SNELS - In Touch magazine spring/summer 2019 by EPC Studio

In Touch The Official Magazine of Suffolk & North Essex Law Society

A WEALTH OF EXPERIENCE AND COMMITMENT TO EXCELLENCE FOR THE PREVAILING ADVANTAGE

Bury St Edmunds

01284 700535 charlie.philip@jackson-stops.co.uk

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Published by:

Editor Matthew Cameron Features Christine Kettle Advertising Simon Castell Laura Seymour

Design Matt Wood - East Park Studio Accounts Tony Kay

Media No. 1111 Published May 2019 Legal Notice

© East Park Communications Ltd. None of the editorial or photographs may be reproduced without prior written permission from the publishers. East Park Communications Ltd would like to point out that all editorial comment and articles are the responsibility of the originators and may or may not reflect the opinions of East Park Communications Ltd. Correct at time of going to press. The appearance of advertising copy in this magazine does not constitute an endorsement of the individual advertisers by the Suffolk and North Essex Law Society.

Contents

Issue 18 Spring/Summer 2019 Articles in blue are indepedant advertorials and not neccessarily the opinions of the Society

A Message From Our President

From The Council Chamber

From The Editor

Richard Oughton joins Octagon Legal

Suffolk Law Centre News Update

How Do You Find Out About Care Services for Older People?

Key Characteristics of Highly Successful Law Firms

AGM & Quiz Evening

Eastern Legal Profession and Community Unites to Walk For Justice

From the Society - SNELS Database & Cocktail Evening

Route Map to Success

President’s Annual Dinner

Spotlight on the Public Affairs Team

Wales and Scotland are Seeing Fastest Growth in Charitable Bequests

Solving the Back Office Puzzle

Suffolk & North Essex Law Society

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Officers of the Society

Vice President Matthew Cameron Ashtons Legal Bury St. Edmunds Tel: 01284 727016 Fax: 01284 764214 Email: Matthew.Cameron@ashtonslegal.co.uk Deputy Vice President Chris Andrews John Fowlers Colchester Tel: 01206 576151 Fax: 01206 761916 Email: chris@johnfowlers.co.uk Honorary Secretary Ivana Radovic Birketts Chelmsford Tel: 01245 211289 Email: ivana-radovic@birketts.co.uk Honorary Treasurer Louise Cardwell Ashtons Legal Tel: 01473 261320 Email: louise.cardwell@ashtonslegal.co.uk Honorary Council Member Roger Buston Birkett Long Colchester Tel: 01206 217335 Mob: 07770 305 977 Email: roger.buston@birkettlong.co.uk PRO/PLO Louise Goodenough Haywards Solicitors Stowmarket Tel: 01449 613631 Fax: 01449 613851 Email: louise.goodenough@haywards-solicitors.co.uk Education & Training Officer Amanda Timcke Birketts 24/26 Museum Street Ipswich Suffolk, IP1 1HZ DX 3206 IPSWICH Email: Amanda-Timcke@birketts.co.uk Administrative Secretary Christine Kettle Whitegate Cottage Coddenham Green Ipswich, IP6 9UN Tel: 01449760731 Email: snels@topcopysec.co.uk

This will be my last contribution as the current President before handing over to Matthew Cameron at the end of June. I hope you will be able to join us for the (very brief) AGM and much more enjoyable quiz and fish and chip supper at Gotelee Marriage Hall on 27th June.

Suffolk & North Essex Law Society

President Denise Head Bates Wells & Braithwaite Ipswich Tel: 01473 219282 Fax: 01473 230804 Email: denise.head@bates-wells.co.uk

A Message From Our President

Also coming up is a cocktail/drinks evening on 6th June when we will be able to enjoy the glorious grounds and surroundings of Seckford Hall and hopefully, weather to match. This will be followed by a practice management seminar sometime in the autumn and the Annual Dinner on 15th November. Reserve your place now! It has been a pleasure and honour to hold the post of President over the last 12 months and I have very much enjoyed working with and getting to know the team on the Council and I wish them all the best going forwards. It reminded me of my TSG (Trainee Solicitors Group for those too young to remember!) days and the importance of using these forums to build working relationships with colleagues, not only in your own immediate sphere of practice, but others too, and with the added benefit of making friendships along the way. As we all know, change is not always easy and can be slow to evolve. My main aim in taking on the Presidentâ&#x20AC;&#x2122;s role was the need, in these times of constant, often unnecessary and forced external change, to promote collegiate working and cohesion amongst the various branches of our profession. These links are still evolving but I am very pleased to confirm that we now have an affiliate association with both East Anglian Chambers and Cardinal Chambers. A representative from chambers will hopefully be able to join us during Council meetings and, by way of underpinning the importance of a reciprocal relationship, will help with the provision of training from the very diverse range of expertise of their members. For our part, we will be able to provide a willing audience, venue with perhaps a social element too which was an overwhelming comment of members when asked what they would like of SNELS. We are also in discussions with the University of Suffolk with regards to establishing a similar relationship to that which we have had historically with the University of Essex. These discussions are in their very early stages and will hopefully evolve under Matthewâ&#x20AC;&#x2122;s tenure. There are so many possibilities in terms of others who may wish still to become involved and who will also undoubtedly be able to make valid contributions for us all. As I say, a slow but meaningful process of change but one which will reap benefits universally in the long term. Thank you to all who have made things worthwhile and easier over the last twelve months, especially to Christine Kettle and her dedication to the cause, and to the Council members who are always patient and good humoured, and welcome and good luck to Matthew who has been a great Vice President and who will be an even greater Head Boy!

Denise Head

President, Suffolk & North Essex Law Society

www.snels.org.uk

From the Council Chamber

SNELS Council Member Report Chancery Lane - May 2019

CM Brief As Law Society Council Constituency Member for Suffolk and North Essex I represent SNELS and members generally both on TLS Council, the Conveyancing and Land Law Committee (CLLC) and on the Law Society National Property Section (PS) Executive Committee.

CM Activity Attended PS Exec meeting 21st March 2019. Attended CLLC meeting 25th April 2019. Attended Suffolk Justice Service Bury St Edmunds Sunday, 17th March 2019. There was a TLS Council Meeting on 29th – 30th March 2019 , but I had to apologise for this, as away on leave. The next TLS Council meeting is on 28th – 29th May 2019. The next TLS PS Executive Committee Meeting is on 18th June 2019. The next CLLC meeting is on 4th June 2019

Summary Presidential Year Plan 2019/2020: Simon Davis Simon will be the 175th President of TLS, and 2019¬/2020 will be a crucial year for our profession. By the time Simon becomes President: • Global Britain. The country will likely have withdrawn from the EU or we will be deep into a transition period. Negotiations on the UK-EU future relationship and with non-EU jurisdictions will be underway, and these should aim to provide certainty to legal services and enable mutual market access. • Justice system. The implementation of the Government’s long-awaited LASPO review recommendations will be in progress. The court reform modernisation programme will be approaching the half way point, and a new review of criminal legal aid sustainability should be ongoing to find out the scale of the crisis. The Commission on Justice in Wales will report soon which is expected to propose changes to the structure of the English and Welsh legal system. • Regulation and legal services. The Solicitors Qualifying Examination will soon be rolled out, the changes to the Handbook will be bedding in and a decision on Professional Indemnity Insurance should be imminent. Unregulated providers of legal services will be increasing due to the regulatory changes. The interim report of the Mayson review will be published in September as part of the last phase of the review. • Diversity. The Law Society’s programme on women in leadership in law will still be in progress and a series of activities have been planned to mark the centenary of women being admitted into the solicitors’ profession.

