2012 Staffing Survey

8/12/2019 2012 Staffing Survey

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ILTAs2012IT Staffing

SurveyFEBRUARY 2013
http://www.iltanet.org/


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2012 Staffing Survey 35:1 fnLDP

About ILTA

Providing technology solutions to law firms and law departments gets more complex every day. Connecting with your peers to exchange

ideas with those who have been there, done that has never been more valuable. For over three decades, the International Legal

Technology Association has led the way in sharing knowledge and experience for those faced with challenges in their firms and legal

departments. ILTA members come from firms and law departments of all sizes and all areas of practice, all sharing a common need to

have access to the latest information about products and support services that impact the legal profession.

General Information

Disclaimer

This report is designed for use as a general guide and is not

intended to serve as a recommendation or to replace the

advice of experienced professionals. If expert assistance is

desired, the services of a competent professional should

be sought. Neither ILTA nor any author or contributor shall

have liability for any persons reliance on the content of or

any errors or omissions in this publication.

Copyright Notice

Copyright ILTA 2013. All rights reserved. Published in the

United States of America. No part of this report may be

reproduced in any manner or medium whatsoever without

the prior written permission of ILTA. Published by ILTA.

c/o Editor

9701 Brodie Lane, Suite 200

Austin, TX 78748


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Navigation Tips

Were pleased to present this years Stang Survey in a format that is optimized for digital use.

Use the Acrobat tools to search for keywords and print specic pages. Weve included icons in the footer to

quickly navigate to the dierent sections

35:1 fnLDP

Demographics IT Staffing Ratios Law DepartmentProfiles

FunctionalResponsibilities

SuccessfulRecruitment

Practices

Aggregate SurveyResults

Responses by FirmSize


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Demographics

ILTAS IT STAFFING SURVEY

The responses for our 2012 IT staffing survey were gathered in late 2012. The basic format of the survey is similar to that of prior

years, although we continue to strive to simplify our respondents work to describe staffing levels in various categories of functional

responsibilities, as well as to improve our ability to report the results effectively.

This year, we made some improvements to the survey analysis we hope you will find helpful. We included some comparisons between

AmLaw 200 firms and all other responding firms. We have shown where personnel with technical responsibilities are members of

departments other than IT. We also sought data to help answer the age-old question of the appropriate ratio of IT staff to end users and

related contributing factors more about the surprising results of that analysis below.

THANKS TO OUR RESPONDENTS!

We received responses from 326 law firms this year, up from 293 in 2011 and 212 in 2010.

We know surveys take valuable time, and responding to this one is particularly complex. We are grateful for our respondents generosity in

providing information to help their peers understand legal IT staffing trends. Thank you!

Firm Size Number of Users2012 Rate of

Responses

2011 Rate of

Response

2010 Rate of

Response

Small 150 or Less 45.1% 46.1% 47.6%

Medium 151-250 18.1% 17.1% 16.5%

Large 251-500 13.2% 21.5% 20.3%

Very Large 501 or More 23.6% 15.4% 14.2%

* 2012: Included 331 usable

responses from the survey, five firms

provided number of lawyers but

incorrectly included 0 for other

counts, therefore not included in

law firm size



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Demographics

OVERALL TRENDS

We took note of the buzz around our LegalSECTMinitiative and

the high priority law firms are giving to security. For the first time,

we included a question about staffing for security job duties. In

future years, we will be able to see trends in how law firms staff

for security.

Economic conditions remain a concern, with more than one-

third of respondents predicting the effects of the downturn will

continue through the current year.

However, other responses indicate things may be looking up. We

see a small increase in firms that consider themselves Comfortably

staffed (have some wiggle room). More firms consider themselves

Adequately staffed ( just getting by) than last year, while fewer are

Inadequately staffed (doing more with less).

There was a significant uptick 11%, up from a whopping 0

of firms responding that the number of IT staff increased in 2012,

returning to 2007 (pre-recession) levels. As the economic recoverycontinues, we note that fewer firms are reporting staff decreases.

We leave it to you to draw your own conclusions as you scrutinize

the data presented in the following pages, but perhaps we have

grounds for being cautiously optimistic while continuing to make

sure our belts are tight and we are operating efficiently.

37.2%

26.5%

18.2%

18.2%

0% 10% 20% 30% 40%

I believe the effects of the downturn will

continue through the coming year

I believe economic conditions have

changed permanently

I believe we have already returned to

pre-2008 conditions

I am optimistic that we will return to

pre-2008 conditions

2012

58%

26%

17%

48%

38%

14%

43%

43%

13%

0% 20% 40% 60%

Adequately staffed (just

getting by)

Inadequately staffed (doing

more with less)

Comfortably staffed (have

some wiggle room)

2012

2011

2010


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Demographics

With all the talk of alternative fee arrangements over thepast few years, we were somewhat surprised by the response to

the question (asked for the first time this year) Have you changed

your firms or your IT Departments staffing structure or skill set as a

result of client demand for alternative fee arrangements?

WHAT ABOUT THOSE RATIOS?

