1 June 2009 1.5% clear=”all”> 1 July 2009 0.5% 1 March 1982 14% February 81.28 73.28 68.28 57.79 50.77 43.77 37.77 March 148.51 134.26 122.77 112.69 104.69 96.69 88.67 31 December 2010 92 1 April 1983 12.5% September 141.33 128.02 117.60 108.66 100.66 92.66 84.64 1 April 1971 7.5% November 138.95 126.17 115.89 107.32 99.32 91.32 83.30 1 December 1981 15% 1 October 1965 5% 1 July 1982 13% 28 February 2011 151 November 75.30 67.30 59.55 52.53 45.53 39.28 33.28 1 April 1987 11.75% May 79.33 71.33 63.33 56.06 49.06 42.31 36.31 March 80.67 72.67 64.67 57.23 50.23 43.31 37.31 1 September 1966 5.5% April 147.30 133.05 121.90 112.01 104.01 96.01 87.99 June 78.65 70.65 62.65 55.47 48.47 41.80 35.80 July 78.00 70.00 62.00 54.89 47.89 41.30 35.30 September 28.27 22.27 16.27 10.27 4.25 0.54 0.04 July 143.75 130.06 119.34 110.02 102.02 94.02 86.00 31 January 2011 123 1 January 1981 12.5% December 74.64 66.64 58.98 51.96 44.96 38.79 32.79 Rodney Nelson-Jones is a partner at Field Fisher Waterhouse January 81.96 73.96 65.96 58.38 51.36 44.36 38.28 January 150.82 136.57 124.45 114.18 105.98 97.98 89.98 From 1 August 1988 11% 1 February 2009 3% October 140.16 127.04 116.76 108.00 100.00 92.00 83.98 July 34.80 28.79 22.79 16.79 10.79 4.77 0.13 August 28.78 22.78 16.78 10.78 4.76 0.58 0.08 2004 2005 2006 2007 2008 2009 2010 December 137.78 125.32 115.05 106.66 98.66 90.66 82.64 November 27.26 21.26 15.26 9.26 3.25 0.46 1990 1991 1992 1993 1994 1995 1996 1 August 1999 7% 1 March 1970 7% Table two – accumulated total of days August 77.32 69.32 61.32 54.30 47.30 40.79 34.79 31 March 2011 182 30 November 2010 61 1 May 1988 9.5% 1 November 1987 11.25% 1997 1998 1999 2000 2001 2002 2003 February 149.61 135.36 123.58 113.31 105.31 97.31 89.31 April 79.99 71.99 63.99 56.64 49.64 42.80 36.80 October 75.98 67.30 59.55 52.35 45.53 39.28 33.28 1 August 1986 11.5% 1 March 1973 8% 1 January 1989 13% 1 April 1984 12% 1 March 1974 9% April 30.78 24.78 18.78 12.78 6.77 1.25 0.25 1 March 1979 12.5% 1 January 1980 15% 1 March 1968 6% August 142.54 129.04 118.47 109.34 101.34 93.34 85.32 October 27.77 21.77 15.77 9.77 3.76 0.50 February 31.77 25.75 19.75 13.75 7.75 1.74 0.33 June 29.78 23.78 17.78 11.78 5.76 0.75 0.17 Table three – rates of interest on special account since 1965 May 30.29 24.29 18.29 12.29 6.27 1.00 0.21 1 January 1987 12.25% June 144.92 131.05 120.19 110.02 102.68 94.68 86.65 1 October 1991 10.25% 1 November 1988 12.25% 1 April 1991 12% 1 February 1977 10% May 146.13 132.07 121.06 111.35 103.35 95.35 87.33 December 26.77 20.77 14.77 8.77 2.75 0.42 1 November 1989 14.25% 1 February 2002 6% March 31.29 25.29 19.29 13.29 7.28 1.51 0.29 1 February 1993 8% January 32.28 26.26 20.26 14.26 8.26 2.25 0.37 1 December 1987 11% The standard rate of interest on general damages for pain and suffering and loss of amenities in personal injury cases was fixed at 2% a year by the House of Lords in Birkett v Hayes  1 WLR 816;  2 All ER 70). This was confirmed as appropriate by the Court of Appeal in Lawrence v Chief Constable of Staffordshire , The Times, 25 July. The appropriate rate of interest for special damages is the rate, over the period for which the interest is awarded, which is payable on the court special account. After seven years at 6%, this rate was reduced to 3% a year on 1 February 2009, to 1.5% on 1 June 2009, and to 0.5% on 1 July 2009. Interest since June 1987 has been paid daily on a 1/365th basis, even in a leap year such as 1992. In cases of continuing special damages, half the appropriate rate from the date of injury to the date of trial is awarded. In cases where the special damages have ceased and are thus limited to a finite period, there are conflicting Court of Appeal decisions as to whether the award should be half the appropriate rate from injury to trial (Dexter v Courtaulds  1 All ER 70) or the full special account rate from a date within the period to which the special damages are limited (Prokop v DHSS  CLY 1037). The House of Lords has confirmed that Department of Work and Pensions benefit should be disregarded when calculating interest on special damages (Wadey v Surrey County Council  1 WLR 820 (HL)). The relevant rates since 1965, which are conveniently set out in the White Book at note 7.0.9, are reproduced in table three. Table 1 records the percentage total of these rates from January 1990. In the left-hand column is shown the month from the first day of which interest is assumed to run. The right-hand column shows the percentage interest accumulated from the first day of each month to 1 October 2010. Continued use can be made of this table by adding to the figures therein 1/365th of the special account rate from 1 October 2010 onwards. Precision may easily be attained through table 2, which records the accumulated total of days at the end of each of the next six months. Suppose that interest runs from 1 June 2003 to 13 December 2010. The total to the end of September 2010 is 35.80%. If the rate remains at 0.5% a year, the addition from 1 October 2010 to 13 December 2010 will be 0.5% x 73/365 = 0.10%. Thus the grand total from 1 June 2003 to 13 December 2010 will be 35.80 + 0.10 = 35.90%. These tables should assist all those concerned with interest since 1985 to make calculations fluently. The listed rates provide the base for a calculation from 1965. Although the tables’ primary application is to interest on special damages in personal injury cases, they are equally applicable to any other case in which the special account is used in calculating interest. 31 October 2010 31 September 76.64 68.64 60.72 53.70 46.70 40.28 34.28 1 March 1969 6.5%