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These milestones and external events will bring challenges but, more importantly, significant opportunities to the legal profession, and in these TLS can and will play a crucial part. Simon’s presidency will focus on seizing these opportunities while lending efforts to deliver TLS’s overarching purpose of being the voice of solicitors, driving excellence in the profession and safeguarding the rule of law, in the best interests of the public and the client. In this context, the main themes for Simon’s year in office will be: • Promoting the role of solicitors in upholding the rule of law; • Sustaining an open profession and jurisdiction; and • Building a top-class profession in which all solicitors, whether they work in a firm or in-house, offer the best services to their clients. The Presidential plan emanates from TLS’s Business Plan and is fully aligned with it on its priorities, outcomes and resources.

Shaping the future of TLS: Central developments from Chancery Lane Member focus CRM (Customer Relationship Management) - successfully launched a Dynamics365 CRM system for the TLS Accreditations team, which now holds over 800 cases. The team and members are already benefitting from faster processing, system stability and easier access to application information. TLS is contracting with a supplier who will implement the CRM system across the rest of the organisation. Member personas – TLS has developed five ‘personas’ to help define user journeys to TLS services, to which granular detail is now being adding. TLS will use these to test propositions - which will enable the organisation to develop a Member Experience Transformation plan, which will maps out the TLS service offering. Learning and Development (L&D) – TLS has built a core team with L&D expertise who have worked with members to create a future online learning offer. TLS has engaged two high quality partners (Cirrus Connect and Career Innovation) who will lead the development work this year, including the learning framework, positioning and service pilots.

Upgraded contact centre solution - successfully implemented for the Practice Advice Service and Support Centre, delivering a better service to members by quickly and smoothly transferring calls and having visibility of interactions in the same place.

Digital first

SRA data feed - the SRA is changing the way it shares member data from its CRM. TLS is developing interfaces to accept the new-style data feed, to make sure our own CRM will be up to date and to maintain ‘My Law Society’. Delays in the SRA have pushed back completion of this work . Business as usual support - upgrading the Abacus platforms which host the Gazette, Brussels and Communities websites. This will be completed by May 2019, moving these services to the cloud and allowing TLS to maintain service when the old platforms are no longer supported.

One effective plan Business plan and local plans are shared with all TLS staff to enable individual planning Individual plans - following a review, TLS has launched a new performance and development process. This uses individual plans aligned with the business plan to ensure individual goals support - and these are connected to business outcomes

Suffolk & North Essex Law Society

Website and content – TLS is now reviewing the design and architecture of the new website, with a focus on developing content that better meets members’ needs. Pilot content projects have finished. TLS has appointed a design agency to work with the organisation on the new user experience.

TLS-only infrastructure – TLS is moving away from the CGI data centre, and will continue to decommission associated servers. For TLS this will be completed by June 2019, when TLS will exit the CGI contract. Work is in train to re-design, upgrade and rebuild TLS infrastructure, including a re-design of the network which will begin in Q3 2019. Server room move - previously in the basement at 114 Chancery Lane, the server room has been moved to 113.

TLS Office Team Organisational design - a new senior leadership structure was put in place in January 2019, led by the CEO. This is the first step in creating an organisation structure designed to deliver the workflow. New recognition scheme - A new recognition scheme has been launched, centred around an online portal for peer-topeer recognition, based on TLS values Experiencing Change and Leading Change - learning sessions have been held - designed to support staff through change and to build resilience and capability. So far 25% of staff have taken up Experiencing Change and 20% of managers have done Leading Change, feedback has been overwhelmingly positive…… Roger Buston - TLS Council Member SNELS, Bikett Long Office: 01206 217335 Mobile: 07770 305977 email: roger. buston@birkettlong.co.uk

Business plans outcomes are reviewed quarterly

More efficient way of working Refurbishment of TLS HQ: 113 Chancery Lane - phase one is planned to start late in the second quarter, starting on the 3rd floor and working down. An English Heritage planning application has been submitted and work can commence once approval is granted. WorkSmart Champions in every team – will be key points of contact to ensure their team is move-ready at the appropriate point in the refurbishment. The champions will support twoway communication and help teams adopt and embed smart working practices

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Skype for Business - to enable collaborative working, Skype for Business external and conference calling was successfully launched in January 2019. All staff are using the software and meeting rooms have Skype conference phones. Finance and HR operating models – TLS is reviewing the way Finance and HR functions are operating, aiming to improve processes and streamline systems. TLS IT - structure has been defined and recruitment is under way. A managed service provider (MSP) has been appointed to deliver support services, including the service desk and onsite support. The handover of TLS IT operations from shared services to the MSP will be completed directly.

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Suffolk & North Essex Law Society

From the Editor This edition of In Touch is my last as guest editor. The role will be taken up by the next Vice President of SNELS, who should be inaugurated at the upcoming Annual General Meeting. This will take place on Thursday 27th June at the offices of Gotelee Solicitors. We are grateful to all at Gotelee for their kind hospitality.

Dates for the Diary Thursday, 6th June 2019:

Cocktail Evening – Seckford Hall Hotel, Woodbridge – The AGM is an open meeting to which all members are 5.30 p.m. – 7.30 p.m. welcome. As well as the usual formalities, we will welcome a guest speaker from the Law Society, will hold our yearly quiz, Thursday, 13th June 2019: and enjoy a hearty fish supper. Do please contact us if you Chelmsford Legal Walk – details at www.elst.org.uk would like to attend.

Tuesday, 18th June 2019:

Our annual drinks reception takes place on 6th June at Seckford Hall near Woodbridge, and hopefully this will be an Ipswich Legal Walk – details at www.elst.org.uk enjoyable event for those who can make the trip.

Thursday, 27th June 2019:

Finally, do please put a note in your diaries for 15th November AGM & Quiz – at The Marriage Hall, Gotelee Solicitors, Ipswich 2019: the date of the annual SNELS black-tie dinner, again to – full details will be e-mailed to Members be held at Seckford Hall. I do hope many of you will be able to attend this enjoyable gathering of local lawyers. Future Council Meetings: Details of these and other events can be found in the pages 16th September 2019 of this edition. Hopefully the next editor will enjoy the task as 28th October 2019 least as much as I have… If you would like any specific items discussed by your Council, please notify our Admin. Sec. (snels@topcopysec.co.uk) to - Vice-President & SNELS Editor ensure they are included on the agenda.

Matthew Cameron

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Richard Oughton joins Octagon Legal traditional land law and all aspects of the law

When he was asked what his best achievement

for specialist Counsel, comes with the news

of succession and private client work. He is the

at the Bar has been, Richard replied his six

author of the second and third editions of Tyler’s

pupils, all of whom have had successful careers

Family Provision, one of the leading works on the

at the Bar and the first of whom is already a

Inheritance (Family Provision and Dependants)

Circuit Judge.

that Richard Oughton, a Chancery specialist of over 40 years’ seniority, has joined Octagon Chambers, Norwich. He is returning to his roots having been born and bred in Ipswich, attending Britannia Road Primary School and Northgate Grammar School for Boys (as it then was), before taking law degrees at St John’s College, Cambridge and the University of Pennsylvania Law School. Having practised in Liverpool and Manchester, he is taking the opportunity of his forthcoming marriage to relocate his residence and practice to Norwich. Initially he will continue to practise from Cobden House Chambers in Manchester, but the aim is to gradually move the focus eastwards.