The following chart shows analysis overall and by firm size of

average ratios of users to IT staff for the past three years. As you

can see, there is not a large variation by firm size or over time.

We know this benchmark is controversial; many hold that

it is an invalid basis for decisions about staffing levels because

of the significant differences in complexity of firms technology

environments.

This year, we sought a way to better inform our members

about the effects of complexity on staffing levels by including

this question: While ILTA members always have a strong

interest in the ratio of IT personnel to total number of lawyers

or firm members, that ratio is often considered too simple of

a measurement as a basis for staffing decisions, because the

complexity of the technology environment has an important

influence on staffing requirements. We have asked you several

questions about your environment. In the following chart,

please indicate your opinion of how much each factor increases

complexity of the technology environment, with 1 being the

lowest and 5 being the highest. The factors listed as contributing

to the complexity of the technology environment were as follows:

11%

9%

5%

0%

12%

21%0% 20% 40%

Stayed the same

Increased, returning to 2007 levels

Decreased

Increased, but not to 2007 levels

1.2%

3.7%

5.2%

89.9%

0% 20% 40% 60% 80% 100%

Yes, we have added staffin IT to

support these efforts

Yes, we have provided IT staffwith

the skills to support these efforts

Yes, we have added firm (but not IT)

staffto support these efforts

No, we have not changed staffing to

support these efforts

2012



Multiple offices

International offices

Frequent use of contract attorneys

Tech facilities centralized in main office

Tech facilities centralized in branch office

Tech facilities centralized in off-site data center

Tech facilities distributed among multiple offices

IT adoption profile of firm is leading edge

IT adoption profile of firm is main stream

IT adoption profile of firm is conservative

IT adoption profile of firm is rarely if ever

IT adoption profile of firm is only when firm is doing very well

IT professionals work only in main office

IT professionals work in branch offices

Offices with no IT staff

IT Department provides support for end users home computing needs

IT Department staff provide support after-hours and on weekends

IT Department does not have administrative support

IT Department supports consumer technologies

IT Department uses consultants

Other Please describe

Demographics

2012 2011 2010

Average Ratio Users to IT Staff

(overall)35.3 36.4 35.1

Average IT Staff (overall) 16.0 15.0 10.6

Average Total Users (overall) 425.5 360.5 289.7

Average Ratio Users to IT Staff (small

firms)36.6 37.5 37.2

Average IT Staff (small firms) 2.5 2.5 2.5

Average Total Users (small firms) 73.1 77.4 75.5

Average Ratio Users to IT Staff

(medium firms)38.6 38.0 39.0

Average IT Staff (medium firms) 6.0 6.1 6.2

Average Total Users (medium firms) 198.3 201.8 209.6

Average Ratio Users to IT Staff (large

firms)33.0 37.2 33.2

Average IT Staff (large firms) 11.0 13.3 11.0

Average Total Users (large firms) 330.0 344.1 331.9

Average Ratio Users to IT Staff (very

large firms)31.6 30.4 26.1

Average IT Staff (very large firms) 52.0 64.6 43.0

Average Total Users (very large firms) 1330.0 1408.9 1044.0



Demographics

In our analysis, we calculated a score for each complexity factor.

Each firms response to the listed factors was recorded on a

4-point scale:

Critically complex: 3

Very complex: 2

Somewhat complex: 1

No difference: 0

Not applicable: Removed from analysis

We then calculated averages for each category by firm size. The

top five ranked factors for contributing to the complexity of the

technology environment were the same across all firm sizes. While

different sizes of firms ranked these factors in a different order,

the consensus for the top five was the same.

Many of the responding firms have environments that include

the top five complexity factors, so we therefore attempted an

analysis of the correlation between IT staff ratios and highest

levels of complexity. There was no evidence of a correlation.

This outcome surprised us, and we stirred the pot a bit on

the e-groups to get your comments. We posted these results,

suggesting (with tongue somewhat in cheek) the only conclusion

to be drawn is that an across-the-board standard ratio is a valid

measure upon which to base IT staffing decisions. We invited

readers to disagree and discuss. While we still cannot explain

why the survey results show such similarity in ratios across the

1.22

1.26

1.41

1.73

2.12

1.23

1.24

1.29

1.81

2.17

1.52

1.56

1.62

1.73

1.96

1.46

1.48

1.51

1.90

2.00

0.00 0.50 1.00 1.50 2.00 2.50

Tech facilities distributed among multiple

offices

IT Department supports consumertechnologies

Multiple offices

International offices

IT adoption profile of firm is leading edge

Very Large

Large

Medium

Small


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Demographics

consider when we compare our firms. If ILTA reported that firms of

the size of mine had a total headcount to IT ratio of 200:1, I might

find that interesting if my number was greater than 200:1 and

possibly use that as an aide to provide greater service to my firm.

I find less value in comparing how many engineers I have to other

peoples numbers as that descriptor covers many different roles

and the apples to apples comparison quickly evaporates.

Finally, the Systems Manager at a small firm said:

I am currently at a 65:1 ratio. I think the main contributing factors

which help maintain that ratio are the following: (1) We moved

to virtual desktops, which reduced system maintenance and

administration; (2) we use an outside consultant for guidance and

special projects; and (3) we have only one office location.

