Order in the house

Despite the difficulties of the past, David McIntosh is optimistic that, with the greater clarity of roles, a new set of priorities and a strict corporate plan, the Law Society faces a brighter future

Following a difficult period in the Law Society's history, we have embarked on a progressive scheme of good governance, as a result of which we are beginning to see real improvements.

When I became an office holder at the Law Society just more than two years ago, the Society was at a low ebb.

The council was at war with the president; the previous vice-president had resigned after an independent tribunal upheld complaints of bullying against her; there were serious delays in complaints handling by the Office for the Supervision of Solicitors; and the reputation of the Society, both generally, and specifically in the eyes of the government, was at rock bottom.

No longer was it the perennial question of how effectively the Society could balance its dual roles of representation and regulation - many began to question whether the Society was fit to carry out either task.

A radical programme of reform was evidently required.Such a programme was put in place and at the outset it was resolved that the Society should strive to become a model regulator in addition to measurably improving its performance as a representative body.

A main plank of the reforms was the appointment, in July 2000, of the Society's first chief executive.

This role was to be significantly different from that of the previous secretary-general.

The appointment of a chief executive to head the Society's employed staff was intended to provide clear lines of authority and responsibility, distinct from the responsibilities of elected members.

Let no one be in any doubt as to the major benefits that have derived from this clear demarcation of roles.

The council and the boards are responsible for setting strategic objectives for the Society and measuring their attainment, in addition to the existing role of determining policy.

The staff, led by the chief executive, is responsible for implementation.

Clarity in the definition of our respective functions and areas of accountability has streamlined working practices and harmonised working relationships.

The overwhelming majority, both of elected members and paid staff, is striving to improve the Law Society as a whole.

The other strands to the governance reforms, introduced last summer, have been equally significant.

We now have a broader representation of the profession on the Society's council, considering and focusing on key strategic issues.

Consequently, there is an increased awareness of both the wider concerns of our members, and of the issues affecting the profession as a whole.

The inclusion of five lay members has also lent the council an invaluable perspective - an aid to seeing ourselves as others see us.

For the first time, a scrutiny committee has been established, to ensure that boards operate properly within their delegated powers.

There is now a sophisticated system of checks and balances in place to ensure that we continue to progress in the right direction.

Crucially, the Society is giving issues of equality and diversity the highest priority.

As stated in the new equality and diversity framework, the Society is 'committed to playing a leading role in the elimination of discrimination and the promotion of equality of opportunity and diversity in all its activities as a regulator, a representative body and an employer'.

I am proud that we have adopted that vision and I believe we have the determination to achieve it.

A significant strand of the reforms was the introduction of proper corporate planning for the Society.

The council has signed up to a three-year corporate plan which lays out clearly what the Society hopes to achieve up to 2004.

This is an ambitious programme of work.

We are in no doubt that there are many areas where we can improve our performance, both in our ability to represent the interests of solicitors to government and others, and in our record of handling complaints from the public effectively.

Success does not come easily and I do not pretend that the progress we have already achieved has always happened smoothly.

I also fully expect that the way ahead will occasionally be difficult.

However, when I consider how far good governance, determination and sheer hard work have brought us thus far, I am both optimistic and enthusiastic about our future.

David McIntosh is the Law Society President