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<br /> <br />3 <br /> <br />2005041 <br /> <br />6/6/2005 <br /> <br />Police <br /> <br />Claimant's car damage is assessed at <br />between $4,530 and $3, 775 per Kelly Blue <br />Book. Claimant was taken from scene by <br />ambulance and claim filed against the City <br />notes injury to neck, chest, right foot and loss <br />of earnings. Assessment of bodily injury is <br />outstandin , <br /> <br />G. <br /> <br />Litigation Management <br /> <br />Percentile: 82% <br /> <br />Best practices require avoiding litigation where possible and, where it exists, placing an <br />emphasis on a team effort between the administrator and the assigned defense attorney. <br />Such a team effort requires: <br /> <br />· Written assignments to defense attorney outlining the administrator's <br />assessment of the case and providing suggestions for discovery and <br />resolution strategy. <br /> <br />· Obtaining the defense attorney's written litigation plan and budget. <br /> <br />· Consideration of a cost/benefit analysis when deciding to proceed to trial <br />or settle claims to ensure defense costs are controlled and legal expense <br />reserving is realistic. <br /> <br />We graded this component based upon the following criteria: <br /> <br />Grade <br />4 <br /> <br />3 <br /> <br />2 <br /> <br />Criteria <br /> <br />Litigation management activities are budgeted timely. <br /> <br />Litigation management activities are budgeted untimely, but follow up <br />will resolve requirements without increased costs. <br /> <br />Litigation management activities are delayed for prolonged period and <br />immediate action is needed to avoid increased costs. <br /> <br />Litigation management activities will be difficult to budget due to <br />prolonged delays and increased costs are incurred. <br /> <br />Table II-9 illustrates a five-year litigation history. All litigated claims are handled by <br />George Hills. <br /> <br />18 <br /> <br />ARM <br /> <br />Tech <br />