The Dream Team Delivers!

Ive said it before, Ill say it again ... surveys of this scope and complexity

are challenging; it truly takes a village to work through the many

details from ideation of concepts to final publication. Our staffing survey

dream team, a great group of volunteers and ILTA staff, are to be

applauded for their efforts. Is that a standing ovation I hear?

Team lead, Shirley Crow, Chief Information Officer at Farella Braun

+ Martel LLP, has led this team for several years; and I commend her

continued dedication, her keen eye and her focus on achieving the

teams mission and vision to deliver data analysis to support IT staffing

decisions. Teammates included Sandy Mikitaof Eckert Seamans Cherin

& Mellott, LLC, Catherine Monteof Fox Rothschild LLP and ILTA

staffer Deb Himsel. As a team, these good folks reviewed, dissected,

assembled, re-dissected, reassembled, honed and polished the

questionnaire; and each was instrumental in reviewing our final product

that youre enjoying. A small team of ILTA staffers provided the final

wind beneath the wings of this herculean effort. Its been my pleasure

to assist this stellar team in providing information that we hope informs

and supports your staffing models.

Randi Mayes

Executive Director


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CIOs Directors Senior ManagersApplication, Web, Database, SharePoint Developers

Infrastructure Administrators and Engineers Support and Training

Litigation / Practice Support and Knowledge Management

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A few of our law department members were kind enough to

share information about their staffing models:

Profle 1

I am part of what we call the Discovery

Management Organization, which is within the

legal department. It includes legal support staff,

project managers and operational staff. There

are 30 of us in the group, and we support 10

litigation attorneys. Beyond that, each practice

area has a support team specific to their needs.

Our IT security team performs forensic

collections. There are 5-6 people on the team,

and theyre part of the information security

and risk management department. Our IT

legal team is in charge of software upgrades,

databases, etc. We identify a need and together

we determine which solution to use or to build a

solution internally.

Law DepartmentStaffing Profiles


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Law Department StangProfle 2

Our litigation support team is placed within the legal department.

Its both legal and technical. My team is made up of one paralegaland two IT people, and we can bring in consultants to work with

us on an ad hocor temporary basis to solve short-term spikes in

resource requirements. We can also have paralegals and attorneys

come from firms seconded here when theres a lot of work that

needs to be done. These are firms weve worked with for many

years, so they understand our business. When theyre onsite,

theyre treated as any other associate would be. We try to budget

for these projects ahead of time.

We support 25+ attorneys in transactional and litigation. We

support transactional attorneys on document comparison, contract

templates, matter management and anything else they need.

There are five full-time IS people who support us, and my legal team

supports all of our North American offices and some affiliates. The

IS team is responsible for maintaining the litigation management

system, our matter management system, and they assist with

preservation of data (e.g., email, email archives) and collections. Our

relationship with our IS department is very important to us.

Most of our new hires have a legal background and come from

within our company. Any external job listings are posted on our

recruiting website, where theres a process for the company to post

all open positions.

Initially, it was the IS security group that provided technical

assistance for e-discovery-related activities. The legal and IS

departments performed an evaluation of the processes, and

together realized we needed dedicated IS professionals who

were focused on the latest e-discovery trends; who understood

the business needs of a legal department; and who understood

our strategy and tactics in order to protect the company and

provide great customer service when workloads are high.

Management agreed to create a dedicated IS team to support the

legal department on all technical issues, including systems and

e-discovery. Having a dedicated IS team has made a significant

positive impact.


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Law Department StangProfle 3

Our 82-person law department includes the following support

professionals:

One manager of administration, legal technology and records

management

Two technical support personnel (functions split between them

hardware support, software support, litigation support,

helpdesk functions and training)

One records management specialist

Two file room clerks

One accounts payable clerk

One librarian

10 paralegals

Nine administrative assistants (secretaries)

Our hiring process follows that of the corporation. When a position

needs to be filled, a job is posted both on the corporate intranet

and company internet websites. All jobs are posted on either

careerbuilder.com or monster.com in addition to our company

website. If any internal candidates are qualified and are available

for release from their current department, they are considered

along with any external candidates we wish to interview. If the

job requires legal-specific experience and viable candidates are

not found within a reasonable time period, we request our HR

department post positions with legal-specific sources.

Our litigation support team is housed within the law department

and comprises one technical specialist and four paralegals. All thesepersonnel retain other responsibilities in the department in addition

to actual litigation support. Assisting them for specific purposes

are the records management specialist and the manager of legal

technology. The corporate IT department provides assistance to

our litigation support efforts almost daily. The email administrator

handles all preservation and collection requests for email. We also

have a network of individuals assigned at all corporate locations

that have the role of e-discovery coordinator. These people assist

with the preservation of data on the network shares, databases, key

custodian PCs and any other electronic location. At the appropriate

time, they also handle the collection of data to be sent to the law

department.

The law department does not participate in the hiring process of

any IT department personnel.

