“Thanks for your help in getting this case settled. I know that all of my clients were impressed with your efforts in moving the case to closure.”
– WAMS Client
Riveka Crooms, WAMS Compliance Manager, was recently awarded as one of Pierce County’s Adult Volunteers of the Year for her work in the youth diversion program in Juvenile Court. Congrats!
Bill Rush is taking his wife on a cruise to the Far East via the Suez Canal and Somali coast, hoping to avoid pirates along the way. Bon Voyage!
Kudos to Cliff Freed for providing pro bono mediation services in a church-employment matter. Everyone involved was very appreciative.
Thank you and well done Kathleen Wareham for serving on the 17th Annual NW Dispute Resolution Conference Committee, helping to line up sponsors, speakers and topics to make the conference a continuing success. The conference takes place on the first weekend in May each year at the University of Washington School of Law.
By: Michele Sales | Mediator, Arbitrator
A good mediator recommends that the parties draft and sign a Memorandum of Settlement at the conclusion of what appears to be a successful mediation. The Washington Supreme Court recently re-emphasized the need for such a writing in its decision of In re Disciplinary Proceeding of Bradley R. Marshall , 279 P.3d 291 (2009).
Part of the complaint against attorney Marshall involved whether a settlement had been reached at mediation1 by a King County Superior Court Judge. The court noted that “most, if not all, of those present believed some settlement was intended”2 , including the judge.3 However, two of the Plaintiffs decided that they did not want to settle. Shortly after the mediation, the Defendant’s counsel sent a release and settlement agreement that those two Plaintiffs refused to sign. According to the charges and findings, Mr. Marshall then attempted to force those clients to proceed with the settlement against their wishes.
While the facts of the Marshall case are not ones we hear about on a regular basis, the issue of one party trying to renege on a settlement does raise its ugly head at times. It may occur because someone close to the party (spouse, parent, significant other) who did not attend the mediation and witness the reasons or basis for the settlement tells the party that settlement was a bad idea. Other times, it may simply be that a party changes his or her mind after thinking about the day’s events over night. Worst of all, it may be that the party felt compelled by his attorney to agree to a settlement. Whatever the cause, it is worth revisiting the idea of signing a memorandum at the conclusion of mediation and what needs to be in that writing.
CR 2A states, “No agreement or consent between parties or attorneys in respect to the proceedings in a cause, the purport of which is disputed, will be regarded by the court…unless the evidence thereof shall be in writing and subscribed by the attorneys denying the same.” In similar fashion, RCW 2.44.010 (1) states that an attorney has the authority to bind his client, but that the court shall disregard all agreements “unless such agreement … [is] signed by the party against whom the same is alleged, or his attorney.”
Washington law has been clear since the early 1980’s that standard contract law governs whether the parties have reached a settlement. Stottlemyre v. Reed , 35 Wn.App. 169, 665 P.2d 1383 (1983). It is interesting to note that although the agreement in Stottlemyre was only an oral agreement, the appellate court found that the attorney’s written representation in an affidavit that a settlement was reached was sufficient to meet the “signed by the party…or his attorney” provision of the statute. Some might say that this ruling was appropriate because “the law favors the private settlement of disputes and is inclined to view them with finality”.4 But counsel should not rely on such a creative interpretation of the Rule and statute and should make sure that a settlement document is created and signed.
Subsequent cases have flushed out the court’s holding in Stottlemyre by clarifying that a party’s subjective intent not to be bound until the execution of a final settlement agreement will not void an otherwise enforceable settlement agreement.5 However, the agreement must not have been reached by fraud, coercion or mistake.6
The signature of the party’s attorney is not needed if the party has signed.7 Alternatively, Stottlemyre holds that an attorney’s signature alone is adequate to bind the party assuming all other things are equal. In this instance, however, the practical effect is likely to be that the party fires his attorney and institutes a malpractice action.8
But the courts have said that the settlement memorandum must refer to all material terms, or there is a basis to challenge whether a settlement was reached. In Howard v. DiMaggio 70 Wn.App. 734, 855 P.2d 335 (1993), the appellate court found that attorneys simply agreeing on the settlement amount (cash plus repayment of the Plaintiff’s PIP carrier) did not cover all material terms. The appellate court found that the Plaintiff had not agreed to sign a medical guaranty letter, had not agreed to “the details of the release and hold harmless documents”, and had not agreed who would be the designated payees on the check. Thus, the alleged settlement agreement was not considered enforceable.
