By Elyssa A. Goldstein, CLM, PHR, SHRM-CP

In a time where so much has changed, and will continue to change, in the world around us, the NJALA is changing, as well.  This edition marks the last edition of the Jer-Z-Journal for the indefinite future and, perhaps, forever.
 
No longer having the capacity to serve as editor (and being unable to secure a successor), I bid a fond farewell to a role I cherished for the past three years.  I suspect some void will be felt without the newsletter in my life, but I know it is right to step aside and embrace new opportunities.
 
In the smallest of ways, this change in routine mirrors the large-scale change in routine many of us in New Jersey (and around the world) are currently experiencing. 
 
Things familiar have been disrupted.  The comforts we once cherished may no longer be readily available.  I cannot pretend to know the ultimate outcome, but I can tell you that change is hard, no matter what the stakes. 
 
I believe that there is no time like the present to push yourself.  Try something new.  Be “up” for the challenge.  Strength can manifest most when your back is against the wall, and you will likely surprise yourself when you choose to give yourself a chance.
 
Though I am relinquishing this editorial platform, I would love to hear from you about the memories you made during this time and the fears you conquered that once seemed impossible.
 
I wish you good health and good spirits in the days ahead and hope to see you again in person very soon.
 
Elyssa A. Goldstein, CLM, PHR, SHRM-CP is the Firm Administrator of Rebenack, Aronow & Mascolo, LLP in New Brunswick, New Jersey.

By Elyssa A. Goldstein, CLM, PHR, SHRM-CP

It is hard to believe that almost three years have passed since I was named editor of the Jer-Z-Journal.  The position was not one that I actively sought; rather former co-editors, Robbin Dolan and Doreen Marino, identified me as their successor and assured me that I was “up for the challenge”.

And it has been a challenge. 
 
During my tenure, distribution of the Jer-Z-Journal was decreased from bi-monthly to quarterly, as one by one, members dropped off the editorial committee and less article and ad submissions were received.
 
Nevertheless, I remained committed to my role, and strived to deliver electronic editions with comparable levels of quality to their hard-print predecessors.
 
Unfortunately, I now find myself at a crossroads.  I have changed law firms and job titles/responsibilities since I was named editor, taken on increasing and additional volunteer opportunities and found myself traveling more, with no immediate family living in proximity.
 
Come the final edition of the current 2019-2020 membership year in March 2020, I can no longer serve as editor of the Jer-Z-Journal. 
 
In anticipation of my stepping down, I have circulated several e-mails to the general membership seeking a replacement.  I have not received even one reply.
 
If you consider the Jer-Z-Journal to be a valued component of your NJALA membership, now is the time to raise your proverbial hand and volunteer to assume the editor position.  Without a new editor, the Jer-Z-Journal will cease to exist, and, in turn, a piece of our chapter’s history will cease to exist.
 
There is little to no day-to-day work serving as editor of the Jer-Z-Journal.  Someone with a high level of organization and a strong grasp of the English language can easily handle the publication of four editions per year.  I’d be more than willing to speak or meet with anyone who may be even remotely interested in the opportunity to share more detailed information.
 
In conclusion, during this period of year-end reflection and goal setting, I urge you to ask yourself, “Am I up for the challenge?”
 
Elyssa A. Goldstein, CLM, PHR, SHRM-CP is the Firm Administrator of Rebenack, Aronow & Mascolo, LLP in New Brunswick, New Jersey.

By Elli Albert

So, what’s the big deal about the NJALA’s business partner sponsors?  My friends, they are a very big deal.

As most chapters of the ALA will attest, business partner sponsors are the lifeline of our organizations.  Our business partner sponsors provide us, among other things, with funding that allows for our monthly meetings.  That includes showcasing high-quality and high-profile speakers (such as this past year’s Managing Partners’ Night speaker, Frank Abagnale), as well as the ability to offer our dinners, social events and educational workshops throughout the year at no additional cost to you.

By Elli Albert 

NJALA members say to me all the time, “Oh, I could never be president of NJALA.”  My response to them is always the same.  “Trust me, if I can do it, so can you!”

I often equate being president of a board of trustees to having children.  When I was expecting my first child, all I could think about was how I would ever be able to deal with a teenager!  I slowly realized something important.  Babies come out as infants, not as teenagers.  Raising a child is a cumulative process.  You learn things every day with your infant, who then becomes a child, who then becomes a teenager.  By the time children reach the teenage years, you have (usually) built up enough parenting skills to be ready for them and their challenges.  (I say that having survived the young adulthood of my two sons, now in their twenties!) 

By Mary Beth Donoghue

By Cathy Aveta

CA: What are some of your pet peeves?

SC: Drivers who pull the “late merge” with a whole line of traffic waiting to exit, people who do not bag their own groceries at the supermarket and people who complain about having to do a task for so long that they could have completed it and been done in the time spent complaining.

By Sarah Clark, CLM

By Elyssa A. Goldstein, CLM, PHR, SHRM-CP

By Nancy Harris

With a new website comes learning.  With learning comes wisdom.  With wisdom comes.... user preferences.