We generally have not used outside assistance with collections

unless the case warrants. Furthermore, we have not utilized

contract staffing within the law department to provide support

either. Our IT organization does use full-time assigned contractors

in certain positions; however, none are assigned specifically to

supplement support of the law department.


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For the following charts, we listed several areas of functional

responsibility found in typical law firm IT departments and askedrespondents to indicate which titles are filled at their firm in each

applicable chart and provide a rough estimate of the percentage of time

an FTE (full-time equivalent) spends in each category of duty. Some firms

have multiple people who hold the same title and perform the same

duties (for example, multiple Helpdesk Specialists); in such cases, we

asked respondents to list the title once, and indicate a greater than 100%

FTE. We requested inclusion of leased or outsourced employees who

work in the firms office, but not temporary employees of any nature.

We also captured FTEs who sit outside the IT department but perform

duties associated with each functional area. The red columns in the

charts provide those numbers.

In reading the charts, the numbers represent responding firms, not staff

counts. Lets examine the column headings:

Column F is the equivalent of full time employees. Everything to the left

of it represents less than FTEs with decreasing time spent in each column

as you move to the left . Column G simply indicates that more than one

FTE is in the role.

For example, in the first chart on the following page, lets examine the

row labeled Manager.

46 of our Small Firm respondents indicated they had full-time personnel

who performed the role of manager; 3 responding firms had people

devoting more than half of their time to the role; 3 responding firms

had people devoting roughly half of their time to the role; 7 responding

firms had people who devoted less than half their time (but more than

a quarter of their time) to the role; 5 responding firms had people who

devoted less than a quarter of their time to the role; and there were no

firms in the Small Firm category who reported multiple individuals in

the role. Youll also note that the numbers in the red columns represent

people who sit outside of the IT department who are devoting some time

to this role.

Functional Responsibilities

1%-20%# of responses





Over 100%# of responses







Manager 5 7 3 3 46 00 2 0 1 0 0



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Enterprise or Departmental Managementof IT (Technology/Systems)


What percent of

management and

supervisory functions

(as described above)

are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

5.68

4.17

2.84

2.85

Small Firm







Chief 2 1 1 0 2 0

Director 6 3 4 6 29 0

Assistant Director 0 1 2 0 1 0

Manager 5 7 3 3 46 0

Assistant

(or Junior)Manager

0 0 0 0 3 1

Administrator 2 2 2 2 13 0

Assistant

(or Junior)

Administrator

0 2 0 0 6 0

2

1

0

0

0

3

0

0

2

0

2

0

0

0

1

2

3

0

0

0

0

0

1

0

1

0

0

0

5

3

1

0

0

1

0

0

0

0

0

0

0

0

Medium Firm







Chief 0 0 0 0 0 0

Director 0 0 0 0 0 0


Manager 0 0 0 0 0 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 0 0 0 0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

3

1

0

0

0

0

0

Very Large Firm







Chief 0 0 0 4 39 1

Director 1 1 2 2 31 8


Manager 0 0 4 1 18 17

Assistant

(or Junior)

Manager

0 0 0 1 2 1


Assistant

(or Junior)

Administrator

1 0 1 0 7 2

0

2

0

2

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

1

0

0

0

0

0

1

1

0

1

0

0

0

Large Firm







Chief 0 0 0 2 10 0

Director 0 0 0 3 24 0


Manager 0 1 1 0 9 2

Assistant

(or Junior)Manager 0 0 0 0 1 0


Assistant

(or Junior)

Administrator

0 0 1 0 0 0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

1

1

0

1

0

0

0

0

2

0

0

0

0

0

0

0

0

0

0

1

0

Includes head of IT, functional managers and supervisors, branch office IT managers, project managers, etc., where the scope of responsibility

involves systems/technologies. Title should specifically reference IT (technology, IS or systems). The primary duties of the position involve the

leadership and/or supervision of others; the position has responsibility for successful outcomes within the scope of the position.


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Network Services

What percent of

networking services


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

19.6

4.87

11.5

7.9

Small Firm







Director 8 4 4 2 20 0


Manager 10 4 5 6 32 0

Assistant

(or Junior)

Manager

1 0 1 0 3 1


Assistant

(or Junior)

Administrator

2 0 0 0 4 0

Coordinator 1 0 0 0 2 0

Supervisor 1 0 0 0 3 0

Architect 1 0 0 0 2 0

Engineer 5 0 3 2 4 0

Technician 13 3 2 0 4 1

Specialist 3 1 1 0 3 0

1

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Large Firm









Manager 0 2 3 1 9 0

Assistant

(or Junior)

Manager

0 0 1 0 0 0


Assistant

(or Junior)

Administrator

1 0 1 1 0 0







1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm









Manager 1 0 1 2 31 8

Assistant

(or Junior)

Manager

0 0 0 1 5 0


Assistant

(or Junior)

Administrator

2 0 1 0 3 2




Engineer 1 1 1 1 10 26



1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm









Manager 3 1 3 3 7 0

Assistant

(or Junior)

Manager

1 0 0 0 0 0


Assistant

(or Junior)

Administrator

2 0 1 0 0 0







0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Includes any position where the primary duties relate to developing or supporting infrastructure technologies. Positions that fall into this category

would include responsibilities in the following areas: network administration, servers, LANs, WANs, data center, equipment maintenance, remote access,

disaster recovery, email system administration and security. (This does NOT include application development or telecom/audio-visual services).


