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Bloomsburry Family law

Practice management

No cause to fear the unknown

At some stage, most law firms will face the ''existing client vs. new client'' conundrum, but do these same firms recognise the true value of the clients they already have, and the cost to the firm of losing that client? Leslie Lintott, managing partner at Penningtons, warns of the dangers and consequences of assuming the quality of your service provision without first consulting with the experts...your clients.

The Professionals - Recruitment and Retention in the Law

The fight is on for legal talent. However, the battles are not being won by law firms that are following the traditional techniques, but by those that are choosing the path of corporate recruitment. Sarah David, associate director of TMP QD Legal, discusses the very real threats to law firms wishing to expand their practices by hiring new legal talent. No longer is it a question of which law firm can provide the most fulfiling and lucrative opportunities...but which industry.

Getting Serious About Keeping Your Best People

Osborne Clarke OWA has recently been identified in a Commercial Lawyer survey as ''the English law firm with the highest qualified staff retention rate''...so what is their secret? Chris Bull, chief executive, and Sue Wiles, head of Human Resources, provide an insight into the strategy Osborne Clarke uses to retain its people and emphasise the perils of making assumptions about retention.

Flexible and Part-Time Working

Peter Cooke, managing partner of Theodore Goddard argues that all firms have much to gain by ensuring that they attempt to lure back the increasing number of trained lawyers who have left private practice and indeed the profession, and furthermore, that the techniques applied by the successful flexible worker can contribute to best practise elsewhere.

IN PRACTICE: Casenote:Arthur MacGregor v South Lanarkshire Council

This case involved a 90-year-old seeking judicial review of a decision of the South Lanarkshire Council. That was as regards delay in providing him with a suitable place in a care home. This time, unlike in the case of Yule (on the subject of liability to pay for care), that particular local authority came off worst. The impact may well be felt both north and south of the border, quite apart from by the other 199 people on South Lanarkshire Council''s waiting list. 106 of those were ''bed-blocking'' in hospital.

Negotiating with Health Authorities and Local Authorities: Does this achieve any change?

Legal Considerations Negotiating with both the SSD and the Health Authority brings into play skills which may not be familiar to practitioners but which are important to consider as to whether to use ADR or when the alternative - litigation may be necessary. However litigation should be the last recourse unless it is quite clear that there is to be no negotiation or the actions of either body are so unreasonable to warrant such action. Negotiation is the key to getting a better package of care.

Listening to Your Clients...and the Survey Says?

Developing a client relationship management strategy is a long and arduous process requiring a thorough evaluation of your services. The question is where do you start? The most obvious place is to ask your clients what they think of the services you provide, but as Chris Pullen has discovered there is more to carrying out a client survey than meets the eye...

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