The City Law School has agreed a range of international commercial law internships for students on its Master of Laws (LLM) programmes. The school has renewed an international commercial law internship with US firm Sidley Austin for the fifth year running. The successful candidate will spend three months in the firm’s Brussels office and receive a €5,000 scholarship. The school has again agreed, after a successful inaugural year, an antitrust and recovery programme with US firm Crowell & Moring. The internship carries a £5,000 scholarship and will take place in the firm’s London office during 2011. An international shipping law internship has also been renewed with maritime, trade and finance City firm Thomas Cooper. It is scheduled to run from May to July 2011. These follow similar internship agreements with other major practices, including US firm K&L Gates in Paris. City Law School LLM programme director professor Alan Riley said: ‘These internships will enable our students to blend the knowledge they develop on our international commercial law programme with top-flight practical experience.’ City Law School dean professor Susan Nash said: ‘We welcome the opportunity to work with some of the top-ranked global commercial law firms.’
Thought leadership‘Thought leadership is perhaps the single most powerful tool to position the business, build brand, and sell services,’ according to Broderick. This term, she explains, is ‘a collection of valuable and original insights into key issues that the market cares about.’ It includes articles, white papers, blogs, webcasts, podcasts and surveys. Thought leadership benefits firms in three main ways: ‘Building awareness’ of the brand; focusing service offerings; and, if part of a ‘well-crafted programme’, thought leadership ‘facilitates business development’, says Broderick, who warns that to be effective, ‘thought leadership must be an ongoing programme that is sustained over time’. A&O’s Grove concurs, insisting thought leadership is a ‘very important tool,’ as long as firms ensure that ‘it actually works right down at business development level as well’. Grove cites the example of a recent campaign by his firm that started off by gauging the opinions of clients on proposals for regulatory reform after the 2008 financial crisis. The results of the survey, coupled with A&O’s views and expert analysis from the financial centres of London, Hong Kong and New York, were then published on the website and distributed to the media. Grove explains how this helped one of the firm’s partners establish contacts with a senior management team at a large American bank. The partner sent his target a link to the firm’s website with its views on regulatory reform and another link to related media coverage including quotes from some of the firm’s partners: ‘This was the trigger for getting an email back that said, “this is really interesting, we have forwarded it to the senior management team, perhaps you would like to come in and give us a briefing.”’ Embracing new technology tools and channels can also help firms differentiate themselves. According to 2010 data from the Society of Digital Agencies, 45% of senior marketing executives considered online applications and social networks a top priority. Steve Gauke, head of network at the Marketing Director Network (Winmark) points to the example of US law firm Morrison & Foerster, which in March 2010 launched an innovative application, called MoFo2Go. The application allowed iPhone users to access their website and also featured fun and educational games. The project case study, compiled by Winmark, notes that this digital marketing initiative fitted ‘well strategically with Morrison & Foerster’s client base’, which is particularly strong in the technology sector. In the first two months after launch, MoFo2Go had been downloaded 800 times, a result viewed positively by the firm. In the past couple of years TLT has launched two innovative extranets, for plot sales and for pensions. The plot sales extranet, which earned the firm a ‘stand out’ submission in the FT Innovative Lawyers Awards 2010, is designed to help developers, including housing associations, sell housing plots by providing 24/7 access to all necessary legal documents and information needed by a potential buyer. The pensions extranet allows trustee clients to access their current pension scheme’s legal documentation, helps them understand complicated pensions terms and issues, and keeps them informed of relevant changes to legislation, says TLT’s Lyons, adding: ‘These extranets are helping us to win more work from existing clients and they are also winning us new ones.’ Social media and networking are increasingly effective tools for law firms to promote their businesses. Lightfoot, a non-practising lawyer who now advises on marketing, branding and selling in law, says she has recently referred business to law firms through the likes of LinkedIn and Twitter. And she argues that as a useful tool for law firms, Facebook, whose average user is in their mid-forties, ‘is getting there as well’. She notes: ‘Business is done today using social media and social networking. They enabled me to win business as a lawyer, and I am still winning business now for what I do, and that includes referring work to practising lawyers.’ Lightfoot’s advice is: ‘If you set your position, your niche, your brand and your message properly, and focus totally on your receiver by providing them with information of benefit to them, then people will come to you.’ Not everyone is enthusiastic about these online channels. Winmark’s Gauke says: ‘Social media has not made much difference at all to law firms. It has a value in terms of reputation management and recruitment, but in terms of business development it has not had any impact at all. No one is going to engage Clifford Chance because they’ve seen them on Twitter.’ For his part, Taylor Vinters’ Sullivan says that Twitter is still a ‘marginal’ tool for the firm’s business. Marketlaw’s Moyes recommends a common-sense approach: ‘Communications channels have to be judged on the basis of how are they going to increase knowledge of the benefits of the services on offer and how are they going to lead to new instructions.’ For example, Twitter is not particularly suited to elderly clients, he notes. Moyes believes that US LinkedIn and its European counterparts, Xing and Viadeo, are currently the most useful social networks for law firms. Market positioningHence the growing interest in market ‘positioning’. That is to say, writes Maureen Broderick in her new book The Art of Managing Professional Services, ‘what the firm does, how it does it, and why it is different from other organizations’. Research by Broderick shows that for 77% of professional services firm leaders, branding, marketing and sales – the means to achieve your ‘positioning’– were ‘at the top of their management agendas’. For magic circle firm Allen & Overy, ‘positioning’ is a top priority. Richard Grove, marketing and business development director at A&O, says: ‘Marketing, business development and communications all form one function. They should all contribute to each other.’ High-profile deals undertaken by A&O, such as advising on the world’s first carbon-neutral city in Abu Dhabi or the largest IPO (the Agricultural Bank of China); the firm’s top ranking in graduate recruitment; and its staging of a production of Mozart’s The Magic Flute at the Glyndebourne Opera House with a cast and orchestra comprising A&O employees and alumni, ‘all build the brand and re-enforce its position in the market’, adds Grove: ‘We try and make sure our clients and prospective clients are aware when we are doing things that are different and advanced, and when we demonstrate leadership in a particular area.’ For mid-tier firms such as Addleshaw Goddard, it is all about business development (a posh word for sales, say pundits). Lance Sapsford, head of business development at the firm, explains: ‘The legal sector has traditionally been quite backward in relation to the way it has used marketing and a lot of it has been around the traditional event-driven, sponsorship-driven, advertising-driven – not particularly well-focused – activity.’ This is now changing, he says, with a ‘big shift’ away from traditional marketing approaches to business development. He adds: ‘We spent the last five years or so concentrating on building up more business development-focused activities and deliberately playing down the use of more traditional channels such as advertising and sponsorship, because we prefer to engage more directly with clients and potential clients.’ For Sapsford, business development covers a number of things – targeting prospective clients, nurturing existing ones through account management, listening to and acting upon clients’ feedback, and helping clients ‘add value’ in ways that, he claims, other law firms do not. For example, Addleshaw Goddard has developed a Client Development Centre, which provides support to clients’ senior in-house legal teams with customised legal training and updates, help and advice with secondments, and business-simulation training programmes, among other services. ‘It’s part-marketing and part-client interaction,’ explains Sapsford. The firm, having honed its services in line with client needs, now feels confident about the message it wants to convey to the market, and is starting to look at using more ‘traditional’ marketing channels, such as a new website later this year, Sapsford says. The power of the brandIn defining a brand, Broderick quotes DLA Piper global board chairman Frank Burch, who describes it as ‘the place you occupy in the consciousness of your