19/60


Security

Small Firm







Director 9 2 2 2 21 0

Officer 0 0 0 0 1 0

Senior Manager 1 0 1 1 2 0

Manager 12 4 5 3 30 0




Analyst 1 1 0 0 1 0


1

0

1

2

1

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Large Firm








Officer 0 0 0 0 0 0


Manager 4 2 4 2 3 0




Analyst 2 0 1 0 0 0


0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm








Officer 2 0 0 0 2 0


Manager 7 1 0 2 4 0




Analyst 1 2 1 0 1 0


1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm








Officer 0 0 0 0 2 1


Manager 5 3 4 1 8 1




Analyst 1 0 1 0 2 1


0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

0

1

1

0

0

0

0

0

0

0

0

0

0

What percent of

security functions


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

20.4

19

13.3

16.7

Includes any position where the primary duties specifically relate to security strategies, development, deployment and oversight. The term security

might apply to network and cyber security, physical security, or work with regulatory/compliance agencies.


20/60


Helpdesk and Desktop Support

Large Firm









Manager 5 2 2 0 10 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 2 0 0 0 0





0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm









Manager 7 1 0 0 6 0

Assistant

(or Junior)Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 0 2 0 0





0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm









Manager 1 2 5 2 27 8

Assistant

(or Junior)Manager

0 0 1 0 4 1


Assistant

(or Junior)

Administrator

1 0 0 0 1 0





0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

Small Firm







Director 19 3 3 0 14 0


Manager 13 8 4 2 26 0

Assistant

(or Junior)

Manager

0 0 0 0 3 1


Assistant

(or Junior)

Administrator

0 0 1 2 4 0





1

0

0

0

1

1

0

0

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

0

0

0

0

0

1

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Excluding third party

coverage for week

nights and weekend

days/nights, what

percent of helpdesk

and desktop support

duties (as described

above) are outsourced

to consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

8.19

4.71

7.19

12.23

Includes any title specifically related to helpdesk and desktop/hardware support, which can include support of applications on PCs; support for the

use of laptops, handheld devices, printers, scanners, multifunction devices (including break/fix); and home support.


21/60


End User Technology Training

Large Firm

1%-20%#of responses

21%-40%#of responses




Over 100%#of responses



Manager 1 1 0 0 3 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0



Trainer 1 0 3 3 18 1



Courseware/

e-Learning

Developer

1 0 1 0 0 0

Writer/Editor 1 0 1 0 0 0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Small Firm

1%-20%#of responses






Director 12 3 3 0 9 0


Manager 11 6 2 3 21 0

Assistant

(or Junior)

Manager

0 0 1 0 2 1


Assistant

(or Junior)

Administrator

0 0 1 0 4 0



Trainer 3 1 3 7 8 0



Courseware/

e-Learning

Developer

0 0 0 1 2 0


0

0

1

0

0

0

0

0

1

0

1

0

1

2

0

0

0

0

1

1

0

1

0

1

0

0

1

0

0

0

1

0

0

0

2

0

0

1

0

0

0

0

0

0

0

0

0

2

0

0

0

0

1

0

0

0

0

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm

1%-20%#of responses








Manager 1 2 5 0 19 2

Assistant

(or Junior)

Manager

0 0 0 0 1 0


Assistant

(or Junior)

Administrator

0 0 0 0 0 0



Trainer 1 0 0 1 17 27



Courseware/

e-Learning

Developer

0 1 2 0 3 0


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

4

0

1

0

0

1

0

2

0

0

0

1

1

4

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

1

0

0

0

0

0

0

0

1

0

0

Medium Firm

1%-20%#of responses








Manager 1 0 1 0 1 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0



Trainer 0 3 3 6 13 0



Courseware/

e-Learning

Developer

0 1 0 0 0 0


0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

What percent of

end user technology

training functions


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

19.35

23

11

28.5

Includes any title that references training. The primary duties of the position involve supporting competency management, e-learning, firm

universities, skills assessment and professional leadership development.


22/60


Includes any title specifically related to application development and might encompass developers, programmers, reporting/BI specialists and

systems analysts for applications that are not Web-based. (This does NOT include applications used on the Web.)

Application Development

Small Firm







Director 3 0 3 0 11 0


Manager 4 1 5 1 14 0

Assistant

(or Junior)

Manager

2 0 0 0 2 0


Assistant

(or Junior)

Administrator

0 0 0 0 1 0



Developer 1 0 2 0 1 0

Programmer 0 1 2 1 1 0

Analyst 1 1 0 1 2 0



0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

1

Large Firm









Manager 1 1 1 0 4 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0





Analyst 0 1 1 0 3 0



0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm









Manager 1 1 0 0 2 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0





Analyst 1 0 0 0 0 0



0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm









Manager 4 1 3 0 24 4

Assistant

(or Junior)

Manager

0 0 0 0 0 1


Assistant

(or Junior)

Administrator

0 0 0 0 0 0



Developer 1 1 2 1 14 16


Analyst 0 0 1 0 11 8



0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

What percent

of application

development functions


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

33.33

48.46

21.7

22.86


23/60


Includes any title that relates to the administration of applications. Duties might include application deployment, configuration and testing. This

functional area includes database administration; administering accounting and HR systems, email, CRM, document management systems, etc.