Similarly, in Lavigne v. Green 106 Wn.App. 12, 23 P.3rd 515 (2001), the parties attended a mediation at which they agreed on an amount of settlement. No writing was signed. Allegedly, the insurance adjuster at the mediation said there “were no additional terms or provisions or conditions on the settlement”.9 However, a release was sent that included indemnification, hold harmless and full release language. The party seeking to avoid the agreement essentially conceded that his real disagreement was about the amount of the settlement, but because he raised a genuine issue of material fact on the other terms, the appellate court sent the matter back to the trial court for determination.10
My strong recommendation is to make sure a memorandum is signed when you believe you have reached a settlement. In a personal injury action, the memorandum should indicate the amount of settlement, that all claims will be released, that an indemnification and hold harmless as to subrogated interests will be signed along with a release, that the lawsuit (if any) will be dismissed with prejudice and without costs, and that the parties acknowledge that the agreement is binding and enforceable. Defense representatives may simply choose to bring a standardized settlement agreement and then later supplement it with a document that acknowledges receipt of the settlement check by the plaintiff.
In an employment case, the extent of the terms can be much more involved. While a mediator can assist in drafting a memorandum during or at the end of the mediation, a better practice is for defense counsel to provide a copy of a proposed settlement agreement to plaintiff’s counsel prior to the mediation and then make changes as the mediation proceeds throughout the day. Not only are the non-monetary terms (ie, confidentiality, no re-hire, no application for rehire, no disparagement, etc.) outlined for the plaintiff’s attorney clearly and concisely, but you have given the plaintiff plenty of opportunity to seek more information about the meaning of terms before signing.
While these suggestions provide no guarantee that your mediated settlement agreement will not be challenged, your client should be better protected by taking these affirmative steps in mediation.
By: Penny Gans | WAMS Staff
Don Kelley and WAMS go back a long way. Their paths first crossed in the late 1980’s when Don, a prominent plaintiff’s attorney in Tacoma, represented a client in a mediation conducted by Seattle ADR pioneer Alan Alhadeff, director of the WAMS mediation panel at that time. Throughout his career, Don had developed an appreciation and respect for both sides of the cases he tried. He always looked for ways to help his clients achieve satisfactory outcomes of their claims while avoiding the oppositional nature of litigation. He has always been regarded as a worthy yet reasonable plaintiffs’ advocate who earned the respect of his peers. The mediation process fascinated him from the start and suited his personality. When he was ready for a new professional challenge in 1989, WAMS invited Don to participate in its intensive mediator training program and join the WAMS panel.
Since joining WAMS, Don has mediated more than 3,500 injury, commercial and tort claims in the Pacific Northwest and throughout the United States. For many years, Don also maintained his private law practice, feeling that continuing as a working attorney helped him as a mediator, and vice versa. In response to an increasing mediation caseload, Don finally closed his office in 2005 and became a full-time mediator.
Don has strong feelings about the mediation process and the proper role of the mediator. He believes the participants in mediation must have faith in the confidentiality of the process and the absolute neutrality of the mediator. He feels that clients are justified in expecting that their case will be resolved during the period of time allocated to the mediation. He works very hard to achieve settlement during the scheduled mediation session, believing momentum can be lost if the mediator “adjourns” the mediation in favor of telephone follow-up. Don’s years of experience with clients and juries enables him to quickly clarify issues and raise “talking points” with all parties. He asks questions which help each party visualize what the other parties might be thinking. Don looks for opportunities to humanize and personalize each room to the other side, feeling that the effort will encourage the parties to listen to each other and negotiate instead of argue. As one of his many satisfied clients wrote, “One presumes that you enjoy mediating. It sure looks that way.”
A creative mediator, Don is also creative in his personal life. He is an accomplished photographer, having honed his skill as a TV news and sports cameraman while still a student at the University of Washington. Don also walks (rather, drives) on the wild side, as a sports car buff and avid fan of Formula One auto racing, which he has observed up close in England, Canada, France, Germany, Austria and the Netherlands. Don and his airline pilot son periodically tune up their driving skills at the Laguna Seca competitive race course in Monterey, California. According to Don, the racing instructors driving Dodge Neons on the corkscrew track are more than a match for the students who drive racing-type formula cars. Don definitely knows how to make a highway-patrol-style U-turn! Don also enjoys sailing, dabbling in creative writing and playing the occasional round of golf “with a relaxed attitude”. Don’s professionalism and that relaxed attitude are much appreciated by his mediation clients at WAMS.
The advantages of a WAMS “short notice” mediation:
WAMS is delighted that Teresa Sidlowski has joined the organization to provide staffing support in the Tacoma office and bookkeeping help with the Lemon Law and other programs based in the Seattle office. Teresa has an extensive background in accounting, finance and office management, so WAMS is fortunate to have someone with her experience on a part-time basis.
In other news, WAMS mediator Bill Joyce recently contributed to a regional survey of mediators, attorneys and judges regarding confidentiality in the mediation process. The study was conducted by the Albers School of Business & Economics at Seattle University. The findings from that study were just published as “The Promise of Confidentiality in Mediation: Practitioners’ Perspectives” in The Journal of Dispute Resolution (Vol. 2009, No.1), a publication of the University of Missouri School of Law.
