.”
Louis Pellicori, Chief Information Officer
Doug Walker, Chief Administrative Services Officer
Fox Rothschild LLP
“Mattern is an indispensable resource for our Records & Information Governance program and internal team. Their evaluation, consultation, and implementation skills are without peer.”
Steve Boutwell, Chief Operating Officer
Kean Miller LLP
“Since 2017, Mattern has been working with the Firm on our outsourcing engagements and the ongoing management of the contracts. The guidance we received from them was invaluable. I couldn't be more satisfied.”
Linda Reyna, Chief Human Resources Officer
Dickinson Wright PLLC
“Mattern was recommended to me by the prior COO. I have used them to analyze everything from our coffee to our outsourcing situation. Their analysis is spot on, their RFPs comprehensive and their contract negotiations are excellent. The ongoing monitoring and maintenance of our contracts they provide keeps everything in line and with the vendor reimbursing their fees to the Firm, it is a no-brainer.”
Ed DeStefano, Chief Administrative Officer
Foley Hoag LLP
“Mattern has been our trusted partner since 2007 for anything related to our back-office operations. Their advice is unbiased, they deliver on what they promise, their ongoing contract monitoring is excellent and continually save the Firm money.”
Susan Plummer, Chief Financial Officer
Maria D’Aquila, Regional Office Administrator
Best Best & Krieger LLP
Dedication
In 2007, we dedicated The Mattern Method® – Proven Strategies for Increasing the Value and Profitability of your Support Services to our clients.
In 2025, we will do that again.
Our clients are the reason we exist and wake up in the morning loving to go to work. The success we bring to them through our projects, fuels our enthusiasm and fulfillment.
As I said back in 2007, this book is a small token of our appreciation.
~ Rob Mattern
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Introduction
The Importance of Optimizing Legal Operations
Between rising costs, increasing client demands, and constant pressure to do more with less, the business side of law is more challenging than ever.
If you want your firm to run efficiently, keep attorneys focused on what they do best, and still meet the demands of a fast-moving industry, optimizing your operations isn’t just a smart move—it’s essential.
Mattern has been helping firms navigate these challenges since 1997. Over the years, we’ve refined a multi-step, multi-phase approach we call The Mattern Method®. It’s our signature approach to delivering smarter and more effective legal operations.
What is the Mattern Method®?
It’s a three-phase process we bring to every engagement, whether we’re assessing your in-house administrative model or helping renegotiate an off-site storage contract. It’s practical, thorough, and built around your firm’s needs.
Phase I
We start by taking a deep dive into your current situation—what is working, what is not, and where opportunities exist. Whether we’re reviewing internal services or your service provider contracts, we deliver a clear, data-backed analysis that is benchmarked against similar firms to provide a real sense of where you stand.
Phase II
Once improvement opportunities are identified, we either help firms implement changes to optimize existing services or run a competitive Request for Proposal (RFP) process on your behalf. Our clients stay in control of the decision making—we manage the legwork, negotiate the operational terms, and make sure you receive the best pricing and contractual protections available. It’s about providing our clients the best tools to make a great decision.
Phase III
Once our clients make a decision or sign a contract, we ensure the expected results are delivered. That means monitoring performance, reviewing invoices, ensuring service levels are met, and continuously evaluating and enhancing workflows. It’s a win-win—for the firm and provider.
This book walks you through some of the best practices to ensuring your firm streamlines operations, reduces costs, and improves outcomes in areas like:
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In-House Operations and Administrative Support Services
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Outsourcing
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Output and MFDs
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Office Supplies Procurement
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Off-site Records Storage
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Information Governance
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Artificial Intelligence
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Cost Recovery
Legal operations isn’t just a back-office concern anymore. It’s at the core of how firms stay competitive, and with the right approach, it doesn’t have to be overwhelming.
That’s what this book is about—giving you a clear, practical way to optimize your operations, using what we’ve learned from working with hundreds of firms over the past two decades.
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In-House Operations and Administrative Support
Measuring What Matters – Making Law Firm Ops Work Smarter
You’ve probably heard the saying, “What gets measured gets improved.” It’s simple, but it’s spot-on—especially when it comes to running a law firm.
Operations in legal environments are complex. You’ve got attorneys juggling high-stakes matters, support teams trying to keep pace, and leadership working to maintain quality and profitability. It’s a lot. So how do you make sure your support systems are actually working? You measure them.
In this chapter, we’ll walk through the fundamentals of operational assessment—what to measure, how to get started, and how to make your data mean something.
It All Starts with People
Before you dive into data, look around. Your best indicator of how well operations are running? The people using those services every day.
