The Capital Connection - Q1 - 2024 ALA

Capital The

Q1 2024 February

Live From the Desk: President’s Message Welcome to the first issue of the Capital Connection newsletter of 2024!

We are excited to bring you news of the happenings in the Capital Chapter over the past several months. It is a busy time for the Chapter, as we focus on planning for the new year, offering numerous educational sessions and scheduling networking and social gathering opportunities for Chapter members and Business Partners, as well as launching our new website.

In December, we welcomed Joy Stephens, DE&I Specialist and Executive Coach of Loeb Leadership, who presented Performative vs. Authentic Allyship in the Workplace. This very insightful workshop reviewed the distinction between performative (Continued on the following page)

In This Edition: ` Live from the Desk: President’s Message ` Welcome New Members & Business Partners ` Chapter Member Anniversaries ` Business Partner Spotlight ` Community Spotlight – Legal Operations ` Previously On... ` Breaking News!

` Save the Date - Upcoming Events ` Chapter/Member Wins and Appreciation ` Legislation! What is Trending? ` Community Engagement ` Click here to view our Administrative Committees.

and authentic allyship behaviors in the context of diversity, equity, and inclusion.

Joy led an interactive discussion regarding how performative vs. authentic behavior impacts recruiting, onboarding, inclusion, and ultimately retention.

The Capital Chapter hosted a Holiday Soiree & 50th Anniversary Celebration at the St. Regis Hotel on December 12.

Members and Business Partners gathered to celebrate the Chapter’s rich history, the contributions of Past Presidents, and our bright future ahead. We were honored to have so many of our Chapter’s Past Presidents in attendance, along with a great turnout of Business Partners and members. The silent auction planned by Barbara Kernus and Dr. Joel Chagadama, our VPs of Community Service, was a great success, raising over $3,000 for the Toni K. Allen Scholarship Program. Thank you to all who participated in the auction and joined us for a memorable evening full of holiday cheer!

In January, we hosted a virtual session facilitated by Alan Currin of Aldebaran Group entitled, “Cybersecurity – Don’t Go It Alone”. Alan helped explain the importance of cybersecurity in laymen’s terms to help law firm administrators tackle the ever-evolving issues facing their firms. Attendees came away from this session more confident in their ability to contribute to their firm’s cyber defense plan. We look forward to collaborating with Alan Currin and Aldebaran Group again in the future.

As you may have already seen, the Chapter launched a brand-new website in January! If you haven’t looked around, I highly encourage you to explore it! We

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are continuously refining the new site and can’t wait for you to experience all that it has to offer. Stay tuned for further announcements on new features.

Don’t forget to register for the upcoming Quarterly Networking Lunch & Annual Meeting scheduled for 12:00pm – 1:00pm on Wednesday, February 21, 2024, at Truluck’s. Space is limited, so be sure to register soon. We are also offering an educational session, Risk Management Series (Part II): Do You Have Enough Coverage For A Cyber Attack? with Eileen Garczynski of Ames & Gough on Thursday, February 22, 2024, from 12:00pm – 1:00pm.

This will be a hybrid session held at Alston & Bird. Also, please save the date for the Change of Gavel meeting, scheduled for Thursday, March 28 at Joe’s Seafood, Prime Steak and Seafood. Registration for all of these events can be found under the “Events” tab of our website.

Interested in becoming more involved in the Chapter? We encourage you to participate in the monthly Legal Ops, Small Firm and Branch, Human Resources, and DEI community meetings. These communities are a valuable resource to Chapter members, and I sincerely thank all of our Community Leadership volunteers for their commitment to these communities and facilitating engaging discussion groups.

As always, my sincere thanks for your support of our Chapter.

My best,

Janeanne Gorman

Chapter Leadership President Janeanne Gorman HWG LLP President-Elect Karen Lee Jones Robb PLLC Immediate Past President Robert J. Bieber Wilkinson Barker Knauer LLP Secretary/Treasurer Melody Watson Lathrop GPM LLP Secretary/ Treasurer-Elect Shera Berini Harris St. Laurent & Wechsler LLP Vice President, Business Partner Advisory Qeyana Hart Alston & Bird LLP

Vice President, Business Partner Advisory-Elect Tania Jose Baker Hostetler Vice President, Community Services Barbara Kernus Foster Garvey, PC Vice President, Community Services-Elect Dr. Joel Chagadama GKG Law, PC

Vice President, Communications Tabatha Harris WMATA Vice President, Communications-Elect Joanna Hurt McCarter & English, LLP CHAPTER STAFF Senior Director Carol Montoya Executive Director Erika Freundel

Vice President, Diversity, Equity, & Inclusion Angela Tyson Axinn, Veltrop & Harkrider LLP Vice President, Diversity, Equity, & Inclusion-Elect

The Capital Connection is published on a quarterly basis for members of the Capital Chapter of the Association of Legal Administrators to provide information for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related associations. Capital Connection is not engaged in rendering legal, financial, or tax counseling or advice through this publication. The contents of all articles, letters, videos, and advertisements published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised. Contributing authors are requested and expected to disclose financial and/or professional interests and affiliations that may influence their writing position.