Act 1975, and with two colleagues is at work on a new edition. A principal focus of the new edition will be a discussion of the decision of the Supreme Court in Ilott v Mitson and of the questions answered and unanswered by the Supreme Court. Extracts from the third edition of Tyler’s Family Provision were referred to in the Printed Cases of the parties in the appeal to the Supreme Court. In addition, the new edition will deal with the numerous statutory changes directly and indirectly affecting the 1975 Act. He is one of the few provincial practitioners who

His greatest disappointment at the Bar was that he has never appeared in the highest court in the land. He settled the appeal in the land registration case of Mallory v Cheshire two weeks before the hearing was due to commence in the House of Lords, when the Chief Land Registrar offered to pay indemnities and all costs to both parties. While the opportunity was lost to correct a blot in the jurisprudence of registered land, Richard’s client was very relieved with the compromise.

advises extensively on non-contentious matters

Although based in Norwich, Richard is happy

and drafts wills and settlements. He joined STEP

to return to the haunts of his youth and attend

the traditional Chancery and related commercial

1 22/05/2019 09:51 soon after it was set up

conferences in solicitors’ offices in Suffolk and

areas, in recent years he has concentrated upon

the requirement for examinations!).

Although his practice has encompassed most of

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RICHARD OUGHTON Senior Junior Chancery Barrister has joined OCTAGON LEGAL

Specialist in: • All aspects of the law of succession and trusts (and related taxation) • Land law (including commercial landlord and tenant)

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Suffolk Law Centre - An Update The statistics are great. Close to 1,000 people have come to our offices or called us and been helped with information over this last year. 439 clients have received detailed legal advice from our 70 volunteer lawyers this year so far. We have waiting lists in family and immigration for appointments in two months. And, so many more come through our doors, as we serve as a point of information, referral and signposting to other services. Over the course of the last two and a half years, 931 people have accessed the range of services that we provide through our discrimination casework and awareness raising project Tackling Discrimination in the East. One of our cases made the Guardian https://www.theguardian.com/politics/2019/jan/21/ dwp-department-work-pensions-acted-perversely-sackingdisabled-woman Since May, we have helped over 150 people at the Ipswich Family Court Help desk and approximately 80 at the 2-hour advice appointments. We are so proud of our achievements and grateful to all our Legal Volunteers from the various firms and chambers that make it happen. Please encourage your colleagues to also lend a hand (or rather their legal skills). But initial advice is often insufficient, and we want to do more casework in family and immigration, to reach out to rural areas and to help people challenge public decisions.

have advised that they are raising that to give us a donation of £2,200. So, thank you to all those who walked last year and those who sponsored and donated money.

Suffolk & North Essex Law Society

Well Suffolk Law Centre is now a year old and we are starting to write our impact report.

We are now coming to the next Ipswich Legal Walk on Tuesday 18th June 2019, we are keenly looking for firms and people to walk to help us funds for it and generously help us to achieve justice to Suffolk. Anybody who would like to participate should go and register here: http://www.elst.org.uk/register-online2.html I hope to see as many firms and others at the Ipswich Legal Walk and at the usual drinks afterwards. Audrey Ludwig, Director of Legal Services Suffolk Law Centre (Suffolk Law Advice Clinics & Tackling Discrimination in the East) ISCRE 46a St Matthews Street, Ipswich Suffolk IP1 3EP Tel: 01473 408 111Fax: 08723529201 email: audrey@iscre.org.uk web: www.iscre.org.uk

So a big chunk of our time is spent fundraising. As you know even pro bono advice is not free in that we have oversight, admin., triaging insurance, interpreting, some caseworkers, IT, etc. We have been fortunate to get a few grants recently. Over the last twelve months the Ipswich Mayor, Jane Riley, a partner of Kerseys Solicitors, nominates as the mayor’s charity for the year 2018-2019. At a lovely ceremony this week she sat down, and we were given a grant of £8,400. The day before we had visited the City of London to attend a reception at the offices of Therium, whom some of you know as funding commercial litigation. We were one of four lucky recipients of grants at the launch of their charitable trust, Therium Access.

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AB Trust have contributed the cost of our Office Manager Sophie who recruits the volunteers, manages the building and the million other jobs that need to be done. We have also heard that our grant to employ our triage officer Sumaiyah has been re-awarded for a second year by Tudor Trust. One of the ways we raise funds is through the annual Ipswich Legal Walk organised by the Eastern Legal Support Trust and us. At last year’s walk we raised £800 sponsorship and ELST

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How Do You Find Out About Care Services for Older People? Older people, single, having no children, having children, it makes no difference. When a crisis occurs and knowledge about the care sector is needed, the amount of information that people of all ages have is sadly lacking. The result being that when an older member needs care support, the usual situation is that no one knows much about the subject or the practical realities of accessing an appropriate service.

How Do You Find Out About Care Where and who do you go to for help and information? Social Services both in Social Care and Health are the natural Services forsocial Older link to information. Many workers arePeople? part time, many have large caseloads and with an increasing number of older people care, more social are needed. It is a fact that many people seeking information from Angela Gifford,needing MD. Able Community Careworkers Ltd. social services are not given comprehensive information.

Older people, single, having no children, having children, it makes no difference. When a crisis occurs and knowledge about Thecare localsector GP Surgery may offer some local care information but areofnot a resource The emergence of that the is needed, the amount of information that people all usually ages have is sadlycentre. lacking. The result being when oldercontain member needsof care support, the usualand situation is staff that no knows theoffer subject the practical Hubs an which a range health professionals related areone more likelymuch to beabout able to helporand realities of accessing an appropriate service. guidance, but these are not nationwide service bases. Depending on where you live, urban or rural, will mean there