Application Administration

Large Firm









Manager 0 5 3 1 4 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 1 0 0 0




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm









Manager 6 1 1 0 5 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 1 0 1 0




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

1

1

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm









Manager 4 0 5 0 19 3

Assistant

(or Junior)

Manager

0 1 0 0 1 1


Assistant

(or Junior)

Administrator

0 2 0 0 0 0




0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

2

0

0

0

0

0

2

Small Firm







Director 9 3 6 4 15 0


Manager 14 3 5 6 23 0

Assistant

(or Junior)

Manager

2 0 0 0 1 1


Assistant

(or Junior)

Administrator

1 0 2 0 2 0




2

0

2

0

2

1

2

0

0

0

0

1

0

1

0

1

1

0

0

0

0

0

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

What percent

of application

administration

functions (as described


to consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

13.97

15.36

6.67

5.59


24/60


Includes any title that specifically references telecom (other than LAN/WAN) or A/V. Some specific areas of responsibility might include phones,

switches, VoIP, voicemail, teleconferencing and videoconferencing.

Telecom and Audio-Visual

Large Firm









Manager 3 1 0 1 3 0

Assistant

(or Junior)

Manager

0 1 0 0 0 0


Assistant

(or Junior)

Administrator

2 0 1 0 0 0





0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

Medium Firm









Manager 3 4 1 0 1 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

2 0 0 0 0 0





1

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

1

0

0

0

0

0

0

0

0

0

0

Very Large Firm









Manager 6 0 3 0 10 3

Assistant

(or Junior)

Manager

0 0 1 0 3 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0





0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

2

0

Small Firm







Director 14 4 6 2 10 0


Manager 14 3 6 8 19 0

Assistant

(or Junior)

Manager

1 1 1 0 2 1


Assistant

(or Junior)

Administrator

0 2 0 0 4 0





1

0

1

0

1

1

0

0

0

0

1

0

2

0

0

0

1

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

2

0

0

0

1

0

2

0

0

0

What percent of

telecom and audio-

visual functions (as

described above)

are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

18

21.25

21.61

12.1


25/60


Includes any title specifically related to litigation or practice support. It encompasses the head of a firms practice support group, litigation support

group, and all departmental or functional managers/supervisors who work in these groups.

Litigation and Practice Support

Very Large Firm









Manager 0 1 0 3 14 5

Assistant

(or Junior)

Manager

0 0 0 0 1 2


Assistant

(or Junior)

Administrator

0 0 0 1 1 1





Analyst 1 0 0 0 5 9

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

9

1

10

0

2

1

2

0

4

4

3

1

0

1

1

0

0

1

0

3

5

2

Medium Firm









Manager 3 2 2 0 3 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 0 0 0 0





Analyst 1 1 0 0 2 0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

1

1

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

Small Firm







Director 13 1 1 3 10 0


Manager 12 3 6 2 14 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 1 0 0 2 0





Analyst 1 0 1 0 0 0

3

0

0

0

0

0

1

0

0

2

1

0

0

0

0

0

1

1

0

0

3

1

0

0

0

0

0

0

2

1

1

4

2

0

0

0

0

0

0

0

0

0

0

0

3

1

1

1

2

1

2

0

0

2

0

0

0

0

0

0

0

0

0

1

0

0

Large Firm1%-20%

# of responses








Manager 0 2 0 0 5 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0





Analyst 0 1 2 0 0 4

0

0

0

0

0

0

0

0

0

2

0

0

0

0

0

0

0

1

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

3

0

4

0

0

0

0

0

2

2

1

0

0

0

0

0

0

1

0

0

0

0

What percent of

practice support

functions (as described


to consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

18.2

12.12

16.21

11.49


26/60


Includes head of the firms KM department, functional managers and supervisors. The primary duties of the position involve supporting the firms

KM initiatives, processes and systems. Some typical technologies related to KM might include client-facing KM tools (extranets, etc.); data mining;

enterprise search; expertise location; taxonomy/folksonomy systems; legal research; and social networking.