Attorney and staff satisfaction is your canary in the coal mine. If things are clunky, inefficient, or slow, they’re going to feel it. Traditional surveys are fine, but they only scratch the surface. At Mattern, we always recommend going deeper—one-on-one conversations, team interviews, focus groups. Why? Because what looks good on paper might feel totally off in practice. This kind of insight helps you understand not just if something’s broken, but why.
Get the Data Talking: Task Tracking and Feedback in Real Time
Once you’ve listened to your people, it’s time to back it up with numbers. With the right tracking tools, you can monitor things like:
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How much work is coming in (task volume)
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How your support teams are being used (utilization)
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How well they’re performing (real-time feedback)
This kind of tracking isn’t about micromanaging, it’s about catching small issues before they turn into big problems. If errors start creeping up or work is bottlenecking, it might be a signal:
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Someone needs training
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A process is broken
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There’s a resourcing gap
You don’t have to guess—you’ve got the data to tell you.
Benchmarking Costs: Know Where You Stand
Here’s a statistic that’ll get your attention: nearly 80% of legal departments say they’re being asked to do more with less. More matters, tighter budgets. Sound familiar?
That’s why financial benchmarking is such a critical part of operational assessment. We break it down into three clear steps:
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Collect the data: Start simple. How much work is being done? By whom? At what cost? Don’t forget to include tech spend and outsourcing fees.
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Compare: Use benchmarking resources like ALA, Mattern, or vendor data to see how your numbers stack up against similar firms.
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Look beyond cost: Sure, cost per task or per FTE is important, but so is satisfaction, efficiency, and tech effectiveness. Don’t ignore the human side of performance.
One of our go-to benchmarks? Annual cost per FTE or per task. It helps level the playing field for year-over-year comparisons and peer firm evaluation.
Don’t Fall into the “Cost-Only” Trap
It’s easy to zero in on cost savings—especially when budgets are tight. However, focusing only on the bottom line can backfire if it comes at the expense of quality. The best firms take a more balanced approach. Alongside cost, they track:
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Attorney and staff satisfaction
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Case or matter outcomes
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Turnaround time on contracts and documents
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Compliance with regulations and client requirements
This is where process improvements and smart automation come in. They don’t just reduce expenses, they improve consistency, speed, and user experience. That’s the stuff that creates real value.
How to Get Started (Even If You’re Starting from Scratch)
Not every firm has an advanced tracking system in place and that’s okay. You can absolutely build a strong measurement program from the ground up.
Here’s how to begin:
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Estimate what’s happening: Take a rough inventory of your work volumes, who’s doing what, and where the biggest costs are.
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Talk to your users: A short survey can help highlight service gaps and priorities.
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Start logging: Use a basic spreadsheet to track incoming requests, response times, and response quality.
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Fix the obvious stuff: Identify and act on “quick wins” that boost satisfaction and efficiency right away.
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Expand as you grow: Over time, you can layer in more advanced metrics and tools, but don’t rush it—build a solid foundation first.
Tools That Make It Easier
Good news—you don’t need to overhaul your entire tech stack to start tracking performance. Here are a few tools and techniques that can help:
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Task tracking platforms: These show you who’s doing what, how often, and how efficiently.
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Spreadsheets: Still a great option if you’re just getting started. Simple, flexible, and easy to scale.
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Resource tracking tools like RevelationLegal: These give you a detailed look at how team time is allocated, even if you haven’t been tracking it proactively.
Remember: tools are a means to an end. Don’t get so caught up in building the perfect dashboard that you forget the goal—better service, more efficiency, happier people.
Operational assessments are how smart firms stay agile, efficient, and aligned with attorney needs. Whether you're starting with a spreadsheet or building a full-scale performance dashboard, the most important thing is to start.
The truth is, you can’t improve what you don’t measure, but once you start measuring, you unlock the power to make meaningful, measurable change.
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Keys to a Successful Outsourcing Relationship
What Makes an Outsourcing Relationship Successful—or Not?
A successful outsourcing relationship is one where both the client and service provider meet their goals, with full transparency throughout. When everyone sticks to the agreed terms and avoids surprises, it’s a win for both sides.
If the relationship isn’t transparent from the start, it’s already in trouble. We've seen firms initially satisfied with their provider, only to later regret the choice when hidden costs and misaligned expectations pop up. These issues often lead to inefficiencies, dissatisfaction, and eventually, either early termination or scrambling to find a new provider in the hopes of achieving a better result. Transparency and clear expectations are non-negotiable for success.
1. The Best Outsourcing Relationships Start with a Thoughtful Assessment
Law firms are increasingly turning to strategic outsourcing to reduce administrative burdens and tap into specialized expertise. Outsourcing has grown to include services beyond the copy room with document processing, billing, and other administrative functions becoming more common.