may orand may notdo beyou local thatSocial can helphealth and give out helpful information. Where who govoluntary to for helporganisations and information? centres or resource centres. Services both in Social Care and Health are the natural link Access to the internet can provide a wealth of information. However, knowing where to look, what to look for is not to information. Many social workers are part time, many have Care must be paid for, who pays and who does not, what necessarily straightforward. Some telephone helplines are good sources of information, but you have to know who large caseloads and with an increasing number of older people are the eligibility criteria? Where do you look to find the they arecare, and more what social the number is!are needed. It is a fact that appropriate care needed? A person needs care, what are their needing workers many people seeking information from social services are not legal rights and who protects them? What questions should The common phrase ‘You don’t know what you don’t know’ isyou particularly relevant when seeking practical solutions ask a care provider? What should you look for and ask given comprehensive information. to a care situation. Why is this? about when visiting a potential care home? What, if any, The local GP Surgery may offer some local care information disability equipment might be needed; what is available and Unlike trying to persuade people toThe giveemergence up smoking, to exercise, there are no public funded but are not usually a resource centre. of Hubs howto doreduce I make weight, contact etc to enquire? advertisements givingofguidance and direction it comes which contain a range health professionals andwhen related staff to the aspects of care for older people. There are no There have or been in the centres. past ‘One Stop Shops’ or similar comprehensive, roadmap leaflets libraries, pharmacies, centres resource are more likely to be able to offer helpinand guidance, but these health which were information points, but with reducing funding in are not nationwide service bases. Depending on where you Care must be paid for, who pays and who does not, what are the eligibility criteria? Where do you look to find the the sector, these usually had short lives. live, urban or rural, will mean there may or may not be local appropriate care needed? person whathelpful are their legal rights and who protects them? What questions voluntary organisations thatA can helpneeds and care, give out What is needed is for a Minister of Aging (akin to the Scottish should you ask a care provider? What should you look for andMinister ask about potential care home? What, information. for when Older visiting Peopleaand Equalities) to be appointed if any, disability equipment might be needed; what is available and how do I make contact to enquire? Access to the internet can provide a wealth of information. with specific directions to tackle the problem of an increasing of older people. Older people and families do have However, knowing to ‘One look, Stop whatShops’ to look for is not There have been inwhere the past or similar whichnumber were information points, but with reducing funding in the ability to arrange, procure, ask questions, make decisions necessarily straightforward. Some telephone helplines are the sector, these usually had short lives. good sources of information, but you have to know who they about care services but they do need the tools to enable them do so. This shouldPeople be a priority, would be to cost are andiswhat the number is! What needed is for a Minister of Aging (akin to the Scottishto Minister for Older and Equalities) beeffective and practical. appointed with specific tackle problem The common phrase ‘Youdirections don’t knowtowhat youthe don’t know’ of is an increasing number of older people. Older people and families do have the ability to arrange, procure, ask questions, make decisions about care services but they do need particularly relevant when seeking practical solutions to a care Able Community Care offers nationwide the tools to enable them to do so. This should be a priority, would be cost effective and practical. situation. Why is this?

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Surrogacy is now often in the news, fueled by both our celebrity culture and by increasing awareness of the possibilities afforded by a plethora of new technologies in assisted reproduction. In fact, surrogacy is part of “fertility tourism” where couples or individuals choose to travel to other jurisdictions with a view to accessing services which may be prohibited, not available or too expensive in their native land. Such treatments are reported to number between 20,000 and 25,000 events per annum worldwide. The desire for a child has developed into a significant business sector and with differing international moral/ ethical perspectives, the law has evolved quite differently in different cultures, where attitudes towards surrogacy vary from altruism to pure commerciality. There are several reasons why couple may choose the surrogacy option, including; a) couples who cannot, for whatever reason, have their own children, b) same sex couples desirous of a biological relationship with a child or perhaps more rarely, c) by social choice. In the UK the woman who carries the child and subsequently gives birth to the child is seen as the child’s legal mother. If this surrogate is married or in a civil partnership, their spouse could also be a legal parent

of the child. In England at least, surrogacy contracts are not capable of legal recognition, which means the arrangements entered into under a compensated (reasonable expenses only) surrogacy are no more than informal agreements that rely on trust for their execution on both sides. For the legal rights of the child to be transferred from the surrogate to the intended parents (who commissioned the surrogate - notwithstanding that at least one of them may have a biological relationship to the child), an application for a parental order will need to be made within six months of the child’s birth. In doing so, the applicants are asked if they are “a genetic parent of the child”, a fact that can only be established be use of a DNA test which is conducted by an MoJ accredited provider, such as Complement Genomics and dadcheckgold. In terms of fertility tourism, the current preferred destinations are those where jurisdictions permit “paid for” gestational surrogacy and the intended parents can gain legal rights over the child. This may either be by gaining direct parental rights or by making use of streamlined adoption procedures. It is the case that DNA testing is often required by the home authorities to prove the parentage of one or both of the donors after overseas surrogacy, by use of either a paternity or maternity DNA test, or both. The Ukraine, Russia and Georgia have liberal laws regarding commercial surrogacy (including for foreigners) and are the current destinations of choice. Indeed, many UK couples are choosing the Ukraine since: • The intended parents of the child are considered to be the biological parents from the conception • The intended parents are specifically named on the birth certificate to

the exclusion of the surrogate mother or any donor

• The surrogate mother cannot by law keep the child after birth • A donor or surrogate mother has no parental rights over the child and no adoption of the child is required

• There are no restrictions on the payments.

The written and informed consent of all parties and a notarised surrogacy agreement is required (and which can be complex), plus there is the presumption that the intended parents are married, so a translated and notarised copy of the marriage certificate is also necessary. For British parents using a surrogate in the Ukraine it is often more convenient to locally obtain a UK passport for the child once born, although proof of the genetic relationship to one or both of the intended parents is generally necessary. This can be arranged by contacting us using the details below. The progressive approach of the authorities in the Ukraine, Russian Federation and US has already helped many childless UK couples and the law is highly favourable towards surrogacy in these jurisdictions. For intending parents wishing to go down this route, then appointment of an experienced UK based solicitor and an accredited DNA testing company is essential. Nicola Lowes, LLM and Neil Sullivan, MBA, 1 Form C51: Application for a Parental Order (Section 54 Human Fertilization and Embryology Act 2008). 2 Article 123 of the Ukrainian Family Code (as amended 22/12/2006, No 524-V) and Orders 24 and 771 of the Health Ministry of Ukraine.

www.snels.org.uk

Suffolk & North Essex Law Society

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KEY CHARACTERISTICS OF HIGHLY SUCCESSFUL LAW FIRMS Selecting a leader for the firm All too often the Managing Partner is appointed from within the partnership and the individual endeavours to combine their client work with managing the firm, being reluctant to give up their clients as the Managing Partner’s role is usually a fixed term. There is a bigger problem with this practice in that partners in professional firms are not necessarily effective leaders, tending to assume that as they advise clients on business matters they have the necessary traits to lead their own practices. The most successful practices have a leader who was recruited externally and devotes most, if not all, their time to management and leadership. The best place to work Not necessarily the best paying employer nor the “nicest” place to work. The most successful firms are those that have a culture of developing their team members, recruit at all levels based on potential and personality and set clear goals as to what is required.

Poor performance is dealt with and good performance is recognised. The culture is high performing whilst fun and the importance of mental health is recognised. Business strategy and differentiation Every law firm, whatever the size, must have a clear business proposition and market and, once agreed, there must be no distractions. Consistency of message and behaviours is key. The brand values of the firm and its partners must be clear to both the team and the external market. Putting clients first Successful firms are those that set measurable client expectations as to the service they offer and meet and exceed expectations. Great client service is a key differentiator, moving away from price, but it must be measured by regular client surveys. Clients belong to the Firm and not the Lawyer To achieve this partner rewards should be based upon client satisfaction, quality of work and development of the team and firm rather than chargeable hours.

Fiona Hotston Moore Forensic accounting partner & accredited expert witness Ensors Chartered Accountants M: 07770 642 491 | E: Fiona.hotstonmoore@ensors.co.uk | @hotstonmoore Member of NIFA & The Academy of Experts

Embrace technology It will improve client service, client relationships and business development. Substantial amounts of time are spent on Information Technology but, all too often, the technology does not deliver the expected results. Contribution to the local community Lawyers, teams and clients are enthused and engaged by the opportunity to work together for a greater cause whether this be a charity or the local community. Embracing the wider cause rather than the Managing Partner’s “pet” charity. Embrace your Alumni Partners and staff who leave the firm should not be shunned but rather embraced as they can be the greatest supporters and referrers of work. In conclusion, the successful firm must encompass all the above and will need to recognize these organisational traits must become part of the firm’s DNA.