Articles and materials accepted for publication are subject to editing by the editorial team and become property of the Capital Chapter of the Association of Legal Administrators. Links to Capital Connection may not be shared without permission from the Chapter.

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WELCOME NEW MEMBERS AND BUSINESS PARTNERS

Thank you for joining us! ` Kristin Bowling ....................................................................Hannon Law Group ` Jim Clyde Clapes ������������������������������������������������������������������� Mayer Brown LLP ` Joe Gourley...................................................................................... Alston & Bird ` Latreese Lovance ���������������������������������������������������������������������Wiley Rein LLP ` Caitlin Miller ����������������������������������������������������������������������������������Piliero Mazza ` David Proctor �������������������������������������������������������������������������������������Ain & Bank ` Scott Zoeller......................................... Rothwell, Figg, Earnst & Manbeck, P.C.

New Business Partners SILVER LEVEL

ASSOCIATE LEVEL

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Chapter Member Anniversaries Each quarter, we get to ring in a number of member anniversaries. Thank you for your time and the commitment you have shown to the Chapter. We are grateful to have dedicated and loyal members like you!

15 YEARS

10 YEARS

Althea Javar Hunt – Piliero Mazza Nawel Moreno – Caplin & Drysdale, Chartered Carrie Sadowski – Pilsbury Winthrop Shaw Pittman LLP

Diana Nelson – Duncan, Weinberg, Genzler & Pembroke Nicole Rutherford – Van Ness Feldman LLP

5 YEARS Beverly Miller – Crowell & Moring LLP

Business Partner Spotlight

Three Elements to a Successful Marketing Program Builden Partners is changing the way law firms think about marketing. With a team boasting deep big law firm and financial services marketing experience, Builden offers a process-driven approach to raising firm profiles, outsourced marketing departments for midsize firms and a variety of marketing solutions designed to fit individual firm needs. Learn more at buildenpartners.com. Phone: 312.788.2695; Email: hello@buildenpartners.com

Successful law firms build and maintain a robust marketing program, complete with a credible digital presence bolstered by thought leadership content and continuous visibility within the sector.

When executed properly, marketing results in sustained reputation building, lasting relationships with clients and referral sources, and continuous opportunities to pitch prospects and attract new talent.

To position your firm favorably in the legal field, it is imperative to understand how to utilize these three key components of legal marketing: 1. Digital Presence 2. Thought Leadership 3. Market Visibility

DIGITAL PRESENCE As law firms continue to embrace new technology to replace outdated marketing (Continued on the following page)

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(Continued from page 5) tools and processes, creating a branded digital presence is vital to positioning your firm and attorneys as market leaders.

A good first step is to conduct an audit of places the firm’s logo appears, including its website, social platforms, Google, on sponsorships, and in print materials. When a firm’s logo and related visual elements are modern, clean, and consistent, it is much easier to tell the story of efficiency and scalability.

Beyond imagery, another way to solidify the digital presence you created is by consistently publishing relevant and timely news to the firm’s website and actively utilizing social media networks, particularly LinkedIn, to amplify that news.

Consider highlighting: ` Recent client case wins ` Key takeaways from marquis events ` Key legislative changes and industry updates ` Firm news including office openings and attorney matriculations ` Firm and attorney industry and community recognition and awards ` Civic engagement and professional development activities Not only will an improved digital presence attract potential clients, but it is a vital tool to engage existing clients, reinforce your brand and recruit talent.

THOUGHT LEADERSHIP Publicizing an attorney’s thought leadership is an excellent way to showcase a lawyer’s knowledge of the law, underscore the firm’s breadth of experience and client success stories, and explain how current events or new case law are relevant to your audience.

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The good news is many attorneys at your firm are likely already thinking about producing thought leadership content but have not yet cracked the code on putting pen to paper. One way to get attorneys to write is to suggest repurposing what they are already doing, like speaking at a conference, giving an interview to a media outlet or providing a client a case analysis.

