1 / 21

PUTTING IT RIGHT – THE AJTC’S STRATEGIC APPROACH TO DISPUTE RESOLUTION

This article outlines the AJTC's strategic approach to dispute resolution, emphasizing proportionate and appropriate methods at each stage. It discusses the importance of matching the forum to the specific dispute and highlights the role of the Law Commission Housing and the Administrative Justice & Tribunals Council. The article presents the four stages of the dispute resolution process and explores the concepts of prevention, reducing escalation, resolution, and learning from disputes. Various techniques and forums are discussed, including mediation, early neutral evaluation, ombudsmen, and courts. Finally, the article presents general principles and factors to consider when choosing the appropriate dispute resolution method.

ghowie
Download Presentation

PUTTING IT RIGHT – THE AJTC’S STRATEGIC APPROACH TO DISPUTE RESOLUTION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PUTTING IT RIGHT – THE AJTC’S STRATEGIC APPROACH TO DISPUTE RESOLUTION Brian Thompson

  2. Outline • The AJTC • Proportionate & appropriate dispute resolution • Four stages • Matching the forum to the fuss • Law Commission Housing: Proportionate Dispute Resolution (Law Com 309) (2008)

  3. AJTC • Administrative Justice & Tribunals Council • Leggatt proposed as ‘hub of the wheel’ • Holistic approach with user focus • Keep the administrative justice system under review, constitution & working of tribunals • Advise on keeping system accessible, efficient and fair, proposals for change & research

  4. Approach • Putting It Right – A Strategic Approach to Resolving Administrative Disputes (2012) • Develops PDR (proportionate dispute resolution) outlined in Transforming Public Services: Complaints Redress and Tribunals (2004) • Proportionate & Appropriate • Holistic, end to end and covers the separate redress routes of complaints & tribunal appeals

  5. Dispute cycle • Prevention of disputes • Reducing the escalation of disputes • Resolution of disputes • Learning from disputes

  6. Prevention • Simplify complex laws • Provide clear guidance for users • Provide independent advice to users, queries & comments • Embed ‘right first time’ culture • Develop strategic intervention

  7. Reduce escalation • Better explanation of decisions • Opportunities of questioning decisions • Internal reviews or reconsiderations

  8. Resolve • Variety of techniques can be matched to disputes • Third party review Mediation • Early Neutral Evaluation Ombudsmen • Dispute resolution without a hearing • Tribunals • Courts

  9. Fitting the Forum to the Fuss • General Principles • Mapping Factors favouring: • Traditional hearing • Early Neutral Evaluation • Mediation • Third Party Review • Hearings are not the norm

  10. General Principles (a) • The over-arching objectives should be to resolve (or limit) the issues in dispute, to be accessible, to use resources efficiently, to resolve cases as early as possible, to produce outcomes that are lawful and effective and to enhance the satisfaction of the parties. • Any dispute is potentially suitable for disposal without a formal hearing

  11. General Principles (b) All schemes within the Administrative Justice system should adopt an inquisitorial approach, but the trend should increasingly be towards fact- finding by trained administrative staff, not judicial figures, using telephone and/or electronic communication.

  12. General Principles (c) A Triage system should be used within each scheme to identify the issues in dispute and other relevant circumstances and to decide which route should be pursued. Triage should normally be undertaken by suitably trained administrative staff

  13. Matching Factors • Capacity of the parties to participate effectively • Whether and how the parties are represented • Context of the case, including the history of past disputes • Any identified need for urgency • Nature, importance and complexity of the issues in dispute • The likelihood of an agreed outcome • Cost to the parties and to the taxpayer

  14. Traditional Hearing • Fundamental rights cases, such as asylum and mental health review adjudications where the liberty, life or safety of individuals may be at stake. • Cases where there are allegations of fraud etc or where the credibility of an individual is directly at stake. • Cases, especially those turning on medical considerations, where the presence of the individual is essential. • Cases (e.g. many employment disputes) where there are allegations or counter-allegations about conduct.

  15. Early Neutral Evaluation • Identification of a legal and/or factual issue that is decisive • Agreement about the nature and impact of the issue • Willingness to have the case, or an identified issue, evaluated • Most investigations and gathering of evidence has been completed • Convenience of evaluating on the papers without the need for parties to be present

  16. Mediation • There will be an on-going relationship and future disputes could be limited by an exploration of the issues or explanation of the system • An apology, concession or explanation could assist resolution • Flexible options need to be explored • The matter is complex or likely to be lengthy • The matter involves more than two parties • Legitimate desire of parties to keep the dispute confidential

  17. Third Party Review • The public body is committed to creating and resourcing a genuinely independent third party review mechanism - whether to save money or to improve its own service • There is clarity about the scheme’s scope, powers and relationships with other relevant institutions • Use of the scheme does not involve unjustified delay or prejudice to the individual’s rights

  18. Hearings are not the Norm • Dispute is essentially concerned with service delivery or maladministration • The dispute is about the quantum of a financial claim • The dispute is about entitlement to a financial claim, but the issues do not need to be determined with the physical presence of the parties • Outstanding findings of facts can readily be made by written, telephone and/or electronic exchanges • The dispute does not affect livelihood or reputation or is otherwise objectively of low priority • The applicant requests such a route

  19. Learn • Seek out insight and act upon it • Included in all complaints handling best practice for service providers and ombudsmen • Feedback from tribunals

  20. Law Commission (1) • Triage plus should be adopted as the basic organising principle for those providing advice and assistance with housing problems and disputes. • Other means of resolving disputes, outside of formal adjudication, should be more actively encouraged and promoted. • There should be some re-balancing of the jurisdictions as between the courts and the First-tier and Upper Tribunals in the new Tribunals Service, combined with modernisation of procedural rules which effect the ability of the courts to act as efficiently as possible.

  21. Law Commission (2) • Triage plus for Housing Advisors consists of • Signposting – initial diagnosis and referral • Intelligence gathering and insight • Feedback • Greater use of ombudsmen and redress methods such as mediation • Rebalance housing jurisdiction between courts and specialist tribunal.

More Related