Spring 2008 issue of Horizons

knowledge. commitment. value. CERTIFIED PUBLIC ACCOUNTANTS AND BUSINESS CONSULTANTS

Resources. Bothhumanandfinancialresourcesaremade available to further the committee’s mission. Management support is needed so committee members can take time fromengagements andother responsibilities.Meeting expenses, research data and outside consultants may be needed. Staging. To ensure the support of the entire firm, regular communication about the committee’s mission and progress should be disseminated through the firm and presentations made to the partners and other firm leaders. Structure. The committee should report to the managing partner, firm administrator or another partner identified as being in charge of the particular committee. The topic of the committee will affect this choice: for instance, the firmadministrator is probably the logical person to oversee a committee on benefits. Other steps to take to keep committees on track include: Evaluating members’ participation to make sure they are contributing to the committee’s mission. Establishing goals and routinely communicating progress toward reaching them. Making sure committee activities aren’t competing or redundant. Reviewing each committee’s mission to make sure it’s on course; if it isn’t, it is quickly disbanded. Establishing staff committees can not only help your firm develop and retain talent, but also can increase your firm’s profits. • • • •

Questions? Contact:

Don Esstman, CPA Partner-in-Charge Law Firms Services Group 314.290.3384 don.esstman@rubinbrown.com

26 u spring 2008 issue