Final article in a series about technology & law practice in the area of Emergency Management published by Michael J. Riley, Sr.

As technology is advancing, the legal profession must keep up with these technological and societal changes, explains Michael J. Riley, Sr. in an article series.

Long gone are the days of paper routing slips, desktop inboxes and consecutive reviews by paralegals and attorneys during which papers and files are shuffled back and forth.

— Michael J. Riley, Sr., Attorney in New Orleans

In this final article in a series, emergency responder and attorney Michael J. Riley, Sr. discusses the advancements and impact of technology upon the legal profession, and how it is being utilized to enhance the client experience in terms of satisfaction and customer service. As technology reshapes all of modern personal and professional life, the legal profession is no exception. 

Emergency management covers a broad range of issues that can be better managed with software and other technologies.

Emergency Management in the U.S. is surprisingly broad. A lawyer in this area will encounter issues as diverse as Grant Management and Administration, Public Assistance Program, Environmental and Historic Preservation Requirements, Hazardous Materials, and Project Funding. Incorporating technology into a law practice in this area can make the practice more efficient and increase client satisfaction. In fact, technology may enable the practitioner to exceed client expectations.

The complete articles will be published on the blog of Michael Riley at https://michaeljriley.blogspot.com/

Incorporating technology into a law practice can make the practice more efficient and increase client satisfaction. In fact, technology may enable the practitioner to exceed client expectations. Here are a few, simple-to-implement options.

Payment Services-Electronic Invoices

Payment by check is gradually becoming a thing of the past. Credit Card Payments are now commonplace, and even other forms of payment such as ACH, wire transfers, and Paypal are becoming more commonplace. While there are costs associated with taking credit card payments or Paypal, the ease of use and the increased speed of getting paid are often worth the fees. Many merchant account vendors now provide a Web portal to facilitate online payments. Google and Square (www.square.com) as well as Legal Software Systems (www.legalsoftwaresystems.com) provide technology to accept payments via smartphone. 

There are ethics opinions regarding Attorneys accepting credit cards for payments, thus one should consult the local ethics rules.

Confidentiality Protections

Maintaining the confidentiality of client information is an ethical foundation of the profession. Encryption tools may add extra security to electronic communications. Document efforts to keep their clients’ information safe and secure.

Signing Documents Electronically

Services like DocuSign (www.docusign.com), RightSignature (www.rightsignature.com) and e-Sign Live (www.esignlive.com) can save time and effort in cases where no wet signature is required and an electronic signature is sufficient.

On-line Calendaring and Scheduling

Scheduling meetings can be an enormous drag upon staff time and efficiency. This may cause delays and confusion, especially when the client or lawyer must re-schedule a previously scheduled meeting.

There are several options for simplifying scheduling. One of them is TimeTap (www.timetap.com). For example, potential clients can instantly schedule an appointment online. It also removes impediments from new clients to make contact with one’s Firm.

Online scheduling and appointment booking products such as TimeTap synchronize with your Outlook or Google calendar and display your free and busy times to your clients and prospects. 

Then, by simply clicking on a button from your Web site or using a secure portal, they can select one of your free times and can directly set up an appointment. Time Tap offers the ability to send out automated appointment reminders, and lets one reschedule and automatically send the rescheduling information. This added efficiency and flexibility means fewer demands on their overcrowded schedules. These services will contribute to improved quality, convenience and affordability.

Example of Technology Suite for a Small Law Firm

In case you wonder what technologies other law firms have, here is an actual real life example. This small law firm uses the following technologies:

• CosmoLex (online and App) – Law Practice Management Software

• LawPay (online and App) – Payment software for billing/invoicing.

• Google Suite (online and App) – Document creation/management.

• Dropbox (online and App) – Transfer/management of large files.

• Westlaw – Legal Research.

• Skype – Phones & video conferencing.

• Facetime – Client communications.

And since many law firms are gradually going “paperless,” a system for scanning documents and managing electronic files becomes indispensable.

Conclusion

Harnessing technology can greatly increase client satisfaction, save time and effort, and reduce the stress of practicing law in this fast-moving world. Undoubtedly, technology will continue to change the ways that legal teams serve their clients. My personal advice is to take it step-by-step: evaluate where is the greatest need in your office. Cooperating on documents? Scheduling appointments with clients? Making payments easier for clients? Then develop a strategy for best addressing those needs by implementing one of the numerous technological options and integrating it into the workflow of the office.

