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29 July 2019 / Alec Samuels
Categories: Features , Profession , Constitutional law
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Judicial Leadership: A New Strategic Approach (Book review)

“Society is changing, requiring adaptation and resilience on the part of the judiciary”
  • Authors: Sir Ernest Ryder and Stephen Hardy
  • Publisher: Oxford University Press
  • IBSN: 9780198829331
  • Pages: 240
  • RRP: £39.99

There was a time when an able and experienced QC became a judge, sat in court, sorted out the relevance and credibility problems in the evidence, ruled on any disputes in law, and gave his ultimate decision, usually sound; and went home. Not anymore. No longer is judging no more than an art, practised by those with requisite experience and a natural talent. Judging has also become a science.

The change principally has come about through the Constitutional Reform Act 2005. The role of the lord chancellor virtually disappeared, the lord chief justice became the head of the judiciary, and the senior president of tribunals became the head of the tribunals. The judges—over 5,000 of them—have taken over a significant administrative and management role as well as the judging role in the courts,

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MOVERS & SHAKERS

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley strengthens family law team

Ward Hadaway—Barnaby Rosenthall

Ward Hadaway—Barnaby Rosenthall

Construction lawyer returns to Ward Hadaway in Teesside role

Bird & Bird—Shahin Baghaei

Bird & Bird—Shahin Baghaei

Bird Bird hires leading legal transformation expert

NEWS
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

How forcefully can a litigant criticise a public authority before robust advocacy crosses the line into unreasonable conduct? 
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