This approach helps firms achieve cost savings and ensures high-quality service delivery. However, before jumping into outsourcing, firms need to assess their current support services carefully and don’t just react to short-term issues. When deciding which functions to outsource, firms should evaluate the volume of work, client impact, need for expertise, and overall cost-effectiveness.
2. “A Request for Proposal Is a Request for Proposal,” but a Well-Crafted One Will Deliver Well-Crafted Results
An effective outsourcing relationship begins with a thorough Request for Proposal (RFP). This document should spell out everything—equipment needs, staffing requirements, service volumes, and detailed performance standards for each area. It’s also crucial to include technology requirements, especially as technology solutions become central to legal operations.
Service provider selection shouldn’t end with a simple review of proposals. Interviews with the people who’ll be managing the operations are a must, not just the salespeople. Also, reach out to current clients (beyond those listed as references) to get an unfiltered review of the service provider’s performance.
If your outsourcing plans involve staff based in a provider’s off-site center, visit their operations to get a feel for their work environment, team structure, and management style. It’s not only important that the service provider has strict security measures in place, but equally important to determine if the culture in their center aligns with your firm.
3. You Like the People, You Trust the People—What Could Go Wrong?
When it comes to outsourcing, don’t let chemistry replace solid contracts. Contract negotiation is a pivotal step in setting the stage for a successful relationship. Your contracts should include detailed Service Level Agreements (SLAs) that outline performance expectations and penalties for non-compliance, not as a punishment, but to keep performance front of mind. You don’t want penalty clauses, but having them can keep things on track and provide an alternative if the engagement doesn’t meet your needs. You might not want to plan for the end when you’re first starting a relationship, but it’s important to avoid “hostage fees” by negotiating exit terms that allow for a clean break within 30–90 days, without financial penalties.
4. “If a Man Does Not Know to Which Port He Is Sailing, No Wind Is Favorable”
This applies to both life and outsourcing. A good leader within your outsourced operation can steer through rough waters, but a bad one can sink even the most efficient team. Successful outsourcing management involves staying involved, without micromanaging. You need a hands-on manager who knows the ins and outs of every process and is willing to step in during tough times.
Too often, we hear of outsourcing managers who stay holed up in their offices, disconnected from both their teams and the firm. A successful manager builds relationships across the board, with both the outsourced team and firm employees. Make sure you’re involved in selecting this person, and ensure they’re committed to your firm for at least two years to maintain consistency. A solid contract should include penalties if key personnel leave early, helping to keep stability intact. Regular performance reviews with clear metrics will help keep everything on track and ensure continuous improvement.
5. “What Isn’t Written Doesn’t Exist”—Especially in Outsourcing
We’re not implying that outsourcing providers aren’t trustworthy—most are exceptional at what they do, but the key is creating a detailed contract and RFP that clearly defines what “exceptional” means. Everyone involved should understand the expectations, the scope of work, and the remedies if things go off-track.
Pricing should be outlined in the contract, and the process for adjusting prices must be clearly defined. If escalators are included, they should specify both acceptable increases and timing. If the contract includes equipment, clarify whether the escalator applies to equipment, labor, or both (spoiler: it should only apply to labor).
Will these five points guarantee a flawless outsourcing relationship? Not quite, but follow them and you’ll stack the odds in your favor for a smooth and successful partnership.
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Unjam the Plan
Optimizing Document Management
Even though firms are becoming more digitally focused, printers and Multifunction Devices (MFDs) are still critical to daily operations. Whether you’re copying, printing, or scanning, effective document management plays a role in how efficiently your firm runs—not to mention how secure and cost-effective things are.
While single function printers (SFPs) still have their place, MFDs have become the workhorses in legal offices, combining copying, printing, and scanning into one machine. The challenge? Many law firms struggle to get the most out of these devices and how they can build a smarter print management strategy.
In this chapter, we’ll break down what MFDs can bring to the table, how to use them more effectively, and what strategies can help reduce costs, boost security, and support sustainability initiatives.
Understanding the Role of MFDs in Legal Workflows
Why MFDs Matter
Legal professionals rely on MFDs for a wide range of tasks, including:
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Printing and copying legal documents for court filings, depositions, and client meetings.
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Securing sensitive client information by controlling access to printed materials.
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Scanning documents to make searchable PDFs for the document management system (DMS), for e-filing, or for sharing with clients, experts, co-counsel—you name it.
Despite the benefits of MFDs, firms often run into issues like:
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High costs from unnecessary or duplicate printing
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Confidential documents left sitting at printers
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Limited insight into printing habits, making it hard to track or control usage
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Clunky workflows that waste time and energy
A smart approach to managing MFDs and print output can fix these problems.
First Things First: Assessing Current Needs
Before you make any changes, take a look at your current setup. Here are some key questions to ask:
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Volume: How much are you actually printing, copying, or scanning each month?
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Utilization: Are your devices placed where they’re most useful and are they being used efficiently?
