Page 2611 - Week 07 - Thursday, 18 June 2009
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In addition, the management structure of the ACTGS is designed to promote compliance with these model litigant principles and to secure minimum standards of accountability.
The ACTGS comprises three operational Sections providing the administrative framework for addressing allocation of instructions, resourcing and personnel issues. The conduct of the operational sections and the several practice groups that are functionally aligned to the work undertaken by the ACTGS, is generally the responsibility of the two Deputy Chief Solicitors, who are responsible to the Chief Solicitor. The leader of each operational section has responsibility for the allocation of matters in accordance with practice groups and individual workloads. Practice groups are, in turn, headed by practice group leaders.
New instructions will broadly fall within practice groups and practice group leaders will either directly supervise individual solicitors to whom the matter has been allocated or coordinate supervision of these solicitors with other senior lawyers. Practice group leaders monitor their areas of practice for consistency of advice work and practice within the Office and for external developments in law and practice.
All new instructions are received by or referred to the Chief Solicitor. The Chief Solicitor, acting in consultation with Deputy Chief Solicitors, refers new instructions to section leaders for allocation to individual solicitors. The Chief Solicitor will for larger, more complex, matters consider the coordination of matter within two or more practice groups. All incoming hard copy correspondence is sighted by the Chief Solicitor and relevant Deputies and, in addition to addressing any other relevant issue, matters of sensitivity or suggestions that the ACTGS or its clients are not acting as model litigants are directly pursued with the lawyers concerned.
The use of practice groups is designed to increase the expertise of lawyers, ensure consistency of advice and share the practice management workload amongst the senior lawyers to enhance the operational outcomes within the ACTGS. The leaders of the practice groups have as one of their principal responsibilities acting as mentor and supervisor to staff working on matters within those areas.
Reporting lines for individual matters are, therefore, from acting solicitor to supervisor (usually practice group leader) to section manager and/or Deputy Chief Solicitor or Chief Solicitor. Solicitors are required under the internal performance recording systems of the ACTGS to record timeframes for completion of matters and to record compliments and criticisms. Criticisms are referred directly to the Chief Solicitor for appropriate response.
These internal measures have enhanced the ability of the ACTGS to assist its clients to act as model litigants by provided timely advice to clients; complying with court-imposed deadlines and acting consistently in the conduct of litigation.
(5) The processes, including measures to ensure compliance, are described in part (4) above.
(6) Consistently with the Guidelines, primary responsibility lies with the relevant agency. Given the centralisation of legal services, a key role is played by the Chief Solicitor. Ultimate accountability is with the Attorney General under the Government Solicitor Act.
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