“Meadow’s publication on unnatural sudden infant death, though the subject of several methodological and statistically (sic) difficulties which unfortunately infected most of his publications on inflicted injury, was (unexpectedly) particularly helpful in the case of S.”
“[67] The first was where you have a case of brain injury, and an alleged shaking case might be a good example, where the only question is the medical evidence in the case and where the medical evidence effectively collapses during the course of the case. It seems to me that, provided that collapse has revealed a benign causation which renders the parents' evidence otiose, it would be entirely appropriate for the court to intervene. That it rarely does is because almost invariably in those circumstances the local authority, with or without the intervention of the court, makes an application to withdraw.”
“In reaching my decision a number of processes have to be undertaken. The mere expression of opinion or belief by a witness, however eminent, that the vaccine can or cannot cause brain damage, does not suffice. The court has to evaluate the witness and soundness of his opinion. Most importantly this involves an examination of the reasons given for his opinions and the extent to which they are supported by the evidence. The judge also has to decide what weight to attach to a witness's opinion by examining the internal consistency and logic of his evidence; his precision and accuracy of thought as demonstrated by his answers; how he responds to searching and informed cross-examination and in particular the extent to which a witness faces up to and accepts the logic and proposition put in cross-examination or is prepared to concede points that are seen to be correct; the extent to which a witness has conceived an opinion and is reluctant to re-examine it in light of later evidence, or demonstrates a flexibility of mind which may involve changing or modifying opinions previously held; whether or not a witness is biased or lacks independence.”
“In terms of case management authority, I finally refer (but only for reasons that will become apparent) to the earlier decision of this court (Thorpe and Munby LJJ) in Re C (Children)[2012] EWCA Civ 1489 . That was a private law case in which the judge had effectively stopped the proceedings having heard the applicant because he took the view that the application would inevitably fail and that there was no purpose in continuing. In giving the leading judgment, Munby LJ said at [18]: “It is pre-eminently a matter for the trial judge in a case of this sort to determine the form of procedure which will best meet the welfare needs of the children.”
“Rather than seeking to cast doubt on the analysis undertaken by this court in Re S-W (Children) (Care Proceedings: Case Management Hearing)[2015] EWCA Civ 27 ,[2015] 1 WLR 4099 ,[2015] 2 FLR 136 , by which he was bound and which was and remains authoritative guidance on the summary determination of public law care proceedings, he should have applied it.”
“[5] In referring above to established case management practice, I mean in particular Part 12, Ch 3 of theFamily Procedure Rules 2010 (FPR 2010) of which contains special provisions about public law proceedings. Part 12 is supplemented by the Guide to Case Management contained inPractice Direction 12A , which itself incorporates the Public Law Outline. This is not the occasion for a full survey of those provisions, but two points are of relevance to this appeal: (1) The provisions are a self-contained code designed to assist the parties and the court to deal with care proceedings justly and efficiently. Part 12 is a specific application to care cases of Part 1 (the Overriding Objective) and Part 4 (General Case Management Powers) and contains detailed provisions reflecting the spirit of those earlier parts of the Rules. Part 12 is therefore likely to contain all the powers that the court needs, making it unlikely that recourse to the more general procedural provisions will be necessary; at all events, in a case to which Part 12 applies the earlier provisions do not represent an alternative procedural regime. (2) Part 12 and the Public Law Outline are the most recent in a series of initiatives designed to achieve good, timely outcomes in care cases. They set out stages to the process, list matters to be considered at main hearings, promote judicial continuity and set timescales. The aim is to cut down on superfluous hearings, while maintaining some flexibility. So, r 12.25(1) provides for just one case management hearing with r 12.25(2) permitting a further case management hearing only where it is necessary. By r 12.25(4) the issues resolution hearing can itself be a final hearing, where it is possible for all the issues to be resolved. Extensions of time are closely controlled by s 32 of the 1989 Act, which specifically states that extensions are not to be granted routinely and are to be seen as requiring specific justification; this is reflected in r 12.26A. Seen overall, the system encourages and empowers strategic thinking within a standardised framework; indeed, it requires it. It is a deliberate move away from ad hoc case management under which cases often developed organically and without structure. It places very considerable demands on all participants, but that is what Parliament has required for the benefit of the children and families concerned; moreover, experience shows that non-compliance usually causes even greater difficulties.”