constituents’. For Broderick, in order to occupy that consciousness, legal firms need to identify just who their key constituents are by ‘profiling’ the buyers of services. However, this is not the general approach in the legal profession. ‘Solicitors tend to think of services from their point of view and not often enough from their clients’ perspective,’ notes Alastair Moyes, director of consultancy Marketlaw. One firm that is breaking the mould is Taylor Vinters, a 30-strong partner firm with offices in London and Cambridge and annual revenues of £15m. ‘Our size puts us in one of the busiest ends of the legal sector,’ says business development director Matt Sullivan. ‘It’s the end where more law firms try to say why they are different, and it’s tough because over the years the whole sector has become very homogeneous. It’s been very difficult for clients to make reliable purchasing decisions because so many law firms look the same and feel the same and say the same thing.’ To stand out from the crowd, Taylor Vinters relaunched its website with the slogan ‘Lawyers who think like you’. Instead of the ‘classic matrix’ presenting a firm’s practice areas and sectors, the website, says Sullivan, focuses on the firm’s three types of client – businesspeople, private clients and charities. Prospective punters find legal services relevant to their needs in just three clicks, and all the language is in plain English, explains Sullivan: ‘You can spend a lot of time on the website and you’ll still see that it speaks the client’s language wherever you are. We also tried to limit the amount of self-adoration seen on so many law firm websites.’ Expressions such as ‘technical excellence,’ for example, were avoided: ‘Ten years ago technical excellence was important but nowadays clients tell us that they just want law firms to create value and to solve their problems,’ he notes. Viewing things from the client’s perspective permeates everything Taylor Vinters does. For example, at the firm’s events and conferences, partners make presentations to clients as if they were ‘from a bank or large accounting firm’ rather than being the ‘archetypal lawyer’. And they avoid legal jargon. This has paid off, says Sullivan. Over the past 12 months sales through the website have increased by 75% and he claims that while some direct competitors have seen their revenues reduced by as much as 25% in the past couple of years, his firm’s revenues have held up. Mishcon de Reya has been also working hard to cut a distinctive profile in the market. Its branding strategy revolves around the new slogan: ‘It’s business. But it’s personal.’ Elliot Moss, director of business development at the mid-tier firm explains: ‘The perception of our brand is that we are a law firm for private individuals, but the reality is that 90% of our revenue comes from the world of business.’ Mishcon’s high-profile private client work included the late Princess Diana’s divorce. However, it is the firm’s lawyers in corporate, employment, real estate and dispute resolution who are generating by far the most important share of revenues. The slogan, he explains, ‘brings together both a truth and an ambition’. Moss explains that ‘the truth is that we are very personal in the way we work with our clients. We are not a corporate faceless organisation talking to other corporate faceless organisations. And our ambition is to be recognised as a law firm for the world of business.’ The mid-tier law firm’s re-branding exercise catapulted it from 45th to 15th position in the 2010 Financial Times Innovative Lawyers Top 50 ranking in October 2010. Hedley argues: ‘Firms need to be putting in place internal process and systems to walk the talk that their brands promise.’ The key, he says, is to ‘align the behaviour of individuals within the firm with what the firm says it does. If a call is returned four days later, or a client receives a letter in legalese, there is a massive disconnect.’ He adds that ‘the PR-marketing spin must be connected with the way law firms actually run their business’. This ‘disconnect’ can cost firms dear. Addleshaw Goddard’s Sapsford notes: ‘The way we deliver legal services has to match the promise that we make in relation to what we say to the market. If you get that right you enhance your brand, if you get that wrong you damage it.’ The way to avoid such a mismatch is what Hedley calls ‘client intimacy.’ This includes ‘being easy to do business with; understanding business and sector issues; and dealing quickly with any service quality concerns’. This is very important nowadays, as very few firms have a ‘unique technical legal product’ or an area of law that only they specialise in, he adds. ‘Client intimacy’ is something TLT appears to take seriously. TLT recently organised a Body and Mind Day for a dozen senior managers from one of the firm’s long-standing clients. A form of corporate hospitality, the day-long event included a talk from former athletics coach, Frank Dick OBE, who gave advice on health, and personal and professional success. TLT’s business development director Leigh Lyons says: ‘Clients are at the heart of our business and we want to be as efficient and innovative as we can be in delivering a great service to them.’ Chrissie Lightfoot, author of The Naked Lawyer eBook and founder and CEO of consultancy EntrepreneurLawyer Limited, says that in order to differentiate themselves, law firms need to focus on, and invest in, their people: ‘A law firm has to think about its individual lawyers as hundreds of marketing soldiers positioning themselves with their expertise in the marketplace.’ Lightfoot adds: ‘Positioning and marketing is all about soft skills.’ Soft skills, she explains, encompass a wide spectrum of abilities, for example how to network, how to communicate and persuade, and how to build relationships with clients, particularly those who share similar interests. Lightfoot argues that firms should not take these skills for granted, but rather invest in structured career development programmes to train lawyers in such skills and how to apply them. TLT encourages the development of soft skills, such as listening and talking to clients, ‘right from the start of a lawyer’s career’, because, says Lyons, ‘we believe our people are our brand’. TLT’s Tto2 programme, for example, fosters the interpersonal skills of the firm’s trainees and solicitors who are qualified for up to two years, by creating networking opportunities that help them to develop relations with clients and referrers at an early stage in their career. Against a background of cuts to both training and hospitality budgets, the firm also sees this as ‘low-cost business development’. In Kingdom, a TV drama, Stephen Fry plays Peter Kingdom, a local solicitor with a natural human and personal touch, going out of his way to help the locals in a small town in Norfolk. This idealised portrayal of life as a solicitor could not be further from the world in which many solicitors now need to operate, though there is something to learn from his empathetic manner. The reality in many sectors of practice is a shrinking market, and involves cut-throat competition. Small to medium-sized firms face competition from Co-operative Legal Services, Halifax and Tesco’s online home selling service iSold. Meanwhile, magic circle firms expanding overseas are up against dominant players in national markets. To survive and prosper, firms increasingly need to find ways of standing out from the crowd. Andrew Hedley of Hedley Consulting says: ‘If you pick half a dozen firms competing in the same sort of market, they all say the same things: that they are commercial and client focused, that they deliver on time and that they understand clients’ needs.’ He adds: ‘Because firms fail to differentiate they end up competing on price. When you talk to partners, this is their biggest challenge.’ Marialuisa Taddia is a freelance journalist Bringing in expertise In the future, Moyes believes that solicitors should be less ‘insular’: ‘For small to medium-sized firms, it becomes a make-or-break decision to bring in marketing professionals.’ This, he argues, would be no different to what a lot of firms already do, for example, in terms of outsourcing their IT and software support. For the bigger firms, there is a ‘growing trend’ of hiring marketing professionals from outside the legal sector, says Laurie Young, a strategic marketing consultant who sits on the Innovation board of A&O, and is also a former partner at PricewaterhouseCoopers. However, whether you are getting professionals on the payroll or third parties in, caution is important, he adds. Once partners have gone through the internal process of understanding ‘the spirit’ of the partnership and its reputation, they can bring in the professionals ‘to make that spirit and culture more distinctive’. The key, he concludes, is to put a ‘sensible structure around what they are already doing, rather than importing stupid ideas from other industries’. This process is likely to strengthen with the advent in October of alternative business structures. Currently law firms are laggards among professional services firms compared with, for example, accountants, who are ‘more sophisticated in their marketing practices’, Gauke notes. One reason, he says, is that accountancy firms’ marketing directors have a greater influence on decision-making because they can become partners. But come October this may change, Gauke argues: ‘Marketing professionals will be able to become partners [in law firms] and they will have a direct influence on the business.’ Whatever strategy you pursue to make your firm stand out, you need consistency and staying power. Sullivan notes: ‘Branding, positioning and differentiation aren’t earned very quickly. You’ve got to build on that position in the market. You have to see your strategy through for at least two or three years, deviate a little bit if you have to, but don’t do any U-turns because that would just confuse the market.’ Above all, in this competitive world, lawyers need to maintain a relentless focus on serving their clients, and being seen to care about them. Something the ever-personable Peter Kingdom knows a thing or two about.