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Security: Do you have protections in place for printed and scanned documents?
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Cost: What are you spending on printing, supplies, and maintenance? Are these costs being tracked or recovered?
Understanding your mix of MFDs and SFPs, their locations, and any special use cases will help you pinpoint areas for improvement and where you can save money.
Lock It Down: Secure Print and Scan Solutions
Security is a top priority, especially when handling sensitive client information. It doesn’t make sense to apply ethical walls to your DMS, only to leave confidential documents sitting out on a printer.
Adding secure printing solutions helps prevent unauthorized access and keeps you in compliance with client and regulatory requirements.
Here’s what to focus on:
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Secure printing: Require users to authenticate at the device before printing, so documents don’t end up in the wrong hands.
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Secure scanning: Set up direct scan-to-DMS workflows to avoid misrouted emails or documents landing with people who shouldn’t see them.
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Print tracking: Monitor usage to flag any unusual activity and reduce unnecessary printing.
With these protections in place, your firm can protect client confidentiality and operate more securely.
Cut Costs, Not Corners
Smart print management doesn’t just improve security—it can also lead to cost savings. Here’s how:
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Rules-based printing: Automatically route large print jobs to MFDs instead of desktop printers and alert users when they’re printing high-cost jobs.
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Default settings: Set default print jobs to black and white and double-sided to save on toner and paper.
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Partner with a Managed Print Services (MPS) provider: Look for a provider that offers reporting tools, automates toner and maintenance requests, and alerts your IT department about outdated models that are no longer supported with security patches.
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Cost recovery systems: Automatically track copy, print, and scan activity for client chargeback.
When done right, these strategies can cut costs by 30–50%, all while keeping your workflows running smoothly and supporting your firm’s environmental, social, and governance (ES&G) initiatives.
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Mastering Office Supplies
Cutting Costs Without Cutting Corners
Office supplies might not be the hottest topic in your firm, but an inefficient process can quickly add up to wasted dollars and unnecessary headaches. The good news? A few strategic changes can lead to significant savings, better consistency, and fewer “where did all the pens go?” moments.
Let’s review some simple yet effective strategies to streamline your office supplies procurement and keep your firm prepared, replenished, and primed for productivity.
1. Eliminate Inefficient Purchasing
When multiple employees order office supplies, it can lead to inconsistencies, unnecessary spending, and missed opportunities for bulk discounts. While individual preferences are understandable, a decentralized approach often results in inefficiencies and a lack of oversight.
Implement a centralized purchasing system by designating a specific individual or team—such as office coordinators or office services staff—to manage all supply orders. This approach streamlines inventory management, ensures consistency, and strengthens your negotiating position with vendors by concentrating your spend on select items.
2. Take Stock Before You Restock
Before making any changes, take a deep dive into your current office supply habits. What’s being used? What’s piling up in storage? Are there certain items that seem to vanish overnight?
Regularly review purchasing data to spot trends in over-ordering and underutilization. A little detective work now can prevent waste and help your firm order smarter moving forward. Better yet, task your office services team with this analysis and review monthly.
3. One Vendor to Rule Them All
It’s tempting to chase the lowest price on every individual item, but consolidating vendors is how you unlock real savings. Sure, Amazon might have that one box of paperclips for a dollar less, but bulk ordering through a single provider often leads to better discounts, rebates, and simplified invoicing. Not to mention the time staff spend shopping around.
If your firm has offices that rely on local suppliers for faster delivery, consider negotiating with your national provider to meet these needs. If that’s not possible, you have some options:
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Adjust ordering processes to work with longer delivery times.
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Lock in a competitive pricing agreement with your local supplier.
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Conduct a Request for Proposal (RFP) process to find a provider that can service all locations effectively.
4. Your Key to Better Deals and Bigger Savings
If you really want the best deal, a well-executed RFP is your best friend. It lets your firm compare multiple suppliers based on pricing, service levels, and contract terms, ensuring you get the most bang for your buck.
Be specific. List the products you need, estimated volumes, delivery requirements, and service expectations. The clearer you are, the better the responses will be and the easier to compare providers.
5. Standardize and Save
Keeping a consistent set of office supplies across all locations makes life easier for everyone. Plus, higher-volume purchases on core items give you better negotiating power.
Set clear product standards and ensure vendors can meet them. If you’re switching products or vendors, request samples of the new product or your vendor’s private label brand before committing. No one wants to be stuck with floppy legal pads.
6. Keep an Eye on Inventory
Ordering too much? Wasting money. Running out? Office chaos. The sweet spot? A well-managed inventory system that prevents both.
Centralize supply storage and implement an inventory management tool to track stock levels. If you switch products due to low usage, make sure new items are included in your core pricing for more savings.