“The overriding objective 1.1 (1) These rules are a new procedural code with the overriding objective of enabling the court to deal with cases justly, having regard to any welfare issues involved. (2) Dealing with a case justly includes, so far as is practicable – (a) ensuring that it is dealt with expeditiously and fairly; (b) dealing with the case in ways which are proportionate to the nature, importance and complexity of the issues; (c) ensuring that the parties are on an equal footing; (d) saving expense; and (e) allotting to it an appropriate share of the court's resources, while taking into account the need to allot resources to other cases. Application by the court of the overriding objective 1.2 (1) The court must seek to give effect to the overriding objective when it – (a) exercises any power given to it by these rules; or (b) interprets any rule. Duty of the parties 1.3 The parties are required to help the court to further the overriding objective. Court's duty to manage cases 1.4 (1) The court must further the overriding objective by actively managing cases. (2) Active case management includes– (a) setting timetables or otherwise controlling the progress of the case; (b) identifying at an early stage– (i) the issues; and (ii) who should be a party to the proceedings; (c) deciding promptly – (i) which issues need full investigation and hearing and which do not; and (ii) the procedure to be followed in the case; (d) deciding the order in which issues are to be resolved; (e) controlling the use of expert evidence; (f) encouraging the parties to use a non-court dispute resolution procedure if the court considers that appropriate and facilitating the use of such procedure; (g) helping the parties to settle the whole or part of the case; (h) encouraging the parties to co-operate with each other in the conduct of proceedings; (i) considering whether the likely benefits of taking a particular step justify the cost of taking it; (j) dealing with as many aspects of the case as it can on the same occasion; (k) dealing with the case without the parties needing to attend at court; (l) making use of technology; and (m) giving directions to ensure that the case proceeds quickly and efficiently.” (a) ensuring that it is dealt with expeditiously and fairly; (b) dealing with the case in ways which are proportionate to the nature, importance and complexity of the issues; (c) ensuring that the parties are on an equal footing; (d) saving expense; and (e) allotting to it an appropriate share of the court's resources, while taking into account the need to allot resources to other cases. Duty of the parties Court's duty to manage cases (a) setting timetables or otherwise controlling the progress of the case; (b) identifying at an early stage– (i) the issues; and (ii) who should be a party to the proceedings; (c) deciding promptly – (i) which issues need full investigation and hearing and which do not; and (ii) the procedure to be followed in the case; (d) deciding the order in which issues are to be resolved; (e) controlling the use of expert evidence; (f) encouraging the parties to use a non-court dispute resolution procedure if the court considers that appropriate and facilitating the use of such procedure; (g) helping the parties to settle the whole or part of the case; (h) encouraging the parties to co-operate with each other in the conduct of proceedings; (i) considering whether the likely benefits of taking a particular step justify the cost of taking it; (j) dealing with as many aspects of the case as it can on the same occasion; (k) dealing with the case without the parties needing to attend at court; (l) making use of technology; and (m) giving directions to ensure that the case proceeds quickly and efficiently.”