*NOTE: The inclusion of a technology or app in this article does not mean an endorsement or approval. The listed technologies are just for illustrative purposes. None of these particular technologies are endorsed or recommended by this author.

The complete article will be published on the blog of Michael J. Riley, Sr. at https://michaeljriley.blogspot.com/

Disclosure & Disclaimer: The opinions expressed in this publication are those of the author. They do not purport to reflect the opinions or views of FEMA or any government agency.

Michael J Riley, Sr

Trained as a lawyer, J.D., University of Tennessee-Knoxville (1980), Michael J. Riley, Sr. currently serves FEMA as an Emergency Manager, Federal Emergency Management Agency, Operations Division Supervisor. Expertise includes Small and Disadvantaged Business Enterprises, contract compliance, procurement, and Civil Rights. He has served the American people and international community in various different locations affected by natural disasters, including Puerto Rico and Haiti.

https://michaeljriley.blogspot.com/

Profile: https://solomonlawguild.com/michael-j-riley

News: https://hype.news/michael-j-riley-sr-attorney-in-louisiana/

LinkedIn: https://www.linkedin.com/in/michael-riley-97286b4a/

Michael J. Riley, Sr. is an attorney in New Orleans with experience in emergency management and economic development.

Michael J. Riley, Sr., a veteran attorney with over a decade of experience in the field of federal emergency management, comments on the call for amendment to section 404 of the Stafford Act.

Michael J. Riley, Sr., a veteran attorney with over a decade of experience in the field of federal emergency management, comments the call for amendment to section 404 of the Stafford Act.

In a new blog article, Michael J. Riley, Jr. provides information related to a possible amendment of Section 404 of the Stafford Act.

Formally named the Robert T. Stafford Disaster Relief and Emergency Assistance Act (hereinafter “Stafford Act”), the law, which was passed in 1988, provides the framework for federal disaster and emergency management through the Federal Emergency Management Agency (“FEMA”).  The Stafford Act amended the Disaster Relief Act of 1974 and authorizes FEMA to provide financial and logistical assistance upon a presidential disaster declaration.    

        

The Stafford Act has been amended several times since its passage in 1988 and has its share of critics regarding areas it needs to be improved on.  One particular subject that has received recent attention is the call to amend section 404 of the Act.

The Stafford Act authorizes FEMA to oversee the Hazard Mitigation Grant Program under section 404 and section 406 of the Act.  Section 406 is the more limited of the two, providing discretionary funding to mitigation measures in conjunction with repairs of disaster damaged facilities.  Such funding is limited to disaster declared counties and eligible damaged facilities.  Section 404 is the broader program.  FEMA provides funding to the states under section 404 and states may use them anywhere in the state, not just disaster declared counties.  Such funding is used to prevent or reduce damages caused in the future. 

Current FEMA Administrator Brock Long testified about the needed changes in section 404 of the Stafford Act in his Senate testimony on October 31, 2017, before the Senate Committee on Homeland Security and Governmental Affairs.  “The problem with the way the system is established is you have to get hit to have an extraordinary amount of post-disaster hurricane grant mitigation funding. I believe that’s not the right way of doing business.”  Administrator Long went on to explain “[t]he 404 money, it would be amazing if we could work with the Senate and this committee to move that to the front side. On average, I believe we put out $700 million or $800 million in post-disaster mitigation funding. Why are we not doing that on the front side and get it out of recovery and reduce the complexities of recovery and put it up front?”  Democratic Senator John Tester noted during the hearing that every dollar spent on the front end of a disaster would save four dollars on the back end.

Mr. Riley explains. By allowing FEMA to distribute 404 funding for pre-disaster mitigation, the funds could be put to much more efficient and meaningful use.  Currently, 404 funding is only available after disaster strikes and presidential declaration issued.  Once those conditions are met, then 404 funding is available as part of the recovery process to mitigate damages from future disasters.  Some commentators noted that giving FEMA flexibility to anticipate and prepare for disasters beforehand would certainly serve the long-term interests of the nation and promote more efficient allocation of resources.

Disclaimer: The opinions expressed in this publication are those of the author. They do not purport to reflect the opinions or views of FEMA or any government agency.