7. Don’t “Set It and Forget It”
Once you’ve locked in a vendor, don’t assume you’re getting the best deal forever. Prices shift, needs evolve, and contract terms should work for you, not against you.
Schedule quarterly contract reviews to assess spending, product usage, and service levels. If something isn’t working, renegotiate.
8. Go Green Without the Paper Jams
Sustainability is no longer a “nice to have,” it’s a priority. Most suppliers offer a variety of eco-friendly options, but be mindful of how recycled materials impact equipment performance.
Ask suppliers about their sustainability practices and prioritize recycled and biodegradable options where possible. Just be sure to check with your MFD manufacturer—many report that recycled paper can lead to frequent jams.
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Managing Off-Site Records Storage Effectively
Off-site storage is one of those things that often gets pushed to the back burner once the contract is signed, but ignoring it can cost your firm more than you realize. Left unchecked, storage contracts can rack up fees, automatically renew for years, and hit you with charges you never saw coming. What can your firm do to reduce (or even eliminate) physical storage in the future?
Contracts: Lock It in Without Getting Locked Down
A strong off-site storage contract isn’t just a formality, it’s your roadmap for keeping things fair, clear, and in control.
When things don’t go as expected (because sometimes they don’t), you’ll be glad the right terms are in place.
Ask yourself: do you have staff that truly understand these terms? If they don’t, that’s fine, but bring in someone who does.
Here are a few non-negotiables for any off-site storage contract:
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Limits on price increases
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A cap on annual price increases
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Month-to-month renewal after the initial term, not automatic multi-year rollovers
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A clear exit plan for releasing boxes if the firm ends the agreement
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Service level expectations and penalties if those standards aren’t met
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Restrictions on surprise fees outside of the agreed-upon pricing
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Required approval for any re-boxing of stored materials
Without these elements, getting out of your contract—or just keeping costs under control—can feel next to impossible.
These details protect your firm from surprise hikes in rates and make long-term planning easier.
Know Before You Owe
Are you actually reviewing your monthly invoice? If not, you might be paying for services you didn’t ask for, or don’t even recognize.
Watch out for newer (and often sneaky) fees like:
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Handling fees on destruction orders
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Dock fees for exiting accounts
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Paper recycling fees
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Fuel surcharges
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Re-boxing and re-lidding fees
Also, if your provider uses a third-party delivery service, you may see extra courier and handling fees, and unless your contract says otherwise, those fees will make their way to you. Make sure your agreement spells out exactly when third parties can be used and whose responsibility it is to pay those fees.
Easy Wins for Big Savings
You don’t have to overhaul your whole storage program to save money. Here are just a few practical ways to begin saving now:
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Bundle deliveries: Combine requests to best use the trip charge.
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Audit your “Out” boxes: If it’s been out more than six months, send it back, or decide if it’s time to destroy it.
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Digitize long-retention boxes: If you don’t need the physical document, scanning can save you long-term.
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Destroy everything past retention: Holding on to outdated records can add cost and risk, if they’re ever requested in litigation.
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Scan and destroy: Once it’s safely scanned and in your digital record (after quality control is completed), there’s no need to keep the hard copy.
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Going the distance: If you request a box that must travel hundreds of miles, your provider will likely use a third party. A single shipment with a third-party vendor can cost hundreds.
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Do the math: Using your current service provider is often cheaper than moving boxes elsewhere for shredding.
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Manage your inventory: If you do not have an RMS, many service providers will individually list the contents of your boxes on their portals at no charge.
Contract Check: Are You Covered?
If you haven’t looked at your off-site storage contract in a while, now’s the time. Start with these first:
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Check your contract expiration and notice terms. Missing the window for non-renewal could lock you in for another year or more.
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Look for price increase language. If it’s missing, you’re at risk for rate jumps. Smaller storage accounts can see increases up to 35% in a single cycle.
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Compare your invoice dates and contract terms. They don’t always align, so go back to the original contract and make sure you understand what you signed.
If you think you don’t have a contract, one still exists somewhere. Ask your service provider for a copy. If your provider was acquired, the original contract still applies and might have better terms than the new service provider’s standard contract.
Feeling Stuck? You’re Not
If you’re thinking, “We’re stuck in a relationship and we don’t have any of these,” think again. There are ways out of contracts, but they can be challenging to find.
In many cases, providers will cover termination costs to acquire your inventory. If your goal is to go digital, destruction allowances can be negotiated to help support this objective.
Even if you don’t plan to switch providers, considering other options in the market can have a positive effect on your current relationship. Most importantly, don’t feel like a hostage to your service provider. Take action and stop leaving money (and control) on the table.
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Information Governance
What It Is and Why It Matters
Let’s face it, law firms deal with a ton of information. Some of it is paper, most of it is electronic, and a lot of it is sensitive or confidential. That’s why having a solid information governance (IG) program in place is critical.
