Crook: SRA culture needs to change
A centralised ‘risk and intelligence hub’ should be created and accessible to all regulators to flag up law firms showing early signs of systemic failure, a member of the Legal Services Consumer Panel has argued.
This could help avoid disasters like the collapse of SSB Law, said Paul Crook. This “was not a shock; it was a systems failure foretold”.
Writing on the panel’s website, he said: “For years, the warning lights flashed urgently. Consumer complaints, whistleblower testimonies and conduct reports painted a clear picture of a firm veering towards disaster.
“The true scandal, as an independent report for the Legal Services Board has now laid bare, is not that the Solicitor Regulation Authority missed an obscure signal. It is that the entire system is architecturally designed to fail, preventing anyone, even the oversight regulator, from seeing the full picture until it was too late.”
Mr Crook identified the “artificial chasm” between service and conduct complaints as “a regulatory fiction that sacrifices consumer protection on the altar of bureaucratic convenience”. While the former go to the Legal Ombudsman (LeO), the latter go to regulators.
Whistleblower alerts, meanwhile, “the most critical early-warning system”, were often relegated to separate, “less visible”, channels.
Mr Crook noted: “In the case of SSB Law, over 100 complaints were submitted to the SRA. Yet, reviewed in isolation, they were dismissed as individual service disputes. The regulator saw disconnected puzzle pieces, while the firm was hurtling towards a cliff.”
He said the Solicitors Regulation Authority (SRA) needed to change from “a dispute-resolution mindset to an intelligence-gathering mindset”, where it treats every consumer contact, of whatever nature, as “a critical data point”.
There needed to be a system “that connects the dots we already have”, he went on, “a mandated, centralised Risk and Intelligence Hub, accessible to all regulators, that integrates LeO’s service complaint data, SRA conduct reports and inspection findings, formal and informal whistleblower submissions, critical financial and operational data from firms (e.g. professional indemnity insurance status, bank statements), and data from other bodies, such as the Financial Conduct Authority”.
With this unified data, analytics tools could flag firms showing early signs of systemic failure, Mr Crook explained.
“A cluster of ‘minor’ billing complaints, paired with a conduct report on misleading advertising and troubling cash-flow data, would automatically trigger proactive, targeted supervision, long before a £200 million disaster strikes.”
Regulators should be empowered, and obligated, to act when these integrated analytics hit pre-defined risk thresholds: “Their mandate must shift from reactive clean-up to proactive prevention.”
Alongside this was the need for cultural change at the SRA, overseen by the Legal Services Board.
Mr Crook concluded: “To continue with the status quo is no longer an error of judgment; it is a conscious choice to risk repeated consumer harm.
“The evidence is irrefutable. The technology is available. The models are proven. The only remaining question is: do we have the will to protect the public?”
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