Since the release of the PCHP and CIP, teamwork has improved significantly on several levels. However, in some offices, there is still a culture where pointing fingers is the answer to concerns about the results of enforcement by offices. When Task Force members visited field offices as part of our intelligence gathering, some staff told us that the investigations unit was responsible for the absence of litigation because investigators needed to be trained and continued to focus primarily on solutions, or because the legal department did not adequately support root cause investigations and did not respect the work of investigators. For our enforcement program to be successful, it is important that county managers, regional prosecutors and executives across the agency build a culture where the enforcement process is jointly responsible, from incorporation to litigation, and the results are jointly accountable. There is no magic recipe for running an office as a team, but a good place to start is clearly that county directors and regional prosecutors work together to oversee the law enforcement program in each office. In addition, District Directors and Regional Counsel must invest in the success of case management and litigation programs. The introduction of legal rules to determine the primacy of competing coverage interests on the basis of the CRO receiving regulated information on a fee is to be welcomed, as it greatly simplifies prioritisation and in a way that should be under the control of the entity and the royalty-holder. The new rules are also in line with the rules already in place for registered land. It is likely that submitting the required debit information to the CRO will become a standard closing condition, so the CRO will receive this required information at the same time as the first fee secured loan advance. In summary, the working groups believe that the budgetary constraints that the Commission has had to work with over the past 20 years have had an impact on the effectiveness of our agency`s enforcement program, including our ability to process fees in a timely and efficient manner. The implementation of the PCHP has resulted in a dramatic decrease in fee inventory and a more strategic enforcement program.
Further improvements to royalty treatment, customer service and our strategic enforcement agenda will be limited unless the Commission receives a significant increase in the budget. The budget increase proposed by President Clinton will enable the Commission to make significant improvements in all areas of its work. Another factor that has limited the effectiveness of SARLs is that office performance measurement measures are not directly linked to LEP activity. In the past, the agency has simply measured its success based on objective factors. The draft law will introduce, for the first time, rules of legal priority, according to which priority will be given by reference to the date of receipt by the Commercial Register Office of the information on the tax to be transmitted to the ORC. In the case of corporation tax, if that date of receipt is earlier than the date (or the time if information on two charges is received on the same day) on which the CRO receives information on a competing tax, that levy shall prevail over the concurrent tax, even if the date on which the concurrent charge arises is earlier than the date on which that tax is incurred. This rule applies independently of existing judicial rules determining priority, but (a) it is excluded to the extent that other laws contain rules for determining the priority of security rights in assets of the type covered by competing taxes, and (b) right holders may agree on priorities different from those arising from the provisions of the draft law. While some Commission offices have achieved significant litigation results over the past two years, others have routing slips that do not align with the national targets set in the NEP or the local targets set in their SARLs.
A number of important cases are being prepared for some Offices, which are expected to be filed or settled in the coming months. For others, there is a need to refocus on investigating PIN charges and expedite their investigations. Both working groups agree that the Commission must strategically deploy its limited resources in cases where it will have the greatest impact on discrimination. The availability of a private lawyer usually mitigates the Commission`s involvement in a private action. However, there will be strategic situations where it will be appropriate for the Commission to intervene to represent the public interest, to seek redress from other parties who do not have legal aid, to build cases, to provide an appropriate systemic remedy or to influence the evolution of the law. In order to ensure that the Commission`s resources are well spent, it is essential that all regional prosecutors continue to strictly follow the standards of intervention set out in the Regional Prosecutors` Office Workbook. In addition, the Advocate General should continue to ensure that these standards are met in all cases where the Commission acts. Although the administration has proposed an increase in field staff to reduce the Commission`s fee scale, many of our field offices will experience staff shortages in a number of key areas such as support staff, paralegals and lawyers. In future staffing decisions, National Headquarters should consider the relationship between lawyers and investigators and recognize that a balance between investigators, lawyers, paralegals and support staff will lead to a more effective enforcement program. Experience has shown that it is much more difficult to develop an effective litigation program with only a handful of lawyers in a district office.
While some of our most understaffed legal services have recently been given the authority to hire new lawyers, the need for a “critical mass” of litigators should continue to guide future staffing decisions. It is important to recognize that a viable dispute resolution program fosters the employer`s interest in mediation and other non-judicial means of case resolution. It should also be recognized that lawyers from many field offices play a key role in identifying cases and preparing fees. There must be a sufficient number of lawyers in the EEOC`s field offices to guide investigators in the field in implementing a viable dispute resolution program. According to the NDP, each SARA should “set specific goals and targets. tailored to the legal and factual issues specific to the communities served by each office, as well as to the resources of each office” in the three areas mentioned above. LEPs must also include an implementation document that “outlines the local office`s strategy for using its resources and provides headquarters with essential information for planning, staffing and resource allocation in the field.” The implementation document, as originally presented by the Commission in the NCP, should, inter alia: The securities priority law may seem clear at first glance, but there are still potential pitfalls. As always, when in doubt, it is always best to seek legal advice.
Clause 412 provides that the priority of costs created by an entity is determined by reference to the date of receipt of the details of those fees that must be provided to the CRO (the “required disclosures”), unless legislation other than the Bill determines precedence and submits the rights of the fee holders. agree that different priorities apply. charges. LEPs are also general policy statements by the Commission for each office regarding the local strategy to: (1) give priority to local issues to be pursued through administrative or judicial enforcement; (2) maintain a manageable inventory of fees; and (3) addressing the needs of populations underserved through awareness and education. As OELs are essential for the success of the Commission`s NDPs, they are political statements by the Commission in this regard and, as such, should be coordinated by the Commission. Training priorities should be based on the needs jointly identified, both at the agency level and within county offices, the relationship between NEPs and ELPs and the proposed training program, and the extent to which the priorities contribute to the development of the skills required for our strategic approach to developing major cases. Therefore, we propose that starting in the next funding cycle, the vast majority of training opportunities be funded only to the extent that they demonstrably improve the quality of the Agency`s enforcement activities, whether investigations or legal activities.