Knowledge Management

Small Firm

1%-20%#of responses






Chief 2 0 1 0 5 0



Manager 9 2 5 2 11 0

Assistant

(or Junior)

Manager

0 0 0 0 1 1


Assistant

(or Junior)

Administrator

2 0 1 0 0 0

KM Attorney

(includes

Professional

Support lawyer)

2 0 0 0 0 0


Analyst 4 0 0 0 0 0


Researcher 0 0 1 1 0 0

0

1

0

0

0

1

0

1

1

0

0

2

0

0

0

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

1

1

2

0

0

0

2

4

1

0

0

0

0

0

0

0

1

1

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

Large Firm

1%-20%#of responses






Chief 0 0 0 1 3 0



Manager 0 0 0 0 1 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 0 0 0 0

KM Attorney

(includes

Professional

Support lawyer)

0 0 0 0 0 1


Analyst 0 0 0 0 1 0



0

0

0

0

0

0

0

0

1

0

0

1

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

1

0

1

0

0

0

1

0

4

0

0

0

0

0

0

2

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

Very Large Firm

1%-20%#of responses






Chief 1 0 0 0 2 0



Manager 1 1 1 0 0 1

Assistant(or Junior)

Manager

0 0 0 0 2 0


Assistant

(or Junior)

Administrator

1 0 0 0 0 0

KM Attorney

(includes

Professional

Support lawyer)

0 0 0 0 1 0


Analyst 1 0 1 0 2 2



0

0

0

0

0

0

0

3

1

1

0

2

0

0

0

0

0

1

0

0

1

1

0

0

1

3

0

1

0

1

1

0

0

0

1

1

0

0

0

0

0

0

0

0

0

0

0

0

1

11

1

6

0

2

0

6

1

2

2

3

2

0

0

0

0

0

0

0

0

0

0

0

Medium Firm

1%-20%#of responses






Chief 2 1 0 0 0 0



Manager 1 1 0 0 2 0

Assistant(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

2 0 0 0 0 0

KM Attorney

(includes

Professional

Support lawyer)

0 0 0 0 1 0


Analyst 0 0 0 1 1 0



0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

1

0

0

1

0

0

0

0

0

0

0

0

0

0

0

1

0

1

1

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

What percent

of knowledge

management functions


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

13.29

6.32

9.21

6.06


27/60


Includes any position with primary responsibility for the development, maintenance and support of the firms Web-based systems, including portal/

intranet system design, development and management; portal/intranet content management; and development of Web applications.

Portal/Intranet and Web Development

Small Firm1%-20%

# of responses






Director 9 2 1 1 10 0


Manager 9 4 2 2 15 0

Assistant

(or Junior)

Manager

0 1 0 0 1 1


Assistant

(or Junior)

Administrator

1 1 1 0 1 0


Analyst 2 0 0 1 1 0




1

0

2

0

2

1

0

0

1

1

1

2

1

0

0

0

0

1

0

0

0

0

1

0

0

0

0

0

1

0

0

0

0

1

0

1

0

0

0

0

0

1

0

0

0

0

0

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Large Firm1%-20%

# of responses








Manager 1 3 0 1 2 0

Assistant

(or Junior)

Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

0 0 0 0 0 0


Analyst 0 1 1 1 0 0




0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

1

0

0

0

0

1

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

1

0

0

0

0

0

1

0

0

Very Large Firm









Manager 4 0 1 0 14 1

Assistant

(or Junior)Manager

1 0 0 0 0 0


Assistant

(or Junior)

Administrator

1 0 0 0 1 0


Analyst 2 0 2 0 3 1




0

0

0

0

1

0

0

0

0

0

2

0

0

2

0

2

0

0

2

3

1

0

0

0

0

0

0

0

1

0

0

0

0

1

0

0

0

0

1

0

1

1

1

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Medium Firm









Manager 2 0 2 0 0 0

Assistant

(or Junior)Manager

0 0 0 0 0 0


Assistant

(or Junior)

Administrator

2 0 0 0 1 0


Analyst 1 0 0 0 0 0




0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

0

0

0

1

0

0

0

0

0

0

0

0

0

0

1

0

0

1

1

0

0

2

0

0

0

0

0

0

What percent of portal/

intranet and Web

development functions


are outsourced to

consultants?

SMALL

MEDIUM

LARGE

VERY LARGE

36.93

42.33

29.57

22.02


28/60

35:1 fnLDP

In preparing this years IT Staffing Survey, we asked you

for input on hiring practices: Where and how do you find

the best candidates to fill your IT positions?

The predominant responses related to

personal referrals, either through friends

and colleagues (ILTA and other professional

associations) or agencies. When turning to

the Web, popular sites included ILTAs Career

Center, LinkedIn, craigslist.com, monster.com

and careerbuilder.com.

Both agencies and newspaper ads fell in

popularity as recruiting sources compared to

last year.

Do you have a successful referral program in place?

Yes 23 48%

No 25 52%

In those firms that had a referral program in place, it was common for thereferring employee to receive a monetary award that ranged from $500 to

$2,500 (!) if the new hire was successful past the probation period, and that

ranged from three to six months.

How predominately does networking through ILTA

play into your process?

Significantly 13 26%

Somewhat 21 42%

Not much 9 18%

Not at all 7 14%

Do you use agencies?

Routinely 10 20%

Sometimes 24 48%

Rarely 9 18%

Never 7 14%

Do you still run newspaper ads to

assist your recruitment efforts?

Always 3 6%

Sometimes 3 6%

Rarely 15 30%

Never 29 58%

SuccessfulRecruitmentPractices



29/60

Aggregate

Survey DataThe graphs on the following pages provide aggregate data

with trends across three years.