By Fiona Hotston Moore – partner, Ensors Chartered Accountants www.snels.org.uk

& Quiz Evening

AGM & Quiz Evening

Thursday, 27th June 2019

The Marriage Hall at Gotelee Solicitors 31-41 Elm Street, Ipswich, IP1 2AY

Suffolk & North Essex Law Society

AGM & Quiz Evening Thursday, 27th June 2019 5.30 p.m. Tea and Coffee The Marriage Hall Solicitors 6.00at p.m.Gotelee AGM 6.30 p.m. General Knowledge Quiz 31-41 Elm Street, Ipswich, IP1 2AY 5.30 p.m. Tea and Coffee 6.00 p.m. AGM

Guest: David Greene, 6.30 p.m. General Knowledge Quiz Deputy Vice-President of the Law Society

Tickets £10.00 per person to include wine and fish & chip supper or £50.00 for a team of six.

Guest: David Greene, Deputy Vice-President of the Law Society

A formal invitation and Agenda will be sent to Members by e-mail at the beginning of June, but to book your Tickets person Secretary, to include wine Kettle, and fish & chip supper tickets for the Quiz now please£10.00 e-mail our per Administrative Christine at snels@topcopysec.co.uk

or £50.00 for a team of six.

A formal invitation and Agenda will be sent to Members by e-mail at the beginning of June, but to book your tickets for the Quiz now please e-mail our Administrative Secretary, Christine Kettle, at snels@topcopysec.co.uk

www.snels.org.uk

Suffolk & North Essex Law Society

Eastern Legal Profession and Community Unites to Walk For Justice The local legal profession and advice sector are joining forces to take part in the Chelmsford, Norwich and Ipswich Legal Walks.

The Eastern Legal Walks are part of a programme of 40 Legal Walks across the country which aim to bring thousands of justice supporters together to raise funds for local legal advice charities.

Norwich – Thursday 7th June, 5.30pm

To find out more about the work of the Trust or to register your team please visit the website at www.elst.org.uk or email evetns@elst.org.uk. You can find the event on Facebook or follow the walk on Twitter or by using the hashtag #legalwalk

Bedford – Thursday 13th June 5.30pm Ipswich – Tuesday 18th June, 5.30pm Chelmsford – Thursday 27th June, 5.30pm The events are run by the Eastern Legal Support Trust and representatives from the local legal profession. The Eastern Legal Support Trust forms part of a network of 9 Legal Support Trusts, working in partnership with the Access to Justice Foundation (ATJF), which aims to improve access to justice on a regional basis, ensuring that the most vulnerable gain access to legal advice on issues such as domestic abuse, housing and employment. Two thirds of the UK population don’t know how to get legal advice and 14 million people who live in poverty can’t afford it. Vulnerable people like Sandra* have suffered the most as a result of reduced advice services. Sandra* is a single mother who suffers from a combination of physical and mental health problems. She faced destitution and the prospect of being made homeless when her benefits were refused. That’s when a local advice charity stepped in, appealing the decision and restoring a basic income to her, enabling Sandra to feed and house her family. The Legal Walks are enjoyable events celebrating the work of the legal profession and advice sector in protecting people’s rights and promoting equal access to justice for all. Last year the regional Legal Walks raised almost £150,000* altogether. Anyone can sign up to participate and dogs are welcome on the Legal Walk. All participants will receive a complimentary post-walk refreshment at the end.

Help make a difference Transform the lives of children who are blind or vision impaired: • Fundraise for us • Leave a legacy • Make a donation

For more information about NCW and to find out how you or your organisation can help, see www.ncw.co.uk Or contact our fundraising team on 01905 763933 or email fundraising@ncw.co.uk

National residential school for children who are blind or vision impaired

www.snels.org.uk

Suffolk & North Essex Law Society

From the Society Cocktail Evening

SNELS DATABASE It is becoming increasingly difficult to maintain an accurate database, which has not been helped by the GDPR rules!

By kind invitation of your Vice-President and Council

If you are receiving this newsletter, but nothing else, and you would like to be kept informed of all SNELS’ events, etc., please send your contact details to our Administrative Secretary, Christine Kettle at snels@ topcopysec.co.uk SNELS DATABASE

All Members of the Society are cordially invited to a

Cocktail Evening Thursday, 6th June 2019

It is becoming increasingly difficult to 5.30 maintain an accurate database, which has not been helped by the GDPR rules!

p.m. – 7.30 p.m. to be hosted by

If you are receiving this newsletter, but nothing else, and you wouldMatthew like to be Cameron of Ashtons Legal at kept informed of allSeckford SNELS’ events, etc., Hall Hotel Woodbridge Suffolk IP13 6NU please send your contact details to our Administrative Secretary, Christine KettleTickets £10 each at snels@topcopysec.co.uk

RSVP to Admin. Sec. by 31st May please by e-mail to snels@topcopysec.co.uk

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21/12/2018 11:43

Route Map to Success by Kimberley Williams

It’s a fact that if you were setting out on a journey you hadn`t taken before you would probably consult a map or use a satellite navigation aid to help you find your way. It’s also a fact that law firms who have a written business plan perform better than those who don`t have a plan.

Most lawyers have no idea what the firm’s business plan is, sadly even those that were on the committee that helped to draft a plan can be left flummoxed when it comes to explaining what the plan actually is. Here are some tips to help you prepare a plan to give your firm its best chance of success.

1. Which direction are you going in? It may sound obvious but it’s important to be clear from the outset of preparing a plan why the plan is necessary and what you are actually planning for. Lawyers with excellent drafting skills can come unstruck by spending hours, weeks then months, crafting the ‘perfect’ business plan with hundreds of pages of beautifully written, but largely irrelevant detail. Keep it simple. Depending on the size of your firm and the areas of practice you cover, it is possible to distil your business plan into a couple of sides of A4. Stay focussed on the overall purpose of what the plan is actually for.

2. Who`s driving? Too many back seat drivers make the journey much longer …

Typically, lawyers have little experience of the planning process, they tell themselves, “How hard can it be, after all it’s just a document and I`m good at writing those” They may even read a book for guidance, and encouraged by business guru theory embark on a plan to start writing a plan, which they plan to do just as soon as they find some time to plan what they want to put in the plan!

Another approach sometimes taken is to delegate the preparation of various parts of the plan across several partners, and the result is often a work of art incomprehensible except by those who created it, and incapable of execution. It may even languish in a draw forgotten, and unloved.

The solution is to identify someone in your firm who either has planning experience or consider getting external help, which will keep you focussed on the task in hand. Nominate partners who are interested in taking responsibility for collating the relevant information needed. People are interested in their objectives, so to gain buy in for what you are trying to achieve, you will need to demonstrate to your lawyers how the business plan is going to help them to achieve their own goals.

