EARLY CASE ASSESSMENT

Transcription

1 EARLY CASE ASSESSMENT Getting An Early Edge: How Robust Early Case Assessment Can Help You Quantify Litigation Risk, Provide Better Settlement Opportunities, And Develop An Overall Cost-Effective Winning Strategy

2 PAUL HASTINGS EXPERIENCE WITH EDR/ECA 2 Assisted GE in developing award winning ECA program that has been in existence over 10 years Assisted in developing similar programs for JPMorgan Chase, Schering Plough, LexisNexis, Samsung and other corporations Trained in-house legal departments to conduct ECAs Programs vary, but all reduce money spent on outside counsel leading to quicker and better results for clients

3 EARLY DISPUTE RESOLUTION ( EDR ) PROCESS 3

4 WHAT IS EDR? 4 Disciplined process designed to facilitate best strategic approach to resolving conflicts based on sound understanding of key business and legal issues and risks/benefits to the Company Not a substitute for litigation counseling Executional excellence, not process for process sake Thoughtful resolution, not capitulation

5 CONFLICT ARISES 5 EDR Indications Conflict Arises The conflict is a threat to existing business relationships The conflict poses a regulatory or financial risk to the business The conflict is a threat to corporate reputation The conflict is part of an emerging pattern Unable to resolve conflict informally, or Conflict may result in litigation

6 CREATE EDR TEAM 6 Business or legal colleague notification to litigation group Counsel performs preliminary case assessment (approximately 10 days) Nature of dispute Apparent amount at risk Business and/or regulatory issues Identification of stakeholders and marketplace perception Document retention issues Risk Management notification, if necessary Counsel assembles team, as necessary Business contact Subject matter expertise within business Outside counsel

7 CREATE EDR TEAM (CONTINUED) 7 Perform Early Case Assessment if: Financial Risk Over $1 Million Major Corporate Reputation Issues Major Precedent Issues Potential Pattern e.g., Consumer Class Action or Mass Torts Corporate Reserve or Discretion of Litigator

8 WHAT IS ECA? 8 Defined strictly as early case assessment Not exactly correct, as really should be early dispute assessment For example, ECAs can be used to review compliance issues or make decisions about whether to file litigation ECA should be in writing but report can take many different forms; no one right solution for any company, bank or firm Bottom line: brief but thorough analysis at beginning of dispute (within days) that helps party to assess litigation risk, explore settlement options that are both economic and noneconomic, and ultimately develop a targeted litigation strategy if necessary

9 ECA PROCESS 9

10 KEY ELEMENTS OF ECA 10 Preliminary Review and Assessment of Available Facts and Law Interview witnesses and review key documents (do not forget s, though should not consume process); balancing act depending on size of matter Review underlying history Legal research as necessary Preserve Information Limitation Do not have other sides documents/ s and have not interviewed their witnesses to determine credibility, etc. Damage Assessment (Include Legal Fees and Costs) Surprisingly, most overlooked part of many ECAs Do not be afraid to consult experts to assist in review Look for indemnification/insurance coverage Limitation - Litigation budgets can be difficult to predict at beginning of case

11 KEY ELEMENTS OF ECA (CONTINUED) 11 Forum Issues Assess judge, venue, and opposing counsel If jury, research verdicts in jurisdiction and likely jury charges Local counsel knowledge can be invaluable here Non-Economic Factors and Historical Information Regarding Opposing Party Second most overlooked part of most ECAs Other relationships with present adversary (important to explore possible business solutions not necessarily related to dispute) Company reputation and precedent issues Impact on other potential litigation Industry trends

12 KEY ELEMENTS OF ECA (CONTINUED) 12 Assessment of Each Party s Objectives Should not just be simply win Prioritize factors such as litigation cost v. precedent v. copycat exposure v. regulatory issues v. insurance coverage v. marketplace reputation Settlement Range / Non-Monetary Solutions Analysis needs to be focused Don t be afraid to push outside counsel to give specific settlement ranges with rationales (understand though it is an early case assessment) Analyze non-monetary solutions as do not need to wait until mediation to think creatively Develop a Preliminary Dispute/Remediation Plan Develop plan before significant expenses incurred Remember mediation and other EDR options Preliminary litigation strategy if no realistic settlement plan

13 MOST COMMON OBJECTIONS 13 No Need to Formalize Process That Already Exists More Paperwork Many in-house and outside lawyers conduct some form of ECA already but rigor of having to do thorough analysis and make recommendations in writing leads to more critical, focused thinking Informal ECA often ignores damages or non-economic factors; analysis tends to be more superficial Just Another Litigation Expense Not Worth It General Electric has proven that ECA actually leads to costs savings on outside counsel and litigation judgments (i.e., in first few years GE litigation expenses reduced from $120 million to $69 million) Often leads to earlier resolution with less costs Alternative is generally later settlements with greater litigation costs; at minimum more targeted litigation strategy

14 MOST COMMON OBJECTIONS (CONTINUED) 14 Analysis Is Too Preliminary To Be Useful Not true if company follows steps outlined in presentation Spend extra time to really understand damages and noneconomic factors which will often drive settlement/litigation strategy s are critical but keywords are often necessary Not Helpful In Highly Complicated Cases Given Volume of Information Usually most helpful in highly complicated cases Developing litigation strategy even more important when cases are complex

15 MOST COMMON PROBLEMS WHEN CONDUCTING ECAS 15 Damage analysis is superficial or non-existent ECA is either too long or lacks executive summary for busy executives know your audience Nothing committed to writing so lose much of the discipline of the process Afraid to take position in writing regarding liability, damages or both Failure to take into account no review of other s side witnesses or documents; it is an early case assessment Fail to update or view ECA as last word on settlement/litigation strategy consistently use ECA as tool to drive settlement and litigation strategy with appropriate updates Failure to work as a team between in-house and outside lawyers

16 REASONS MORE COMPANIES ARE CONDUCTING ECAS 16 Some form of formal program tends to work best Better settlements More opportunity to early on review potential business solutions Refined litigation strategy if necessary Reduce fees and expenses for legal departments facing costs pressures from business clients Good tool for communicating with internal business clients; helps avoid surprises Can assist in reports to management / reserve analysis Part of larger EDR process where early analysis and critical thinking are key

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