The following questions are also effective thought-starters for content generation: ` What keeps your clients up at night? ` What are you getting from multiple clients, demonstrating a pattern? ` What new or changing laws do your clients need to know 3, 6, 12 months from now? ` What is something the media is missing that is important for clients to be aware of?

Maximize the return on this content by promoting across all your digital channels and by encouraging other attorneys at the firm to share the content with their networks.

MARKET VISIBILITY A law firm’s visibility is vital for attracting and retaining clients and talent in a competitive market. Put simply, having strong visibility means people can find you, they know who you are and understand what you do.

But unless you build it, they won’t come.

The best way to increase your firm’s visibility is by consistently using multiple methods to reach clients where they spend their time with the information they need. This includes publishing thought leadership pieces on the firm’s (Continued on next page)

(Continued from page 6) website and subsequently promoting them on social media, utilizing dynamic linking and cross-links, seeking speaking opportunities on hot topics, pursuing worthwhile legal awards and recognitions and engaging with strategic organizations and associations.

Visibility cannot be achieved solely by efforts from the name partners. Lawyers at every level of the firm need to be actively engaged in marketing for the firm to see a true return on investment.

A ROBUST MARKETING PROGRAM When done well, effective legal marketing makes it easier for individuals and businesses seeking legal services to find the lawyers they need to manage their work. To set the stage for a successful marketing program, a law firm needs a strong digital presence, marketing engine and thought leadership program. These elements, paired with the ability to identify the needs of existing and prospective clients and address them through these channels, will have opportunity knocking at your door.

Is Your Firm’s CISO Adequately Protected From Risk?

By Eileen Garczynski, Esq. Sr. VP & Equity Partner, Ames & Gough Ames & Gough is a nationally recognized insurance and risk management specialist serving the needs of architects, engineers, other construction professionals; as well as law firms, and notfor-profit associations. They specialize in providing professional liability, general liability, workers compensation, auto liability and umbrella liability policies. With over 1000 clients nationwide, it makes Ames & Gough one of this country’s largest specialty brokers. Our differentiators are deep industry knowledge, active risk management support, and personalized client service. Learn more at www.amesgough.com; Phone: 703.827.2277, Email: info@amesgough.com

As key decision-makers within organizations, Chief Information Security Insurance Officers (CISOs) are responsible for devising and implementing security strategies to safeguard digital assets. In an era of escalating cyber threats and increasing legal and financial risks, CISOs play a critical role in protecting their organizations' digital assets and ensuring compliance with regulations.

However, it has become increasingly difficult for CISOs to keep up with cybercriminals

who are bypassing layers of security to attack firms. At the same time, CISOs are also facing an increased likelihood of legal scrutiny after a significant breach.

A few companies and their CISOs have made the news given their involvement in lawsuits and regulatory actions: ` Uber’s ex-CISO, Joseph Sullivan, was recently convicted after the Department (Continued on page 8)

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(Continued from page 7) of Justice brough charges in federal criminal court stemming from his role in the 2017 Uber data breach and failure to disclose it. ` A $26 million settlement of a shareholder class action suit, naming SolarWinds’ CISO, was just paid under SolarWinds’ Director’s & Officers (D&O) Insurance policy alleging violations of the Securities Act. Cybersecurity professionals, especially those in senior leadership roles, are aware of the risks they may face and the potential legal implications of their decisions. As CISOs are exposed to more liability, their interest in having adequate insurance coverage is growing. Having the adequate and appropriate D&O Liability and Cyber Liability Insurance coverage is vital for CISOs to effectively manage potential liabilities and safeguard their firm's cybersecurity posture.

By offering comprehensive D&O insurance coverage and Cyber Liability Insurance coverage, firms also signal their commitment to supporting their CISOs and acknowledging the importance of cybersecurity in the modern business landscape.

I. A CISO needs D&O Insurance coverage for several reasons: 1. Personal Liability Protection: As a high-ranking executive, the CISO may be held personally liable for their decisions and actions in the event of a cybersecurity incident or data breach. D&O insurance provides financial protection for the CISO's personal assets

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in case they are sued for alleged negligence, breach of fiduciary duty, or mismanagement. Without this coverage, the CISO may face significant financial risks and could bear the financial burden of legal defense and potential settlements.