About Michael Jerome Riley, Sr.

Trained as a lawyer, J.D., University of Tennessee-Knoxville (1980), Michael J. Riley, Sr. currently serves FEMA as an Emergency Manager, Federal Emergency Management Agency, Operations Division Supervisor. Primary role is to ensure that efficient, effective communication and coordination between the Federal, State, Local, Tribal and/or Territorial (SLTT) governments at the lowest level of the incident on behalf of the incident management organization. Ensures that all actions are consistent with and support the incident objectives and the working assignments identified in the Incident Action Plan (IAP) for each Operational Period; and clear any proposed deviation to IAP and/or incident objective. Expertise includes Small and Disadvantaged Business Enterprises, contract compliance, procurement and development issues, and Civil Rights.

Blog: https://michaeljriley.blogspot.com/

Profile: https://solomonlawguild.com/michael-j-riley

News: https://hype.news/michael-j-riley-sr-attorney-in-louisiana/

Disclaimer: The opinions expressed in this publication are those of the author. They do not purport to reflect the opinions or views of FEMA or any government agency.

Emergency Responder Michael J. Riley, Sr., JD starts blog and commentary on Emergency Response Management

Emergency Responder Michael J. Riley, Sr., JD starts blog and commentary on Emergency Response Management

Experienced emergency responder’s blog will focus primarily on recent developments and foundations of emergency response management and organizations

New Orleans, LA 2018 – Experienced emergency responder Michael J. Riley, Sr. has started a blog and commentary on matters related to emergency response management. He writes based on his “hands on” experience, as he is currently serving the Federal Emergency Management Agency (FEMA) as an Emergency Response Manager.

Michael J. Riley, Sr. is planning to inform the public about such emergency response developments that they may not read about in the newspaper or see on television.

He notes that “in the business context, while an emergency situation is stressful, chaotic and financially demanding, I often see businesses that are not preparing for future disasters. Preparedness and response planning should be a priority, especially if the business is located in a region or zone that is disaster-prone.”

Thus, corporate emergency response plans are fundamental to give a company the best possibilities to reduce the financial and logistical impact of a natural disaster.

Such corporate preparedness programs and applicable response plans should be reviewed for accuracy and effective responses when new or additional variables are identified. This goes hand-in-hand with training employees accordingly. Only employees who are familiar and trained in accordance with the corporate emergency response plan are prepared to apply the best emergency response practices pursuant to the Plan.

Such corporate preparedness programs must take into consideration, for example:

- IT Infrastructure: procedural details of computer backups, data restoration methods, the minimum requirements to re-establish business operations. Companies should consider outsourcing arrangements.

- Contact lists: emergency personnel must have reliable contact information for all people important for applying the plan. Such contact information should be reviewed frequently.

- Communications: there must be reliable communication channels to communicate with all parties involved. 

- Logistics & Supply Chain: The plan should include possible alternate resources that may be available, as well as alternative suppliers.

- Essential Personnel: minimum staffing levels must be maintained. 

- Equipment: minimum necessary equipment must be provided and launched to minimize down time.

Mr. Riley will provide more information on such preparedness plans and other emergency response issues on his blog.

About Attorney Michael Jerome Riley, Sr.

Trained as a lawyer, J.D., University of Tennessee-Knoxville (1980), Michael J. Riley, Sr. currently serves FEMA as an Emergency Manager:  Federal Emergency Management Agency, Operations Division Supervisor. Primary role is to ensure that efficient, effective communication and coordination between the Federal, State, Local, Tribal and/or Territorial (SLTT) governments at the lowest level of the incident on behalf of the incident management organization. Ensures that all actions are consistent with and support the incident objectives and the working assignments identified in the Incident Action Plan (IAP) for each Operational Period; and clear any proposed deviation to IAP and/or incident objective.  Expertise include, representation regarding personal injury, Small and Disadvantage Business Enterprise, clients in lawsuits that involved contract compliance, procurement and development issues; and Civil Rights.

Blog: https://michaeljriley.blogspot.com/

Profile: https://solomonlawguild.com/michael-j-riley

News: https://hype.news/michael-j-riley-sr-attorney-in-louisiana/


*** Michael J. Riley, Sr. is an attorney in New Orleans with experience in emergency management and economic development.