Join our LinkedIn Human Rights sub-group The European Commission (EC) is this week expected to move a significant step closer to ensuring that all those facing criminal charges across the EU have access to legal representation. As the Gazette went to press, the EC was expected to publish a legislative proposal that would give people arrested in the EU the right to be given information about their legal rights and the charges against them in simple language. They would also have a right of access to a lawyer and interpreter, and the right to tell family and others that they have been detained. The proposal has already been scrutinised by member states and debated in European and national parliaments. Following publication this week, it will then need to be formally adopted by each government within the EU. The Law Society said it is calling on European governments to ‘act swiftly to ensure that the proposal is adopted as a matter of urgency’. Law Society Brussels office policy adviser Susan Clements said: ‘We have long campaigned for legislation to ensure that individuals’ rights are protected across Europe. ‘After long failing to reach agreement on a package of basic rights, European justice ministers in November 2009 finally agreed on a “roadmap” on procedural rights for suspects and the accused in criminal proceedings.’ She added that this week’s legislative proposal was ‘just one step in the roadmap’ and that another important step, the provision of legal aid, was ‘not expected’ until 2013. Fair Trials International (FTI) chief executive Jago Russell said: ‘It is shocking that people across the EU are still being denied effective access to a lawyer at crucial points in their criminal case. Legal guarantees of this most basic fair trial right are long overdue.’ FTI policy adviser Catherine Heard said that the organisation was often contacted by individuals who had been denied legal representation when detained abroad in established western democracies, as well as recently acceded nations. The EC is also expected to begin a consultation on 14 June covering detention in the EU, including overcrowding, the rights of children and alternatives such as bail.
An alliance of groups opposed to the government’s family legal aid cuts has published a Manifesto for Family Justice, urging MPs to reconsider the proposals. The groups are concerned about the impact that provisions in the Legal Aid, Sentencing and Punishment of Offenders Bill removing legal aid for private law family cases will have on women, children, families and victims of domestic violence. They suggest that the change will cost more money than it saves and lead to poorer outcomes for the families involved. The manifesto has been published by the Association of Lawyers for Children, the Bar Council, Co-ordinated Action Against Domestic Abuse, the children’s commissioner, the Family Law Bar Association (FLBA), single parents charity Gingerbread, Liberty, the National Federation of Women’s Institutes, family lawyers group Resolution and Women’s Aid. It calls on the government to listen to the views of experienced family justice practitioners and to act to protect vulnerable children and domestic violence victims. The document has been sent to all MPs, prior to the LASPO bill entering its report stage and third reading in the House of Commons on 31 October. FLBA chair Stephen Cobb QC said: ‘We have come together as a broad cross-section of organisations deeply concerned by the consequences of the government’s proposals. ‘The prime minister stated that he wanted a family test for all domestic policy. Clearly nobody has applied that test to this bill. The civil legal aid cuts will be bad for children, bad for women and bad for families.’ Cobb said the cuts will create a ‘disturbing new landscape’ in which 600,000 people will no longer receive legal aid, 68,000 children will be affected by the removal of legal aid in family cases, 54,000 fewer people will be represented in the family courts annually and 75% of private family law cases will be left without legal aid. The government’s proposals would increase the number of people going to court without legal representation, resulting in ‘DIY justice, not access to justice’. Cobb said: ‘We face the very real prospect that many children and women who have been victims of domestic abuse will have to endure the further trauma of being cross-examined by their alleged perpetrator, who will not be eligible for legal aid.’ He added: ‘It is not too late for the government to change its approach. If it really has the interests of families in mind, then it has to think again.’ The manifesto can be read here. Join our LinkedIn Legal Aid sub-group
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Get your free guest access SIGN UP TODAY Subscribe to Building today and you will benefit from:Unlimited access to all stories including expert analysis and comment from industry leadersOur league tables, cost models and economics dataOur online archive of over 10,000 articlesBuilding magazine digital editionsBuilding magazine print editionsPrinted/digital supplementsSubscribe now for unlimited access.View our subscription options and join our community Subscribe now for unlimited access Stay at the forefront of thought leadership with news and analysis from award-winning journalists. Enjoy company features, CEO interviews, architectural reviews, technical project know-how and the latest innovations.Limited access to building.co.ukBreaking industry news as it happensBreaking, daily and weekly e-newsletters To continue enjoying Building.co.uk, sign up for free guest accessExisting subscriber? LOGIN