Shortly after my post on 12 June about the Dump Duncan Lewis & Co campaign I received a message that their Practice Manager Adam Makepeace had called my office and asked to speak to me. As I dialled his number I was worried that I was likely to face threats of libel action or verbal abuse. I was pleasantly surprised then at the way in which he sought to engage with me constructively.
I invited Adam to post a response to my post straight onto the blog but he asked to meet with me instead. I was curious to see inside one of their offices so I arranged to visit the Clapham Junction branch on 22 June. I ended up spending about an hour and a half there discussing the way in which Duncan Lewis works, how they feel about the campaign against them and how we might work together in the South London area in the future.
There was nothing sinister about the office I visited. It looked just like another other Legal Aid supplier’s office and they used the same case management system as me. Adam outlined the history and work mode of the firm. I was impressed at the way in which Duncan Lewis has grown from three solicitors in 1998 to a number of offices with something like 30 directors, 80 solicitors and a hundred or so other staff. I set up Flack & Co in 1999 with one other solicitor. We hoped to be able to develop an organisation which would cover a number of areas of law and go some way to meeting the huge unmet demand for legal services but have been unable to do so. I have to take my hat off to Duncan Lewis for achieving what I have been unable to achieve after starting from a similar position at the same time.
I asked Adam where he thought Duncan Lewis were getting it wrong and attracting such bad publicity. It might be possible to dismiss the London Coalition Against Poverty as a group with a political agenda which leads them to attack a successful private sector organisation without good reason for doing so. It is not so easy to dismiss the similar concerns which I told Adam that other people had raised with me about case work at Duncan Lewis suffering from their putting too much responsibility in the hands of paralegals who lacked proper training and supervision. Adam responded that with something in the region of 20,000 clients there is going to be a much higher level of dissatisfaction than with the smaller organisations who people have generally not heard about. He insisted that Duncan Lewis are committed to providing a quality service and have a complaints procedure which can be followed if people believe that they have received a poor service.
I have to say that if my case load was expanded to the point where my firm had 20,000 clients at a time when the Legal Services Commission is cutting the funding available to provide quality services I am sure that the Dump Flack & Co Campaign would be demonstrating against my firm. I have plenty of former clients who feel aggrieved at the way in which their cases ended up.
So what to conclude? Is Duncan Lewis the hyena type organisation depicted by the campaign and suggested by the grumblings that often follow the mention of their name? You may think I have been taken in but I don’t think so. They could easily have ignored me and the LCAP campaign. They could have arranged for someone else to put out some good publicity which would have shown up in Google searches against their name so as to counter the bad publicity created negative posts like mine. Instead they met with me, put their point of view across and answered my questions. They may have made some mistakes but seem committed to correcting these if given a chance.
The key problem facing all legal aid suppliers at the moment is the need to delegate as much as possible of our case work to unqualified (lower paid) support staff without the quality of the work being undermined. The way in which the Legal Services Commission is funding our services means that we have to delegate in this way. Organisations where specialists deal with all aspects of clients’ cases are going to go out of business. Without subsidy from alternative funding sources most Not For Profit Sector organisations would be unable to carry out legal aid work at all. Private Sector firms are closing down at an alarming rate.
Duncan Lewis on the other hand appear to have been able to come up with a solution to this problem which works as a business model and provides services to large numbers of people. However, the strong criticism which they have received indicates that they need to review their quality assurance systems such as training, supervision and a visible complaints procedure. At the same time anyone coming into contact with people who believe that they have been let down by Duncan Lewis should encourage them test those systems by making complaints to Duncan Lewis and if necessary to the Legal Complaints Service.
A further issue for Duncan Lewis which strikes me is that despite growing to be the biggest provider of civil legal aid services in the country they have been unable to create a positive brand which is recognised by the public. Shelter, for instance has been able to maintain its image as a trusted campaigning organisation whilst transforming itself into a similar organisation to Duncan Lewis in the area of housing law. I heard that Shelter have actually argued for a ratio of 8 paralegals to every 1 supervising solicitor whereas Duncan Lewis only adopt a 3:1 ratio. Whilst Shelter are widely recognised and respected most people know next to nothing about Duncan Lewis & Co. This provides a breeding ground for suspicion and hostility.
I think that it is important for Duncan Lewis to do more to engage with the public and in particular those who campaign around legal issues. If they did this then they would almost certainly find that organisations such as the London Coalition Against Poverty would be their allies in the struggle to meet the needs of the poorest and most vulnerable people and not antagonists.