Encourage lawyers to think of business planning as learning to drive. It took several lessons to become accomplished enough to pass your driving test. The same applies to planning, the process must be broken down into small incremental steps, with each team and/or department, considering their objectives and how they will affect them, and how those objectives relate to the overall business objectives of the firm. By Identifying smaller goals and the steps that will be taken to achieve them, the process appears less daunting. Another advantage of this approach is that lawyers of the firm feel involved in the process and are more likely to be accountable and take responsibility for achieving the objectives agreed. There is a huge sense of accomplishment in achieving one small step at a time towards achieving a larger goal.

3. How much longer is the journey? You will need to measure progress to see how far you`ve come. By establishing metrics, you can plot your progress, and just like a car journey, you will need to take regular opportunities to check that you are keeping on track. You need to be able to ask whether smaller objectives have been achieved by the agreed target dates planned, and if not why not? Is there a need for resources? Training? Reviewing deliverable outcomes by clearly set dates, you are more likely to ensure action is taken. The plan may need tweaking or adjusting to achieve the longer term objectives set, so be prepared for the plan to be a little fluid rather than set in stone.

4.Tell everyone where they are going. It can`t be over emphasised how crucial it is to communicate the content of the

business plan to everyone in the firm who will be involved in helping to achieve its objectives. Not sharing, is one of the biggest mistakes lawfirms make.

Suffolk & North Essex Law Society

Too often we find that the partners of a law firm think that they have a business plan, but more often than not it is contained in their heads, all with a slightly differing version, and hasn`t been shared with the rest of the firm. Telepathy isn`t working for them, and the firm is not as successful as they would like.

How can staff help you to achieve objectives if you don`t tell them what they are? You can decide which parts of the plan and to what extent you want to share any confidential information with employees. It’s a judgement of trust. Everyone will need to be kept up to date on how much progress is being made and so you must become obsessed with sharing the detail. Celebrate even the smallest milestone being achieved to keep enthusiasm going. Anyone with children will relate how quickly a happy journey can become an ordeal if the children get bored, so the trick is to keep people interested in the journey, and you achieve this by communication. You wouldn`t keep driving if the instruments on the dashboard of the car couldn`t be read and you didn`t know how much fuel and water the engine had left. Similarly, those with overall responsibility for the business plan must act like the car dashboard to ensure that everyone in the firm feels safe to keep driving the plan forward. Dashboards update themselves with real time information as you drive along, with information that is easily accessible and continuously available. This means you have to keep measuring, reviewing, adjusting if necessary, and communicating progress. – keep it going, you can`t over communicate.

5. Are we there yet? Thinking about preparing a business plan? That isn`t going to get you any closer to achieving your objectives … You need to create a plan that your partners and employees can relate to, with their own vision of success and the route they need follow to achieve it.The role of management is to keep the dashboard visible, to keep communicating progress of the journey, offering a sense of achievement as the whole form works towards the agreed destination of a successful year ahead. www.snels.org.uk

Presidentâ&#x20AC;&#x2122;s Annual Dinner Suffolk & North Essex Law Society

Friday, 15th November 2019 at Seckford Hall Hotel Woodbridge, Suffolk, IP13 6NU Make a note in your diary now and look out for details in the Autumn edition.

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14/05/2018 14:40

Spotlight on the Public Affairs Team by Relationship Manager, Jack Dunkley

I caught up with their new Director, Paul Wilson, who explained a bit about his new role, what the Westminster team does and how it can help local law societies.

As a starter I asked Paul to sum up team in three words. He said ‘Influencing for impact’. He goes onto explain further.

The Westminster public affairs team lobbies the UK Government and Parliament on behalf of the profession. The Law Society recently launched a campaign on criminal justice, which is an example of the work they do (https:// www.lawsociety.org.uk/policy-campaigns/campaigns/ criminal-justice/). We recently launched a petition for members to be able to show their support for the campaign here (https://lawsociety.e-activist.com/page/38338/petition/1). The overall aim of the team is to highlight problems to decision-makers and propose realistic solutions that work for members and for the public. The nine strong team include: • Alexandra Cardenas - Head of Public Affairs & Campaigns • Rebecca Goshawk - Public Affairs Manager • Vicki Butler - Campaigns Manager

• Emily Cooper - Project Manager (women in law symposium) • Lauren Thornton - Project Co-ordinator

In terms of helping local law societies, there are some great resources on the Law Society website. The campaigns sectiongives local law societies tools they can use when lobbying decision-makers. Wherever possible, the team try and get the wider profession to support Law Society campaigns. Recently the Law Society lobbied against an increase in probate fees, which was supported by over 2,500 people writing to their local MP to raise concerns about the proposals (https://www.lawsociety.org.uk/news/stories/ take-action-against-probate-stealth-tax/). That shows the value of the Law Society working in partnership with local law societies and the profession more widely.

Suffolk & North Essex Law Society

This month we put the spotlight on the Law Society’s Public Affairs team.

constant process of improvement, and we’re always keen to hear feedback from members.

I asked him what words of advice he would give to local law societies to help them with their own lobbying?

He said, when it comes to influencing, keep it simple. Whether you are looking to persuade the Solicitors Regulation Authority or the Government to make a policy change, the most effective way is to present a simple problem and a simple solution. That way, it’s far more likely to be taken on board. Finally, on a lighter note, I asked him If he had to liken his team to an animal – what would it be and why? Describing this question as the hardest on the list, he said a dog. One of the nice ones, not one of the scary, bitey ones. He believes the team approach every problem and challenge with huge enthusiasm and energy. When you’re trying to persuade Government or Parliament to change course, sometimes you’ll be successful, and other times you won’t, often for reasons outside your control. But if you don’t start each new piece of work with the same levels of enthusiasm and belief, then you’ve got no chance.

• Miki Bhalla - Public Affairs Adviser

• Joe Ferreira - Public Affairs Adviser

• Hugo Forshaw - Public Affairs Adviser • Sam Lamont - Public Affairs Adviser

Paul in his new role has responsibility for the Law Society’s Welsh Office, which delivers the Law Society’s activities in Wales. The team works with the Welsh Government, the National Assembly for Wales and legal and business communities across Wales as well as working on the developing law of Wales. There is a Commission on Justice ongoing now, on which the Law Society has spent a great deal of time in ensuring that members’ views are heard.

Also, the International Team and Brussels Office. The international team supports members who are either based in other jurisdictions or looking to expand their operations there, as well as promoting the rule of law internationally. The Brussels Office is, unsurprisingly, focused heavily on Brexit at the moment, on which the Law Society has done a huge amount. If you haven’t seen it, have a look at our website which provides clear and comprehensive guidance to help legal firms and solicitors prepare for the eventuality that the UK leaves the European Union without a deal. (https:// www.lawsociety.org.uk/support-services/brexit-and-thelegal-sector/). I asked him how his team fits into the wider Law Society structure and how it can help local law societies? His directorate sits in the same bit of the organisation as the policy directorate and the communications directorate. He said, we work very closely together to ensure that we are influencing to achieve the policy goals which are of greatest importance to the members, then communicating this both to decision-makers and to members in a coherent way. This is a

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23 22/11/2018 11:59

Suffolk & North Essex Law Society

If you’re using any Drainage and Water report other than the CON29DW…

Good luck. A CON29DW uses all known water company information, including both free and paid-for data. This ensures that the FULL picture on drainage and water is presented. The Geodesys CON29DW presents the information in plain language; provides useful detail; includes two high-quality Ordnance Survey maps (one for water and one for waste and drainage); and uses an interactive format to make it easy for you to retrieve relevant information. Some Drainage and Water reports simply infer answers from the proximity of the pipes nearby, rather than checking the billing and connectivity data that the water company holds. Or they can ignore water company data, such as the information on whether a property is at increased risk of internal flooding. The lack of an answer to this question is often covered by insurance in some reports. Whatever the example, the home buyer, lender and conveyancing solicitor are all exposed to risk.

www.snels.org.uk

When it’s your reputation on the line, do you really want to leave it to luck?