At its core, IG is all about making sure your firm’s information is secure, easy to manage, and available when you need it. It’s also about getting real value from that information, while reducing the risks of non-compliance and the chaos that comes from inconsistent practices.
An effective IG policy helps your people know where to store things, what tools are approved to use (even AI tools like ChatGPT or Copilot), and what to do with files when retention has been met—whether that means forwarding them to the client, destroying, or preserving as vital records. On top of that, good IG programs help keep you in line with outside counsel guideline compliance, boost efficiency, and reduce discovery costs.
Play by the Rules: Compliance and Ethics
A lot of firms already have retention policies—rules about how long to keep files, whether they’re paper or electronic. The catch? Lawyers tend to have opinions, and sometimes those opinions lead to policy workarounds that can put the firm at risk, like:
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Ignoring client requirements or outside counsel guidelines (OCGs)
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Over-retention of records damaging to client or firm interests
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Loss of client trust, potential lawsuit, and reputational damage
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Regulatory fines and/or penalties
Want to avoid these issues? Here’s what you can do:
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Align retention schedules with laws, industry standards, and OCGs
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Use a records management system (RMS) to track files, retention timelines, and legal hold events
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Don’t seek lawyer approval for records destruction—limit their involvement to confirmation of no pending audit or litigation
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Partner with NAID-certified destruction shredding providers (National Association for Information Destruction) for peace of mind
Efficiency Starts with a Clear Policy
A strong IG policy should cover several key areas:
Sanctioned Systems
Make it clear what systems are approved for use (especially AI tools) and which ones are not. Declare your document management system (DMS) as the official repository for long-term file retention and treat everything else—like email, shared drives, or desktops—as temporary storage that gets cleaned up regularly.
Retention Periods
Decide how long to keep different types of records. That includes:
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Internal department files (HR, Finance, etc.)
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Administrative files related to clients (billing, conflicts, internal communications, etc.)
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Client matter files (originals, drafts, copies, emails, productions, etc.)
Review Cycles
Build in regular check-ins to decide whether files should be returned, purged, placed on hold, or flagged as vital.
Client Notifications
Clients need to know your retention practices. Add a quick summary in engagement letters, and include a reminder in matter close letters. Don’t wait until records retention is satisfied—it can be too late to track down client contacts years later.
Policy Ownership
Designate who owns the policy and who can approve exceptions. Most firms need coordination across Records/IG, IT, and a steering committee to keep things running smoothly.
Automating the Lifecycle
Records management systems track files (digital and physical), log location changes, and flag content ready for destruction. They also manage legal holds, file transfers, and audit trails automatically. Some can even clean up DMS content once it’s marked for deletion.
Onboarding and Offboarding
Some RMS solutions with “matter mobility” features streamline the client file transfer review and approval process when lawyers come or go.
Digitizing Your World
Scanning workflows have gotten smarter too. You can now QR code incoming mail and courier correspondence to automate delivery straight to the DMS or a network folder. Customized recipient notifications with PDF links are sent automatically, maintaining ethical wall standards and minimizing the risk of misrouted emails with sensitive attachments.
Mailroom and records staff can handle digitization like an assembly line: one person preps, one scans, and another reviews for quality. Older files retrieved from storage? You can digitize those on the fly, but don’t forget to permanently withdraw these from your storage provider’s inventory to stop the clock on storage expenses.
Software Worth Considering
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AirMail2 by DocSolid (Digital Mailroom and Digital Records Room)
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MailQ and ScanQ by nQ Zebraworks
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AccuRoute by Upland Software—solid for batch scanning (though no built-in QC)
Don’t Forget the Hardware
Yes, your multifunction devices can scan but, for high-volume jobs, consider a dedicated scanner with double-feed detection. It saves a ton of time and effort during the quality checking stage while reducing human error. That extra scanner might pay for itself in just a few months.
What It All Boils Down To
A great IG program covers everything—electronic and paper files—regardless of where it’s stored or what format it’s in. Deploying an effective IG program is also not a one-time project. You need consistency, change management, and above all, executive support to really move things forward.
Without executive sponsorship, IG efforts tend to stall out. However, with the right structure, you can build a program that truly supports long-term success.
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The Integration of AI in Law Firm Operations
We can’t talk about the future of law firm operations without discussing artificial intelligence (AI). AI has become the hottest topic in law firm operations, and its role will only grow. From streamlining workflows to improving efficiency and enhancing client service, the advances are coming quickly.
This chapter explores the current applications of AI in law firms, the benefits it brings, and the challenges that accompany its implementation.