2. Legal Compliance: CISOs are responsible for ensuring that their organization is compliant with relevant laws and regulations regarding cybersecurity. In the event of a violation, regulatory bodies may impose fines and penalties on the organization and its executives. D&O insurance coverage can help mitigate these financial risks, protecting the CISO from personal liability for regulatory fines and legal expenses.

3. Shareholder Lawsuits: Shareholders have the right to bring lawsuits against a company and its directors and officers if they believe their investment has been harmed due to mismanagement or negligence.

This risk is particularly relevant in the case of cybersecurity incidents, where shareholders may argue that the CISO and other executives failed to adequately protect customer data or prevent a breach. D&O insurance provides protection for the CISO in the event of a shareholder lawsuit, covering legal defense costs and potential settlements.

4. Reputational Protection: In today's digital age, a data breach (Continued on next page)

(Continued from page 8) can result in significant reputational damage to the organization and its executives. CISOs need to protect their personal reputation and professional standing, especially in an industry where trust and credibility are critical. D&O insurance coverage demonstrates to stakeholders that the CISO has taken proactive measures to protect the organization's cybersecurity and can help in reputation management efforts.

Despite D&O liability insurance and Cyber liability insurance coverage being a critical factor for attracting and retaining top-tier CISO talent. many firms do not have the appropriate policies in place.

D&O insurance policies will cover the company and its directors and officers for personal liability for shareholder litigation—or regulatory action against an individual director or officer.

However, CISOs aren’t always considered an officer of the company. They either need to be named explicitly as covered in the D&O policy, or the company must amend its charter and bylaws to include the CISO as an officer.

Moreover, some D&O policies have an exclusion for anything cyber related and or limit coverage if the claim involves a cyber event.

Work with your firm’s management committee and insurance broker to make sure the CISO is added as both an officer of the company and listed in the definition of who is insured on the firm’s D&O Insurance policy and that there is no exclusionary language for a cyber related claim.

II. A CISO needs Cyber liability insurance coverage for several reasons: 1. Protection Against Financial Loss: Cyber liability insurance helps protect the CISO and the organization from financial losses resulting from a cyber attack or data breach. These incidents can lead to significant costs, including investigations, legal fees, data recovery, notification and credit monitoring for affected individuals, PR and reputation management efforts, and potential regulatory fines. Cyber liability insurance can cover these expenses and help mitigate the financial impact on the CISO and the organization.

2. Data Breach Response and Recovery: Cyber liability insurance often includes coverage for data breach response and recovery expenses. In the event of a breach, the CISO needs to take immediate actions to investigate the incident, secure the affected systems, notify individuals and regulatory authorities, and provide assistance such as credit monitoring. Cyber liability insurance can cover the costs associated with these activities, ensuring a swift and comprehensive response.

3. Third-Party Claims: Cyber attacks and data breaches can result in claims and lawsuits by affected individuals, customers, partners, or other third parties. Cyber liability insurance provides coverage for legal defense costs and potential settlements or judgments in such (Continued on page 10)

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(Continued from page 9) cases. The CISO may be personally named in these claims, and having Cyber liability insurance can protect their personal assets and provide professional indemnity coverage.

4. R egulatory Compliance: CISOs are responsible for ensuring that their organization complies with various cybersecurity laws and regulations.

These regulations often impose fines and penalties for non-compliance, especially in the case of data breaches. Cyber liability insurance can help cover regulatory fines, penalties, and other related expenses, providing a layer of financial protection to the CISO and the organization.

5. B usiness Interruption and Loss of Income: A cyber attack can disrupt business operations, resulting in loss of income and additional costs to restore systems and services.

Cyber liability insurance may include coverage for business interruption, loss of income, and extra expenses incurred as a consequence of a cyber attack. This coverage helps mitigate the financial impact on the organization and supports the CISO in managing the aftermath of an attack.

6. Vendor and Client Requirements: Many firms require their vendors and partners, including their CISOs, to carry Cyber liability

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insurance as a condition of doing business. This requirement ensures that all parties involved have the necessary financial protection in the event of a cyber incident.

Having Cyber liability insurance coverage not only fulfills contractual obligations but also demonstrates the CISO's commitment to risk management and aligning with industry best practices.

Cyber insurance policies should cover consumer or customer class action litigation following a security breach.

It should also cover regulatory actions brought against a company or its C-Suite as a result of a covered cyber incident.

Most cyber insurance policies cover individual employees as insured persons— which provides the appropriate coverage for members of a firm’s C-Suite when named in an enforcement action.