It’s your call…

CON29DW from Geodesys.

No inferring, no ignoring, no insuring. Assessing drainage and water risk can be a tick-box exercise, but with the CON29DW you’re guaranteed a factual, reliable and secure approach. It’s a choice that impacts three separate, but connected, parties in the home buying process:

The lender Lenders need to focus on property risk as well as applicant risk – and a key concern is drainage and water. The CON29DW answers all 23 drainage and water questions from the Law Society, covering areas such as connections, pipe and drain locations, and risk of internal flooding. Other reports can infer and ignore answers, using insurance to cover the risk.

The conveyancer If a less than full picture of the property leads to drainage or water issues, a law firm’s PI insurance usually covers any remedial work – but it can’t cover the time and effort required, nor any damage to reputation. Plus the homeowner may have to carry out costly work in the future.

The CON29DW from Geodesys offers the following key features: • a crystal-clear front-page customer dashboard • clear identification of potential issues • easy-to-use interactive navigation • two formats: interactive PDF and usual print format • thorough information on drainage and water legislation • a ‘plain English’ guide • a modern design created by industry

The home buyer Whether a dream house, a desperately needed upgrade or a first-time purchase, complex drainage and water problems are a major setback for any homeowner. Even if covered by insurance, there’s still the pain of sorting out an issue that could have been identified before – and the buyer may not have gone ahead if they’d known. Call: 0800 085 8050 Email: customer.services@geodesys.com www.geodesys.com/con29dw-goodluck

Suffolk & North Essex Law Society

Wales and Scotland are Seeing Fastest Growth in Charitable Bequests by Rob Cope

Charities in Wales and Scotland are seeing faster income growth from gifts in Wills than other parts of the UK according to a new research report published by the 200-strong charity coalition Remember A Charity. The UK Legacy Fundraising Market 2019 summarises income from gifts in Wills to the nation’s top legacy-earning fundraising charities, exploring the impact of the recession and subsequent economic recovery. While charities across the UK have seen legacy income growth of 10% over the past decade, the smaller markets of Wales and Scotland have risen by 23% and 35% respectively. Health charities receive the largest share of donations, but the market is diversifying with many smaller and community-based organisations now being named in Wills. Overseas aid, environmental and services charities are increasing their space in the market, while those in the religious and social care fields are losing ground.

“...Currently, one in six probated estates include a charitable gift, but with the latest consumer tracking poll indicating that four in ten of the over 40s would like to do so...” Rob Cope, director of Remember A Charity, says: “Charitable bequests are often linked with the largest household name charities, but the market is growing and changing with non-profit organisations of all sizes and causes coming to the table. For many of these charities and their beneficiaries, a legacy gift can be completely transformational.”

Importance of legacy giving Underlining the importance of bequests to charities across the country, the research finds that legacies now account for 28% of the UK’s voluntary donations. For the top 1,100 fundraising charities alone, this equates to over £2.2 billion of vital charitable funding. For charities such as RNLI, legacies fund 6 in 10 lifeboats and a third of Cancer Research UK’s life-saving research. Cope adds: “As awareness about legacy giving increases and the professional Will-writing community continues to make their clients available of the option of including a gift in their Will, we’re seeing a long-term increase in the proportion of estates including a charitable gift1.

www.snels.org.uk

“There is growing appetite for people to support the good causes they care about long after they are gone. Once supporters understand that gifts in Wills don’t have to be particularly large and can fit around their wishes to look after family and friends, a charitable bequest can be a surprisingly easy and efficient way to give.” Currently, one in six probated estates include a charitable gift, but with the latest consumer tracking poll indicating that four in ten of the over 40s would like to do so, Remember A Charity believes there is significant potential for further growth.

Challenges of a post-Brexit world Legacy income patterns tend to mirror the shape of the economy and reflect the number of estates going through probate. When property prices increase, inevitably estate and legacy values do too. While the report highlights that the 2008 recession led to a notable fall in income to charities, the market was quick to recover and growth continued in the subsequent years. Looking to the future, the coalition expressed some caution about the years ahead. With the impact of Brexit as yet unknown and a rapidly ageing population facing rising care costs, estate values may well suffer and that could have a considerable impact on the nation’s charities. Cope adds: “Charities are increasingly reliant on gifts in Wills and although the number of donors is on the rise, we can see that legacy income is being stretched across a broader marketplace. The charity sector is likely to feel that stretch all the more as we deal with the uncertain economic future of a post-Brexit world. It’s vital that charities work collaboratively with the legal sector and government to normalise legacy giving and provide a more stable basis for this vital income stream for the years ahead.” Rob is the director of Remember A Charity. He has overseen a growing and vibrant consortium over the past five years, developing partnerships with government and the private sector. He was previously deputy director of marketing and communications at The Prince’s Trust, including the youth charity’s 30th birthday appeal. Rob is a board director of Relief International and a keen runner. 1. The proportion of probated estates including a charitable donation increase from 12.2% in 2007 to 15.7% in 2017. (Source: Smee and Ford).

Will you remember the horses at Redwings Horse Sanctuary?

Registered Charity number 264221

Suffolk & North Essex Law Society

Remember Redwings in your Will and save the lives of hundreds of horses in desperate need for years to come. Call 01508 481030 or email legacies@redwings.co.uk to find out how to leave a legacy today.

e are a UK charity providing a fantastic selection of high-quality audiobooks to some 50,000 people across the UK who find it difficult or impossible to read due to an illness, disability, learning or mental health difficulty. We charge a membership fee to only half of our members- those who feel they can make some contribution and that is heavily subsidised. The other half need to be fully funded. Listening Books receives no central government funding whatsoever and very little local government funding. The reality is that Listening Books simply could not survive without the generous support of sponsors and the active co-operation of publishers.

Thank you

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Whether you have already written your will or are thinking about writing one in the near future, we ask that you consider leaving a legacy to Listening Books. Your legacy will make a vital diﬀerence to the lives of our members for years to come.

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CALL US NOW on 020 7407 9417 or email us at: bdee@listening-books.org.uk

If you love horses, remember them!

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www.listening-books.org.uk/Legacies 12 Lant Street, London SE1 1QH

Listening Books.indd 1

29/10/2018 15:07

We always have lovely cats looking for loving homes. We rescue 200–300 cats every year. No cat is euthanased except on veterinary advice. We feed the cats a variety of wet food and biscuits and they are kept in heated accommodation, either in large individual pens or a shared area with an outside compound for exercise. Please leave us a gift in your will. Friars Orchard, The Street, Little Whelnetham IP30 0UH Bury St Edmunds

01284 388455 www.burystraycatfund.co.uk www.snels.org.uk

Registered Charity Number: 1125270

Registered charity number:1098126

Helping local people overcome homelessness for good

Thyroid UK is a patient-led registered charity and

standard treatment offered by the NHS.

