Brown University Office of the General Counsel (OGC) Client Survey Summary

The Office of the General Counsel (OGC) conducted a client survey to assess the effectiveness of its services, identify areas for improvement, and understand the legal needs of various business and academic units at Brown University. The survey aimed to evaluate the frequency and nature of interactions with OGC, satisfaction with legal guidance and responsiveness, and potential gaps in services. Additionally, it sought feedback on training opportunities, website resources, and areas where legal support could be expanded. 

The survey was distributed to 348 individuals across various business and academic units who regularly interact with the OGC. 

• First distribution: January 22, 2025 – 41 responses received
• Second distribution: February 11, 2025 – 17 additional responses received
• Total responses: 58 out of 348 (16.7% response rate) 

The survey encouraged respondents to identify themselves and their units, though anonymity was an option. It aimed to gather insights into the nature and frequency of interactions with the OGC, satisfaction with legal services, and suggestions for enhancements.

Respondent Units

The highest number of responses came from the following business/academic units: 

• Division of Campus Life (14.5%)
• Division of Research (9.3%)
• Provost’s Office (7.3%)
• University Human Resources (7.3%)
• Finance and Administration (7.3%)
• Risk Management, Audit, and Compliance (7.3%)

These results indicate that the OGC interacts frequently with administrative and research-focused units, suggesting that legal matters related to student life, research compliance, employment, and financial operations may be among the most pressing for the university. Units with fewer responses may have less frequent legal needs or rely on other channels for legal support.

Frequency and Nature of Interactions with OGC 

Interaction frequency was evenly split between one to three times per month and periodic with lulls. The primary reasons for engaging with OGC included: 

• General legal advice (75%)
• Policy or procedure development (55.4%)
• Contract reviews (51.8%)
• Litigation (33.9%)
• Training (17.9%)

These results highlight that the OGC is a key resource for routine legal guidance and policy development, with many departments relying on it for contract reviews and compliance-related concerns, as well as litigation. Training, while the least common reason for engagement, presents an opportunity for growth, particularly in areas where legal literacy could proactively mitigate risks.

Satisfaction Ratings

Respondents rated key aspects of their interactions with OGC on a scale of 1 (lowest satisfaction) to 5 (highest satisfaction), resulting in the following percentages of ratings of highly satisfactory or above:

• Clear communication (93%)
• Practicality and effectiveness of advice (91.2%)
• Attention to client needs (89.5%)
• Promptness of responses 89.5%)
• Ability to anticipate needs and minimize legal exposure (87.7%)
• Creativity of solutions (82.4%)
• High standard of ethics and integrity (96.5%)
• Effective management of outside counsel (75%)
• Overall satisfaction with OGC services (93%)

The high ratings for ethics and integrity affirm the trust placed in the OGC by university departments. Clear communication and practical advice also received strong scores, indicating that the OGC is seen as a reliable and comprehensible legal resource. However, the lower score in areas management of outside counsel (75%) suggests opportunities for improvement in ensuring seamless collaboration with external legal teams.

Requested Educational Opportunities

Respondents expressed strong interest in additional training and legal education resources, highlighting a need for proactive legal guidance in key operational areas. Several respondents specifically pointed to the Legal Symposium, previously offered by the OGC, as a valuable resource that should be continued. In addition, the most frequently requested topics for training included: 

• Training on clear and legally sound written communication, indicating a desire for guidance on drafting emails, reports, and web content that are both effective and legally compliant.
• Contract fundamentals and federal research regulations, emphasizing the importance of ensuring that faculty and administrators fully understand the terms and implications of contracts and regulatory compliance.
• Employment law issues, including risks and liabilities, suggesting that departments seek more clarity on legal considerations surrounding hiring, workplace disputes, and employee accommodations.
• Greater transparency on visa sponsorship policies for non-faculty staff, which reflects a broader need for clear legal guidance in immigration-related matters.
• Legal training for fundraisers and front-line supervisors on labor relations and grievance processes, demonstrating that employees in non-legal roles are eager for more knowledge about key legal risks affecting their work. 

These requests suggest that while OGC is already a valued legal resource, more targeted educational programs could empower university staff and faculty to navigate legal issues more effectively.

Enhancements to OGC’s Website

Respondents requested additional template agreements, and clearer guidance on who to contact for specific legal matters. 

Suggested Service Improvements

Respondents identified several areas where OGC could enhance its service delivery. Key actionable suggestions included: 

• Greater clarity on the division of responsibilities between OGC’s internal team and outside counsel. Many respondents indicated uncertainty about when to engage external counsel versus working directly with OGC.
• More legal assistance with complex health care legal issues, reflecting challenges in navigating evolving regulations in the health care space.
• The establishment of designated OGC contacts for each administrative unit, a proposal aimed at fostering closer relationships between legal counsel and individual departments. This would help ensure that legal advice is better tailored to the unique needs of each unit and that OGC develops a deeper understanding of departmental operations. 

These suggestions highlight a strong desire for a more structured and transparent legal support system. By implementing clearer communication channels, expanding healthcare-related legal services, and designating specific contacts within OGC, the office can further enhance its role as a trusted legal partner for the university.

Action Plan

Based on the survey results, OGC has pursued the following improvements:

• Enhancements to service delivery via new FAQs on OGC’s website articulating division of responsibilities between OGC and external counsel and expectations for promptness of response, along with designated OGC contacts for major practice areas and administrative units.
• Engagement of outside counsel to provide specialized and targeted assistance with complex health care legal issues.
• Continuation of the annual legal symposium and ongoing offer of additional customized educational programs. 

Support for multiple business units in developing new template agreements or updating the terms of existing template agreements.