Not all of the above will apply to every barrister led
organisation and each set needs to consider what works best
for them. However the challenge remains that the successful
“chambers” of the future will need to:
1. Be flexible and capable of responding effectively to new
challenges, and
2. Deliver the correct balance between the individual
interest of the barristers and the long term development
of the set.
There is no “one size fits all solution” but the following
demonstrates how a little thought may deliver a solution.
There are already a number of sets where the chambers
itself is a limited company providing traditional services to
its members. At present these companies are typically set
up as not for profit and designed purely to provide some
financial protection.
A logical step would be to take advantage of the changing
regulations and develop these limited companies into
profit centres in their own right. They will still focus solely
on providing services to their membership as before
but members who wish, or are invited, will also become
shareholders and directors of the limited company.
This will limit the voting power of the non-shareholding
membership. However these are the de-facto customers
of the “Chambers Co.”. Delivering high quality and cost
effective services to them must remain the primary focus.
The Chambers must still meet its compliance duties,
including the principles of the cab rank rule.
The enhanced structure has the opportunity to strengthen
the leadership in delivering future security for the se