HARP is Southend’s leading homelessness charity. We help over 1,000 people every year who are either homeless or at risk of becoming homeless. We provide emergency relief such as clothing, food and washing facilities, as well as short and long-term supported accommodation. Everything we do is geared towards helping local people overcome homelessness for good. As a charity, we rely heavily on generous voluntary donations from the public, including through Gifts in Wills. If your clients are looking for a local charity to support through a legacy gift, please recommend HARP. All legacy donations will truly make a difference to local vulnerable people who are taking steps to beat homelessness. For more information about supporting HARP with a legacy donation, please call the fundraising team on 01702 615 000, or see our website www.harpsouthend.org.uk/leave-a-gift-in-your-will.

enquiries@thyroiduk.org

www.harpsouthend.org.uk

membership organisation in the United Kingdom that provides information and resources to support people with thyroid conditions and promotes effective diagnosis and appropriate treatment. Thyroid UK informs patients of choices with regards to thyroid testing and treatment, providing information about medication that is available in addition to the

01255 820407

www.thyroiduk.org

01702 615000

4th Floor, Dencora Court, Tylers Avenue, Southend-on-Sea, Essex SS1 2BB

Providing Life Retired Horses Charity Number 1106722

Our Aim The Heartbeat Home for Horses Limited is a registered charity, whose aim is to care for horses who otherwise would face a very uncertain future. Our aim is to provide a lifeline for these needy, homeless animals, allowing them to relax in comfortable surroundings in retirement, with lots of tender loving care.

Do you agree? Many hundreds of horses every year face an uncertain future when their careers come to an end. They come from all walks of equine life; exracehorses, riding horses, or ponies just being discarded when their ‘useful’ life is over.

needing to retire Every Pound Helps. Heartbeat horses are often large, 16hh+ It can be difficult to find a retirement home for them Heartbeat Horses are NOT re-educated, or re-homed, or adopted Heartbeat Horses retire to enjoy a good quality of life Heartbeat will not put a healthy horse to sleep We need to expand, due to the long waiting list of horses waiting to retire, or worse None of our staff are paid in our shops or farm. All the money raised or donated goes on the horses.

To make a donation please contact us at:

01986 798387 (Home)

Heartbeat Home for Horses Brick Kiln Farm, Halesworth Road Heveningham, Suffolk IP19 0E

07763562188 (Mobile) Email: woodyates@hotmail.co.uk web: www.retiredhorses.org.uk www.snels.org.uk

Suffolk & North Essex Law Society

“Providing information and resources to promote effective diagnosis and appropriate treatment for people with thyroid disorders in the UK”

Solving the back office puzzle

By Julian Bryan, Managing Director, Quill

True professional ‘cradle to grave’ solutions are difficult to find. It’s rare that suppliers to the legal sector offer everything needed in a modern-day law firm’s back office – that’s software to manage accounts, matters and documents, and outsourced services to take over core administration functions. At Quill, however, that’s exactly what we do – provide a single platform that combines the applications and outsourced support required to operate a high-performing legal business. You only have to look at our website’s home page to meet the entire series of software and services available from Quill. Users can pick and choose from: Interactive – case management, legal accounts and document management software with in-built risk management functionality; Pinpoint – outsourced legal cashiering service using Interactive; Payroll – outsourced payroll and pension management service; Type – outsourced typing service delivered in association with Document Direct; Precision – outsourced legal cashiering service on any software; and Bookkeeping – outsourced bookkeeping service for all sectors. But before diving into more detail about our software and services, we’d like you to join us on a mini history tour of Quill in order to show you how this full service provision has come about. You see, we actually first started out in business way back in 1978 – over 40 years ago. Right from these early days, our systems were being designed to help practices avoid unnecessary repetitive paperwork tasks for which the law is renowned. In the intervening 40-plus years, the legal industry remains our absolute focus, our technology has developed to the current complete cloud-based practice management system it is today, and our offerings have been extended to also include outsourced cashiering, payroll and typing services. 1978 to 2019 has been a truly remarkable journey. To quote some statistics from the present day: our Interactive software has earned over 7,000 current users; our Pinpoint division posts over 2 million transactions

every year; our Payroll team processes over 100,000 payslips annually and last year transferred over £54 million in salaries as an accredited BACS bureau; every other department just keeps growing. Going back to why Quill’s so unique, our lengthy heritage, privately owned status and one-stop-shop portfolio really set us apart from our competitors. Few of our contemporaries can boast a comparable expansive background. Fewer still can make claims about independent ownership. And even fewer can proffer a total back office product range. Moving on to our clients, many of our users have been with us from the very beginning. Their continued loyalty speaks volumes about the close relationships we’ve formed together over a period of four decades and the quality of our various solutions which they use on a day-to-day basis. Browse through our multiplying number of case studies online and you’ll see how our clients wax lyrical about our personable, long-serving employees who are ambassadors for Quill; ethical stance evidenced by multiple accreditations and charitable giving; technologically advanced software that’s won awards; and catalogue of outsourced services which allow them to concentrate on their business-critical responsibilities without distraction. Clients repeatedly tell us that, simply by choosing Quill as their principal business partner, they’re able to become “digital by default”, “compliant to the letter of the CLC Accounts Code”, “free to do what I do”, “a successful, profit-making firm”, “focused on matter management and business development”, “revolutionised”, “100% assured of regulatory compliance”, “more economical and productive [with] use of resources – both human and material”, “able to work flexibly when out of the office”, “committed to the cloud concept” (note: their words, not ours!) and much more besides. Nick Timmings, Partner at Petersfields LLP, perfectly sums up what clients think about Quill: “By relying on Quill for all our

main software and service needs, we have one monthly payment, one point of contact and one primary store of our electronic files. It’s so convenient and so much easier to run our business in this totally integrated way”. Allan Hunt, Senior Partner at MPP Solicitors, expresses similar sentiments: “[With] Quill we have trusted relationships. [We use] Payroll as a bolt on to Quill’s Pinpoint service and Interactive software which we already subscribe to. With Quill firmly behind us, our back office operates smoothly and integrates seamlessly.” By utilising our extensive time-saving, efficiency-enhancing, cost-reducing, security-boosting, compliance-assured products, an ever-growing list of benefits are achieved. Through heavy investment in R&D, we ensure this is the case. Our ongoing software and service development is a future-proofing promise that, whatever changes and challenges are faced by the legal profession, Quill’s got every client’s back. We know that not all firms are the same. Each has differing demands which are best overcome with a differing mixture of software and services. It’s our role to ascertain what this is, thereby providing the proper tools to take control of processes and optimise performance, both now and into the future. We find nothing more satisfying than empowering law firms to do just that.

To discover more about Quill, please visit www.quill.co.uk, email info@quill.co.uk or call 0161 236 2910 Julian Bryan joined Quill as Managing Director in 2012 and is also the Chair of the Legal Software Suppliers Association. Quill has been a leading provider of legal accounting and case management software, and the UK’s largest supplier of outsourced legal cashiering services, to the legal professional for over 40 years.

Practice management & accounts software

Outsourced cashiering using Interactive

Outsourced cashiering on any software

Outsourced payroll service

Outsourced bookkeeping service

Outsourced typing service

Donâ&#x20AC;&#x2122;t puzzle - choose Quill 0845 226 2587 info@quill.co.uk quill.co.uk

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