The Legal Ombudsman (LeO) has published its annual complaints data for 2023-24. The report shows that 6,652 complaints were taken on by LeO in the reporting period.  Poor service was found in 69% of investigated cases, rising to 75% in the three practice areas generating most complaints: residential conveyancing, personal injury and wills and probate. Poor communication emerged as the primary concern, accounting for 25% of upheld complaints. The data also highlighted inadequate in-house complaint handling by lawyers in 46% of cases. The LeO states a cultural shift is needed and urges legal practitioners and regulators to view complaints as opportunities for improvement and to implement higher standards of service and complaint management across the profession.

The Legal Ombudsman (LeO) has published its second set of public interest decisions, reaffirming its commitment to transparency and the improvement of legal service standards. This latest publication includes ten decisions highlighting serious service failings across various legal areas, including immigration, conveyancing, family law and litigation. Recurring issues identified in these cases include missed deadlines, poor communication, inaccurate cost estimates and actions taken without client consent. LeO introduced routine publication of these decisions this year to enhance transparency, strengthen accountability and curb recurring issues in legal services.

The Legal Ombudsman (LeO) has published six Public Interest Decisions (PIDs) relating to conveyancing and litigation matters where legal service standards were found to be inadequate. The decisions identify failures including inadequate advice provision, insufficient essential checks and poor case management. Financial consequences included one client becoming liable for over £23,000 in legal costs after receiving improper advice about discontinuing a claim, another client losing the opportunity to pursue a legal claim after it became time-barred and property buyers discovering that no legal parking rights existed despite completing their purchase on that basis. The cases demonstrate a recurring pattern of providers failing to take reasonable steps to protect client interests, relying on assumptions rather than verifying information and failing to keep clients adequately informed about developments in their cases. LeO directed remedies in all six cases including compensation for financial loss, cost reimbursement and payments for distress and inconvenience.

The Legal Ombudsman (LeO) has published its third set of public interest decisions, comprising eight decisions involving consumer detriment released under LeO's statutory powers. The cases cover conveyancing, litigation, property and financial matters. The decisions highlight several recurring service failures, including title defects, missing planning documentation, unresolved mortgages, and communication breakdowns. To address these issues, LeO directed remedies such as fee refunds, compensation for distress and inconvenience, and corrective actions.

The Legal Ombudsman (LeO) has published enhanced guidance on remedies to help legal service providers resolve complaints more promptly and fairly. In 2024/25, LeO awarded over £3.7m in remedies, with compensation for emotional effects being the most common remedy—appearing in over 85% of complaints where service failings were identified. The guidance offers practical support to providers aimed at addressing the issue that many complaints reaching LeO have not received suitable remedies at first tier. It outlines a fair and consistent process for evaluating and offering remedies, encourages legal service providers to determine appropriate remedy amounts, reassure clients of their fairness and clearly communicate the reasoning behind such decisions.

The Legal Ombudsman (LeO) has published new guidance on the types of disputes that can arise involving legal fees, how to resolve them, as well as how they can be prevented going forward. LeO's plan is to take action to stop complaints involving legal fees and reclaiming them. LeO has been talking with stakeholders including legal providers and legal regulators to make its position clear. The latest intervention follows the launch of refreshed guidance in 2023 after a number of high-profile court cases that put a spotlight on complaints about legal costs. In the aftermath of these cases, consumers have sought refunds of legal fees they’ve paid in the past.

The firm or individual that organises a round of financing, and usually contributes the largest amount of capital to the deal.

A financial institution that arranges and manages a syndicate of banks and agrees to place an issue of securities

The amount of time between the placing of an order for materials/goods and the receipt of the materials/goods ordered and therefore before an item of work can begin. Included in a programme to indicate time required before an item of work can begin.

In a local authority operating Leader & Cabinet executive arrangements, the member elected by the council with responsibility for: determining the size of the Cabinet and appointing the members; allocating portfolios or areas of responsibility and decision-making powers to the various Cabinet Members; and removing and replacing Cabinet Members. Under changes to the Local Government Act 2000 introduced by the Local Government and Public Involvement in Health Act 2007, every authority operating a Leader and Cabinet model of executive must change its executive arrangements to the “Strong Leader” model in accordance with a statutory timetable set out in s.65 and Sch.4 LGPIH Act 2007. Under this model, the Leader is appointed for a 4 year term of office and may only be removed from office by a resolution of full Council.

A regional body (corporate or otherwise) established by specified local authorities in line with a mandatory scheme submitted to and approved by the Secretary of State to enable collective action at regional level (see section 71 of the Local Democracy, Economic Development and Construction Act 2009).

This Practice Note explains the importance of influence, a key leadership skill, and why leaders need to be able to communicate effectively. Leaders need be able to influence those around them but must stop short of manipulation, which is generally recognised immediately and resented. A leader cannot lead in isolation, they need to be able to communicate clearly in a way that will be understood by everyone. Leaders must be able to recognise that communication is a two-way process and clear communication channels need to be established throughout the firm. The ability to listen and act on appropriate feedback is another key requirement of good leadership. How to influence others without being manipulative When leaders think about how they will influence others, often they will focus on the words, eg: • what should I say? • how should I word this email? • what should the message on the intranet say? In reality, the behaviours of a leader carry more weight than words ever can, so if you are looking to influence people,