Many of you may feel overwhelmed by the volume of email you are receiving from the community forum, and you may prefer not to see all of the replies that come in to a particular topic.  Well, there is an answer!  See below:

First:  Log in to the website

By Michelle Cohen

The beginning of flu season is HERE.  These words strike fear in the hearts of many law firm administrators.  Does the paralegal sniffling by the water cooler look a bit pale and unwell?  Is he sweating?  Did the receptionist touch that door handle after a surreptitious nose wipe?  Did half the staff call out sick this morning?  Why does this happen every year?  Don’t we always think to ourselves, Should I encourage everyone in the office to get a flu shot?  The answer is a resounding YES!  What follows is a synopsis of flu shot information adapted/shared from the Centers for Disease Control and Prevention (CDC) website.

Getting an annual flu vaccine is the first and best way to protect yourself and your family from the flu.  It can reduce flu illnesses, doctors’ visits and missed work due to flu, as well as prevent flu-related hospitalizations.  Over 80,000 people died last year of the flu or complications from the flu, making last year the deadliest flu season in four decades.  There were also a record breaking 900,000 flu-related hospitalizations last year.

By Elyssa A. Goldstein, CLM, PHR, SHRM-CP 

Any moron can answer a telephone.  This was my exact sentiment when I began my first day of work as a receptionist in a law firm on Monday, August 24, 2009.  A negative, short-sighted and just plain untrue sentiment, to say the least.  Having studied music in college, I did not imagine that I would wind up working in a law firm two years after graduation.  In fact, as my mother worked in a law firm, and I wanted to “be my own person”, I tried to avoid following in her (career) footsteps at all costs.

Now, nine years later, I am primarily responsible for running all administrative aspects of a law firm, including hiring, firing and managing staff, some of whom no doubt never imagined that they would be working in a law firm after college or high school. 

On September 25, 2018, the NJALA hosted its 25^th Annual Business Partner Expo at Mayfair Farms in West Orange.  Prior to the Expo, a large group of NJALA members and guests attended an important and timely educational workshop on the topic of “The Opioid Crisis.”  John E. Keefe, Jr., Esq., President of the New Jersey State Bar Association, and Elaine Durkas, Director of Human Resources at Fusion Employer Services LLC, presented a session on the history and current climate of opioid abuse and addiction, as well as guidance for employers on how to appropriately and legally address drug abuse in the office. 

By Colleen Conway 

For this feature, the Jer-Z-Journal will pose a scenario that could occur in a law firm. Members were surveyed and asked how they might respond if faced with the particular situation. All responses, whether serious, sarcastic or humorous, were encouraged. All responses are confidential, and some may have been edited. 

SCENARIO: A secretary is having difficulty keeping up with the new technology in the office, which is causing her to have a longer turnaround time. Her assigned attorneys have started giving some of their work out to other secretaries because “it is a rush” and they want it done quickly. This is causing animosity amongst the staff. Although you have explained to the attorneys that they need to give their secretary a chance, so that she can practice and improve, they continue to give work to others, as they don’t want to wait or may not be able to wait due to deadlines. WHAT WOULD YOU DO? 

Did I get your attention? This is not an April Fools’ joke. $900.00 is the annual dues amount everyone would have to pay if we did not have the support of our business partners (BPs). How did I determine this amount? Well, let’s break down some numbers. 

We meet ten times per year—six times at the Highlawn Pavilion, two socials at various country clubs, our annual Business Partner Exposition at Mayfair Farms and once at The Manor for Managing Partners’ Night (where we invite a multitude of guests at the association’s expense). The cost to cover cocktails and dinner averages out to around $65.00 per person. If a member attends all ten events throughout the year, the cost to NJALA is $650.00 for that member. Not bad for $250.00 membership dues (or $200.00 for additional members of the same firm)! 

Cocktails and dinner are just one aspect of what it costs to run this organization. At seven of our monthly meetings (eight, if you include our Business Partner Exposition), we provide an educational session. Often, these educational sessions include a nationally-known speaker. Each speaker charges an engagement fee, and we are also responsible for covering travel expenses. The cost associated with each speaker varies widely depending upon how recognizable the speaker is and from where he/she is traveling. 

By Rippe & Kingston

Using key performance indicators (KPIs) to measure the success of your law firm can help identify what is working well, and help guide strategic decisions for the future.  However, a shocking number of law firms don’t use any performance metrics beyond measuring and tracking the hours billed at the attorney and firm levels.

By Elli Albert

For the past couple of years, some of you may have read my column, “What Would You Do?” in the Jer-Z-Journal.  I would now like to suggest a twist and ask NJALA members, “What CAN You Do?”

By Michelle Cohen

If you are a fan of the HBO series, Game of Thrones, you are likely all too familiar with the tagline, “winter is coming”.  Honestly, every Sunday when I watch the show and hear that line, a small part of me thinks about the fact that winter has been alive and well in my office all summer long.  My desk sits directly below an air vent, and the cold air blows in my direction all day long.  As my space heater tries to counter-balance the Nordic blasts, my fingers often turn various shades of blue and purple, and I drink so much hot tea that I run to the restroom a little too often.

By Kenneth E. Winslow, CPA, PSA

Abstract: This article covers an overview of the American Bar Association’s (ABA) appeal to Congress arguing against the implementation of an accrual accounting tax mandate for professional service businesses. It provides a brief primer on cash vs. accrual accounting, and offers a discussion of how changing to an accrual-based system will affect accounting for law firms, as well as what you can do to maximize your firm’s bottom line.