“The court's general powers of management 4.1 (1) In this Part, ‘statement of case’ means the whole or part of, an application form or answer. (1A) When the court is considering whether to exercise the power to strike out a statement of case, it must take into account any written evidence filed in relation to the application or answer. (2) The list of powers in this rule is in addition to any powers given to the court by any other rule or practice direction or by any other enactment or any powers it may otherwise have. (3) Except where these rules provide otherwise, the court may – (a) extend or shorten the time for compliance with any rule, practice direction or court order (even if an application for extension is made after the time for compliance has expired); (b) make such order for disclosure and inspection, including specific disclosure of documents, as it thinks fit; (bb) direct that any proceedings in the High Court be heard by a Divisional Court of the High Court; (Rule 37.15(6)(b) makes specific provision in relation to Divisional Courts.) (c) adjourn or bring forward a hearing; (d) require a party or a party's legal representative to attend the court; (e) hold a hearing and receive evidence by telephone or by using any other method of direct oral communication; (f) direct that part of any proceedings be dealt with as separate proceedings; (g) stay the whole or part of any proceedings or judgment either generally or until a specified date or event; (h) consolidate proceedings; (i) hear two or more applications on the same occasion; (j) direct a separate hearing of any issue; (k) decide the order in which issues are to be heard; (l) exclude an issue from consideration; (m) dismiss or give a decision on an application after a decision on a preliminary issue; (n) direct any party to file and serve an estimate of costs; and (o) take any other step or make any other order for the purpose of managing the case and furthering the overriding objective.” (a) extend or shorten the time for compliance with any rule, practice direction or court order (even if an application for extension is made after the time for compliance has expired); (b) make such order for disclosure and inspection, including specific disclosure of documents, as it thinks fit; (bb) direct that any proceedings in the High Court be heard by a Divisional Court of the High Court; (Rule 37.15(6)(b) makes specific provision in relation to Divisional Courts.) (c) adjourn or bring forward a hearing; (d) require a party or a party's legal representative to attend the court; (e) hold a hearing and receive evidence by telephone or by using any other method of direct oral communication; (f) direct that part of any proceedings be dealt with as separate proceedings; (g) stay the whole or part of any proceedings or judgment either generally or until a specified date or event; (h) consolidate proceedings; (i) hear two or more applications on the same occasion; (j) direct a separate hearing of any issue; (k) decide the order in which issues are to be heard; (l) exclude an issue from consideration; (m) dismiss or give a decision on an application after a decision on a preliminary issue; (n) direct any party to file and serve an estimate of costs; and (o) take any other step or make any other order for the purpose of managing the case and furthering the overriding objective.”
“[72] ... It is the court which decides what the key issues are, that is the matters of disputed fact and opinion that it is necessary to determine in order to make the ultimate decision asked of the court.”
“[24] The authorities make it plain that, amongst other factors, the following are likely to be relevant and need to be borne in mind before deciding whether or not to conduct a particular fact finding exercise: (a) the interests of the child (which are relevant but not paramount); (b) the time that the investigation will take; (c) the likely cost to public funds; (d) the evidential result; (e) the necessity or otherwise of the investigation; (f) the relevance of the potential result of the investigation to the future care plans for the child; (g) the impact of any fact finding process upon the other parties; (h) the prospects of a fair trial on the issue; (i) the justice of the case.”
“[26] There is no doubt that in family proceedings the court has a discretion whether to hear evidence in relation to disputed matters of fact with a view to determining them. In A County Council v DP and Others[2005] EWHC 1593 ,[2005] 2 FLR 1031 , McFarlane J, at para [24], helpfully identified, by reference to previous authorities, nine matters which the court should bear in mind before deciding whether to conduct a particular fact-finding exercise. I have no doubt that, notwithstanding that in the present case a decision had been made in the exercise of such a discretion to arrange for the disputed facts, in relation in particular to the allegations against A, to be determined at the hearing fixed to begin on7 April 2008 , Her Honour Judge Hughes also even at that stage retained a discretion to decline to conduct it. Nevertheless in my view additional considerations fall to be weighed by a judge who is considering, at the outset of a prearranged fact-finding hearing, whether in effect to abort it. That judge should weigh, with appropriate respect, the previous decision that the exercise should be undertaken and should ask whether any fresh circumstances, or at least any circumstances freshly discovered, should lead her or him to depart from the chosen forensic course. Equally she or he should weigh the costs already incurred in the assembly of the case on all sides and the degree to which a refusal at that stage to conduct the hearing would waste them. Furthermore she or he should weigh any special features such as, in the present case, the facts that a girl then aged 16 had been shown the court room, that she had participated in discussions with the guardian as to the way in which she would prefer to give evidence and that she was thus expecting that she would imminently be giving oral evidence in some way or another, although the judge should not on the other hand ignore the girl's likely apprehension at that prospect. What needs, however, to be avoided at all costs is a sudden decision to abort the hearing in circumstances in which, later, the findings not then made might after all be considered to be necessary. So a judge in the position of Her Honour Judge Hughes on 8 April should in my view act most cautiously before putting the forensic programme into reverse.”