Understanding AI in Legal Context
At its simplest, AI refers to technology that mimics human intelligence, analyzing data, learning from patterns, and generating content. In the legal field, AI tools can help process large amounts of data quickly, making it a critical tool for:
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Document review and analytics: AI can quickly sift through thousands of documents in minutes, identifying potentially relevant, privileged, or sensitive information.
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Legal research: AI-powered platforms can retrieve and summarize case law, statutes, and legal precedents more efficiently than traditional methods.
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Contract analysis: AI can identify risks and anomalies and highlight areas that require human review, helping lawyers work faster and more accurately.
Enhancing Efficiency and Reducing Costs
One of the biggest advantages of AI in law firms is efficiency. AI can handle repetitive tasks like initial drafts of contracts, writing emails, or managing billing entries, so lawyers can focus on more complex work.
By automating time-consuming administrative tasks, AI helps law firms reduce operational costs in areas that clients are less likely to pay for. By reducing attorney time spent on these administrative tasks, attorneys are free to focus on higher-value work.
AI is already being applied to several areas, including:
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Drafting documents (demand letters, voir dire questions, opening/closing statements, settlement agreements)
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Presentation preparation (marketing, voir dire, trial, training)
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Creating and updating templates
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Beating writer’s block (eliminating “blank page procrastination” for everything from LinkedIn and blog posts to white papers and Google review response drafts)
Improving Client Service
AI is reshaping the way law firms interact with clients. AI tools can help firms provide faster responses, more accurate case predictions, and better overall service.
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Predictive analytics: AI can analyze past cases or even specific court decisions to help lawyers develop stronger legal strategies.
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Automated case management: AI-powered platforms streamline document filing, deadline tracking, and client communications, reducing the risk of human error.
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Virtual assistants and chatbots: AI-powered assistants can handle routine inquiries, schedule consultations, and guide clients through onboarding, reducing the administrative workload of the firm and freeing up resources for high-value work.
Challenges of AI Implementation
Despite its benefits, implementing AI in law firms is not without challenges. Some of the biggest challenges include:
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Ethical considerations: The use of AI must align with legal and ethical standards. Firms need clear acceptable use policies to maintain compliance with confidentiality and ensure accuracy. Human oversight is critical to any successful AI implementation.
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Resistance to change: Some attorneys worry that AI will undermine traditional law firm practices. Similarly, some clients are hesitant about AI-assisted legal services, fearing a loss of human oversight.
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Information security: AI tools must adhere to strict confidentiality standards, including advanced encryption, access controls, and compliance safeguards to maintain the privacy of privileged information. Automated data retention and deletion policies are critical.
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AI effectiveness: AI applications are only as effective as the prompts used to direct these tools, which require training and experience.
Future Trends
As AI evolves, its role in the law firm is expected to expand. Here’s what we expect to see:
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Increased collaboration: Law firms may increasingly collaborate with AI developers to customize solutions for their specific needs.
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Enhanced training: Lawyers will begin to receive formal AI training, whether in law school or as part of their firm’s onboarding process to prepare lawyers for the use cases, pitfalls, and best practices of this technology.
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Regulatory changes: As AI becomes more prevalent, regulatory bodies may create new guidelines to govern its use in the legal profession and beyond.
Conclusion
AI is creating a significant shift in the legal profession by enhancing efficiency, reducing costs, and improving client service. However, it’s critical to address the ethical, practical, and security challenges that accompany this technological evolution.
The future isn’t just about using AI—it’s about using it wisely.
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The State of Cost Recovery
Law firm operations are different now. Obviously, the biggest impact of COVID has been the inception and continuation of the hybrid work environment. This has had a notable ripple effect in two ways. The first has been an incentive for law firms to migrate to a digital working environment, which has propagated a notable increase in on-site scan volumes. The other has been an expected decrease in on-site volumes of b/w and color copies and prints. For firms that have been relying on this volume to maintain this recovery stream, the decrease has been disconcerting and calls into question the viability of recovery. For firms that have moved to scan recovery, the resulting increase in scan volume has lessened the impact of the decrease in copy/print volumes.
In comparing Mattern's cost recovery data in 2023 to that of 2021, we can see many of those trends touched on in that survey solidified as firms have adjusted their cost recovery strategies to the hybrid environment. Here are some of those highlights.
What Are Firms Recovering, and How and Where Are They Doing It?
Since 2021, the percentage of firms recovering traditional areas of cost recovery are trending upwards with an 11% increase in both b/w and color copies and a more than 20% increase in b/w and color prints.
Legal research and data storage are both continuing to trend downwards with a 24% decrease in recovery for legal research and an 18% decrease in recovery for data storage/hosting. Litigation support/e-discovery services also increased by 7% with some firms recovering costs by billing as an hourly professional fee.
Legal research has been a consistent struggle for most firms to recover. Through 2016, net realization had dropped consistently, bottoming out at 25% in 2016 before a resurgence in 2018 to 37%. Once again, legal research net realization is on the decline at 31% based on this survey.