In conclusion, Directors’ and Officers’ insurance and Cyber Insurance coverage is vital for CISOs as it provides personal liability protection, ensure legal compliance, safeguard against shareholder lawsuits, protect personal reputation, and attract and retain top cybersecurity talent. With the everincreasing cyber threats and legal risks associated with cybersecurity incidents, these insurance coverages provide CISOs with peace of mind and financial protection, allowing them to focus on their critical role as guardians of their organization's digital assets.

Community Spotlight

Making the Shift to Modernize Law Firm Operations

By Marie Woods, Chief Operating Officer, Van Ness Feldman LLP Chair, Legal Operations Community, ALA Capital Chapter The headquarters office of my firm recently moved to new office space after over 40 years in our former building. Like other firms, we opted for smaller, same-size offices with standard furniture, a huge shift from offices the size of a New York condo and desks the size of dining tables. Prior to the move, considerable time was spent preparing everyone for change. We did all the usual stuff - pictures, poster boards, presentations, tours etc., to build excitement for the future and ease any ambivalence about the unknown. Office size and furniture were not the only things that would change in this post-COVID business environment. We were changing the way in which we work. In the “old days,” firms our size occupied multiple floors and had several receptionists, copy stations, and fax machines. Telephones with multiple lines were on each desk, postage machines spanned the countertop in large mail/ copy rooms, and floors had to be reinforced to hold massive filing systems.

Our architects had considerable experience in modernizing law firms, so their design plans were futuristic and did not include things like massive file storage rooms and offices of various sizes. While we had been preparing our professionals for the move to same-size offices, we had not really focused on changing the way we all would work in our new space.

We would no longer have receptionists, desk phones, and numerous fax and copy machines. The mail and copy center would become office operations as mail and copy functions have essentially been replaced by electronic mail and filings. The role of Operations personnel would change.

They would primarily be responsible for the overall function of the office (facilities maintenance, client/guest services, and

breakroom/conference room management) rather than mail, courier, and copy services.

Batteries for wireless keyboards would be more of a necessity than pens and pads.

Perhaps the most seismic shift was creating a Resource Center staffed by our executive assistants. For years, our assistants worked in separate areas of the office and each primarily supported an assigned group of attorneys/policy professionals. After COVID, the assistants worked in private offices, and we were not sure how they would adjust to working together in one area, handling requests sent to a distribution list in addition to meeting the needs of their assignments.

The Resource Center concept was necessary if the executive assistants were to keep (Continued on page 12)

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(Continued from page 11) their hybrid schedules. Timekeepers who need in-office support were not going to be bothered with who would help them when their executive assistant was working from home. Though the space was not originally designed to be a Resource Center, and the concept was not “socialized” among the assistants, the change has been a huge success. The assistants enjoy working with and learning from each other, they participate in training new assistants, and they have taken on added responsibilities, including answering calls to the main number that now ring at the assistants’ stations. They work together much more effectively now that they sit together.

There are more shifts. The focus on sustainability has required us to rethink the way in which serve coffee, water, and soft drinks. Our reception area is designed as a community area, instead of an off-limits area for clients with full-time receptionist coverage. Calls can be made and received via Teams rather than on a desk phone.

More high-speed printers (multi-function

devices) are installed than copy machines since scanning is preferable to printing. A camera and doorbell are used to inform us of visitors instead of 8am – 6 pm reception desk coverage. Teams meetings are booked online and participants are automatically connected when we walk into a conference room. Mail is processed through an app, instead of a traditional postage machine.

Firms do not need to move in order to contemporize law firm operations. As legal operations experts, we should consistently look for ways in which to become more efficient, just as our clients do. Many law firm leaders have already made great strides toward creating a modern law firm and are open to sharing their transformation.

The ALA is a great resource, and we should not hesitate to reach out to one another for ideas and support. Technology was already changing law firm operations. COVID accelerated the change. One day, perhaps when we are not here anymore, there will be a study on the evolution of the legal industry. We will have led that evolution.

PREVIOUSLY ON...

Thank you to everyone that attended the Holiday Soiree & 50th Anniversary Celebration in December!

Click here to see more photos from the event!

MISSED AN EVENT? Be sure to check out the ALA Capital Chapter Calendar of Events for all upcoming events and educational sessions.

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BREAKING NEWS!

Attention D.C. Employers: New Pay Transparency Law The Wage Transparency Omnibus Amendment Act, which was signed by Mayor Muriel Bowser on January 12, 2024, will go into effect on June 30, 2024. The legislation compels D.C. employers with at least one employee to include the minimum and maximum expected salaries in all job postings or advertisements.