We undertook an interesting exercise this year in having our analyst

compare responses from AmLaw 200 firms to all others. Our survey

team chose some particularly relevant questions where firm size might

have a significant effect on the responses. Youll see these AmLaw 200

comparisons called out on the following pages, and our graphic on this

page provides the first example where we report aggregated responses

and then show the numbers when the AmLaw 200 criterion is applied.

What is the total FTE staffing number for your IT

department?

(Include all offices and all functions providing technology

services and considered part of or aligned with IT.)

16.4

5.013.7

4.010.6

4.00 5 10 15 20

Average

Median201220112010

54.5

36.0

7.5

4.00.0 20.0 40.0 60.0

Average

Median AmLaw 200Non AmLaw 200

amLaw

200ComPariSon



30/60


Does your firm have multiple office locations?

(Include international locations.)

Aggregate Survey Results

69%

31%

73%

27%

68%

32%0% 20% 40% 60% 80%

Yes

No201220112010

How many offices in total does your law firm have?

(Include international locations.)

5.3

3.0

6.1

4.0

5.9

5.00 2 4 6 8

Average

Median201220112010

amLaw

200ComPariSon

14.2

11.0

3.3

2.00 5 10 15

Average

Median AmLaw 200Non AmLaw 200

Are your technology facilities (i.e., data center) centralized

or distributed, off-site or on-site?

72%

17%

12%

0%

71%

19%

10%

1%

70%

21%

8%

1%

0% 20% 40% 60% 80%

Centralized in our main office

Distributed; we have data centers in

multiple offices

Centralized in an off-site data center

Centralized in a branch office

2012

2011

2010

amLaw

200ComPariSon

39.7%

27%

33.3%

0%

79.1%

14.2%

6.7%

0%

0% 20% 40% 60% 80%100%

Centralized in our main office

Distributed; we have data

centers in multiple offices

Centralized in an off-site data

center

Centralized in a branch officeAmLaw 200

Non AmLaw 200


31/60



How would you characterize the IT adoption profile of your

firm? (How quickly does your firm adopt new technology?)

61%

29%

7%

1%

1%

53%

35%

10%

2%

0%

50%

34%

12%

2%

1%

0% 20% 40% 60% 80%

Type B - Mainstream

Type C - Conservative

Type A - Leading edge

Type D - Rarely if ever

Type E - Only when the

firm is doing very well

2012

2011

2010

amLaw

200ComPariSon

66.7%

17.5%

14.3%

1.6%

0%

60.1%

31.3%

5.6%

0.7%

0.7%

0% 20% 40% 60% 80%

Type B - Mainstream

Type C - Conservative

Type A - Leading edge

Type D - Rarely if ever

Type E - Only when the

firm is doing very wellAmLaw 200

Non AmLaw 200

Please indicate the direct reporting relationship of IT within

your law firm. (Select all that apply if multiple direct reports.)

27%

23%

23%

8%

5%

5%

5%

4%

36%

20%

21%

7%

4%

4%

4%

4%

34%

21%

18%

8%

4%

7%

5%

3%

0%

10%

20%

30%

40%

Head of IT reports to LegalAdministrator

Head of IT reports to COO

Head of IT reports to Managing

Partner

Head of IT reports to Technology

Partner

IT Management reports to Law Firm

Technology Committee of firm

partners only

IT Management reports to Law Firm

Technology Committee of firm

partners and legal/administrative

Other

Head of IT reports to CFO 2012

2011

2010


32/60



What is the title of the head of IT/technology services?

41%

26%

21%

10%

3%

41%

18%

19%

15%

3%

2%

1%

41%

20%

19%

13%

1%

3%

1%

0% 20% 40% 60%

IT Director

IT Manager

Chief Information Officer

Other

Chief Technology Officer

Technology Director

Technology Manager

2012

2011

2010

How many IT professionals work primarily in a branch office?

6.9

1.0

5.3

.0

4.1

1.00 2 4 6 8

Average

Median 201220112010

In your opinion, which are the most important factors in

deciding to place IT professionals in branch offices?

71%

13%

6%

5%

4%

2%

57%

16%

4%

12%

7%

3%

39%

19%

14%

4%

16%

8%

0% 20% 40% 60% 80%

Number of users in branch office

Needy or demanding users in branch office

Data center facility located in branch office

Other

Distance from main office/time zone

differences

Lack of available consulting assistance in

branch office location

2012

2011

2010


33/60



In addition to the traditional functions associated with an IT department, please identify any additional functions for which the top ranking IT

executive (CIO/CTO/Director) assumes responsibility in your organization.

25%

16%

10%

6%

6%

5%

5%

5%

5%

5%

3%

3%

3%

2%

1%

1%

24%

8%

8%

8%

8%

6%

5%

4%

6%

3%

2%

1%

10%

9%

24%

7%

6%

9%

7%

5%

6%

4%

5%

3%

2%

1%

11%

10%

0% 5% 10% 15% 20% 25% 30%

Project Management (IT and/or

Special

Documents

2012 Staffing Survey