Surprisingly, though net realization declined, both the billable amount increased 5% and the percentage paid by clients increased 2% from 85% in 2018 to 87% in 2023. The decline in net realization can solely be attributed to a decline in the billable ratio, which decreased a whopping 17% from 69% in 2018 to 52% in 2023.
These results beg the question as to whether the decline from 2023 is based on the perception that clients won’t pay for legal research vs. what the data is showing, that clients are paying legal research charges at a very high rate.
Ninety-two percent (92%) of respondents are utilizing a traditional cost recovery model to recover soft costs while 8% are recovering only hard costs where costs are incurred as a third party invoice and passed through to the client.
Given the hybrid workplace, a limited number of firms have adjusted to recover costs from the home. Since 2021, we've seen an 11% increase in firms that are recovering costs created in both home and office environments.
Firms are facing more pushback from clients on soft cost recovery areas where they've historically encountered it, with the biggest pushback in b/w copy/print and legal research, and more than half of respondents noting they are challenged on these costs. Further, many clients are refusing to pay soft costs for many areas at an increasing rate from our 2018 Cost Recovery Survey. However, one area that continues to see a decrease in pushback is in word processing, despite an uptick in respondents who are recovering in that area.
One interesting area to note is litigation support. Client pushback had been steadily increasing from 2012 through 2018, but no respondents reported client pushback on litigation support in the 2023 results even though more respondents indicated they are recovering these costs.
Firms’ strategies for clients who refuse to pay soft cost disbursements are consistent with prior survey results, with 58% allocating these costs to a billable client matter number and written off, 34% allocating costs to an internal overhead or a non-billable client matter number, and 8% allocating costs to an attorney/practice group area.
Net realization of soft costs has continued to decrease from previous survey results.
Respondents to this survey reported a billable ratio for copies, prints, and scans at 43%, representing a 14% decrease from 2018. Coupled with a lower percentage billed (63% in 2023 compared to 77% in 2018), and a lower percentage of these costs paid by clients (71% in 2023 compared to 85% in 2018), the net realization has dropped by more than half.
Understanding the Trends
These results show a decline in every measure of recovery for firms since 2018 and a continuation in the trend we saw prior to the 2018 survey, with clients pushing back more on the recovery of soft costs. It's not surprising that as inflation has led to rising costs, clients are refusing to pay for ancillary services.
While soft costs remain a source of contention between firms and clients, firms have been successful in recovering hard costs, with respondents reporting a net realization of 94% of hard cost disbursements after internal/external write-offs, which represents a 4% increase from our 2018 survey.
Given the low realization on soft costs, firms will need to develop strategies to reduce the soft costs involved, find creative ways of billing, such as adding to each billable hour, adding a flat percentage of total charges, integrating these costs into their fees, or abandoning recovery of soft costs.
Fifty-seven percent (57%) of respondents noted they've considered foregoing these charges entirely, and 43% considered adjusting fees to include cost recovery or adding a percentage to its fees to recover costs. However, very few firms have migrated in that direction.
Summary Highlights
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Uptick in recovery dollars: There has been an increase in the recovery of dollars as a percentage of a firm’s total revenue. From the previous figure of less than 1% in 2021, the 2023 survey shows that 77% of firms are now reporting recovery dollars greater than 1% of total revenue.
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Changes in cost recovery areas: Traditional areas of cost recovery like b/w and color copies and prints have seen an increase in recovery despite decreasing volumes. Conversely, there has been a decrease in recovery in such areas as legal research and data storage/hosting.
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Challenges in soft cost recovery: Firms are facing significant pushback from clients in soft cost recovery areas like b/w copy, print and legal research.
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Shift in client attitudes: Interestingly, there's no reported client pushback in litigation support cost recovery, suggesting a possible area of client tolerance or acceptance where firms can focus their recovery efforts.
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Need for new strategies: With the low realization of soft costs, the impact of the hybrid work environment and the pressure to decrease costs, the survey (again) underscores the need for new strategies to recover costs. These could include reducing the use of soft costs, integrating some items into fees, developing a hard cost–based billing model, or even abandoning the recovery of soft costs altogether.
These moves, coupled with the need for firms to restructure their administrative support model due to the hybrid work environment, the advent of AI, and the possibility of recovering costs associated with that technology, provide a blank slate for firms to develop a new cost recovery strategy that reflects how they currently work and will work in the future.
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Conclusion
We hope you have found the insights and best practices outlined in this book useful. Mattern has years of experience and a depth of market knowledge in each of these service areas and we would be happy to discuss how to optimize your firm’s operations by building efficiencies and profitability. For a complimentary benchmark assessment, contact us by clicking the button below.
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