Employers must also present information on healthcare benefits to candidates prior to their first interview. Another component of the act prevents employers from inquiring about a candidate’s salary history or retaliating against employees who discuss wages at work.

Given the ongoing controversy surrounding pay transparency in Congress, it is imperative that employers maintain a vigilant stance on any developments pertaining to this matter. As new regulations go into effect, firms should be prepared to examine their job advertisements and train their hiring and recruiting staff to guarantee compliance with these new requirements.

McGuireWoods produced a fantastic article with more information on this Act. The firm also offers a complete overview of the District of Columbia’s complex employment regulations. Sign up here.

SAVE THE DATE!

The chapter has the following events planned. To view more information, click directly on the event.

We hope you can join us!

FEBRUARY

MARCH

APRIL

2/21 Quarterly Networking Lunch & Annual Meeting 2/26 Executive Committee Meeting 2/27 Small Firm & Branch Office Meeting

3/6 Standing Tall Against the Rain 4/3 DEI Committee Meeting 3/7 Legal Operations Meeting 4/4 Legal Operations Meeting 3/12 HR Community Meeting 4/9 HR Community Meeting 3/18 Executive Committee 4/15 Executive Committee Meeting Meeting 3/26 Small Firm & 4/23 Small Firm & Branch Office Meeting Branch Office Meeting 3/28 Change of Gavel Luncheon

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Chapter Wins

New Website!

The ALA Capital Chapter is thrilled to announce the official launch of its redesigned website, alacapchap.org. The new website boasts a modern design, intuitive navigation, and a plethora of information about our chapter.

Key features of the new website include: ` Enhanced calendar of events with updated registration ` Simplified access to contact information for business partners and members ` Exciting and easier ways to gather and provide information to our community Chapter members and Business Partners are invited to explore the website and please send suggestions or edits to improve your experience to info@alacapchap.org.

THANK YOU VOLUNTEERS! Congratulations to ALA Capital Chapter Members Fawn Elzie for her appointment to the Association of Legal Administrators (ALA) DEIA Committee, Ericka Brundage who has been appointed to serve as Chair of the 2024 Intellectual Property Conference for Legal Management Professionals Planning Committee, and Karen Lee who has also been appointed to serve on 2024 Intellectual Property Conference for Legal Management Professionals Planning Committee. They will all assume their roles at the 2024 Annual Conference & Expo in Aurora, Colorado. We are so proud of our volunteers!

Legislation

New Maryland and Virginia Laws Effective January 1, 2024 MARYLAND ` Paper or …. Don’t even ask! The new plastic bag bans are now effective for business located in Prince George’s and Anne Arundel counties. Frederick, Maryland has a ban that will prohibit single-use plastic bags at the point of sale. Reusable bags are strongly encouraged when shopping. The protection of local waterways and

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marine life, reduction of plastic pollution and litter are some of the reasons for the enactment of the law. ` Money, Money, Moneyyyyy!! The minimum wage increase to $15 for all workers, regardless of the company size, in Maryland. This new wage increase will affect approximately 163,000 people employed in Maryland.

Legislation (continued) VIRGINIA Virginia introduces several impactful regulations: ` Public school teachers and SOQ-funded ` Health insurance companies must cover hearing employees will receive a 2% raise. aids for minors up to age 18. ` Military retirees, regardless of age, now enjoy ` Health insurance carriers are obligated to notify tax-exempt status. policyholders of changes in network status. ` The Counseling Compact allows licensed professional counselors to practice across member states.

Community Engagement Black History Month, is an annual celebration of achievements by African Americans and a time for recognizing the central role of Blacks in U.S. History.

ALA National shared a link from the American Bar Association with resources to help engage and educate your firms during the month of February. Check out some of their suggestions here.

Check Out DC Events’ Black History Page for a listing of events being held in the District from February – March to highlight the African American culture, community and history.

ALA National Events

Essentials of Chapter Leadership, a three-day virtual training, is being held Tuesday, March 26 through Thursday, March 28. Registration is open for incoming chapter leaders. This training includes tools and knowledge for chapter management, explores important resources, and reviews essential financial and legal responsibilities.

More information available here.

Registration is open for the ALA 2024 Annual Conference being held in Aurora, Colorado from May 19-22 at the Gaylord Rockies Resort & Convention Center.

The conference is an opportunity for you to engage with top-notch speakers, participate in educational sessions, and connect with insightful exhibitors. This experience allows you to gain valuable insights and connections in the legal industry. Register here.

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