By: Margo Keller | Mediator, Arbitrator
I do love to buy from a family business. I especially enjoy the immediacy of knowing the person who picked my carrots at the organic farm, stomped my grapes at the winery, or smoked the salmon that I’ll place on the table. I value the local banker who handles my business and the neighborhood restaurateur who knows just what I like to order. I believe in “the family business ethic,” like watching a father and daughter operate their law firm together, learning from each other along the way. All of this just confirms many core social and economic values. But, in my experience, a family-run business must develop strong conflict resolution skills to remain viable through the generations and continue on the path of success.
Some family businesses are great role models for healthy communication and positive conflict resolution. Others suffer from unique barriers to reaching agreement, often issues which actually originate in the familial relationship.
CLASSIC CONFLICTS
Consider the following cases:
COMMUNICATE: WHAT’S OUR DEAL?
How many of us are assertive in a general business setting but cannot confront our father or older sibling? Sometimes it is very difficult for members to overcome the family dynamic to communicate messages of change, approval or dissatisfaction. Family members can transport notions of fairness or patriarchy from the kitchen table to the board room without considering factors such as merit, aptitude, work ethic or profitability.
The time for tough talk is never as good as when the deal and the parties are just coming together. Discuss and hash out: who is contributing what, who makes what decisions, what happens if more capital is needed, when and how profits will be distributed, and what buy-sell provisions will be implemented if one party wants out. Communicate and then put those agreements in writing. No written agreement should be postponed under the theory of: “we are family and we trust each other”. Trust deepens after good communication and the execution of a good written agreement.
NEGOTIATE: WHAT ARE OUR INTERESTS?
When differences arise, focus on interests rather than positions. Your position is what you have decided on: “I want a controlling percentage in this LLC”. Your interest is what motivates you-what lies behind your position: “I need to make sure no one can fire me until I retire”. Once the interest is understood, the other member may be able to address the interest and agree to a long-term employment agreement which can only be terminated in the event of gross misconduct, or perhaps, the parties can require unanimous or supermajority votes in certain areas to protect the non-controlling members.
In almost all cases of family business conflict there is an overriding interest in preserving the family relationship. If parties learn to negotiate based on interests rather than positions and agree to place this shared interest as paramount to any negotiation, they will have a greater chance of success. Advisers to family businesses should recognize and respect this shared interest and acknowledge that sometimes, protection of the ongoing relationship is far more important than the particular conflict. Without this recognition, Thanksgiving dinner can become a pretty tense affair.
MEDIATE: WORK BEYOND A WIN-LOSE PARADIGM AND DEVELOP CREATIVE OPTIONS FOR SETTLEMENT
When family members take their dispute to trial, someone is generally regarded as the “winner” and the “loser(s)” may be forever alienated. Not only is there a resulting alienation from the business but more importantly, disputing family members can become permanently estranged from the larger family.
Mediation can provide an opportunity to be creative and develop solutions well beyond what a court could do if the parties went to trial. Maybe the parties can craft tax-advantaged results, agree on payment plans for a buy-out, or at least stipulate to appraisers and a process for resolution. Consider mediating a dispute before a lawsuit has been filed, before the tension from a deposition has hardened hearts (and spouses), and before the pie has been reduced by legal fees. Alternatively, consider mediation once the discovery has been completed but well before the trial date where settlement offers can still reasonably be compared against the risks associated with trial.
Mediation can also assist the parties in negotiating new ways of doing business, such as:
The family business is often touted as our country’s key to economic recovery. Therefore, the key to resolving conflict in the family business involves three components. First, engage in early communication that addresses specific family issues and the “deal” of being in business together. Second, practice negotiation that recognizes the primary need to preserve relationships. Finally, use mediation which depends more on creative problem solving than a model of winning versus losing.
Mr. Hanchett is Of Counsel with the Seattle law firm of Lasher Holzapfel Sperry & Ebberson. He started with the firm in 1988, focusing his legal practice in the area of debtor-creditor, commercial litigation and corporate financial matters. In 2005, he left the general practice of law and became in-house counsel for one of his long term clients, a real estate development company. In that capacity, he was in charge of negotiating complex acquisition contracts and the sale of developed properties to national home building companies as well as overseeing disputes and litigation associated with the real estate transactions. This combination of experiences in law and business has given Mr. Hanchett a unique perspective on problems and solutions involving corporations, financial institutions and small-business owners, in particular.
Mr. Hanchett’s primary mediation practice focus is on commercial dispute resolution of cases generally involving fiduciary relationships, financial transactions, debtor-creditor problems and potential or actual litigation and/or bankruptcy. His client emphasis as a mediator includes banks and other financial institutions, profit/non-profit corporations and their Directors, small business owners, real estate companies and developers. He is an experienced litigator in Superior and Federal courts and is a frequent speaker at Continuing Legal Education seminars.
Jean Magladry maintains an active trial practice in Bellevue Washington, where she emphasizes personal injury claims resolution involving motor vehicle accidents, medical malpractice, premises liability, aviation and products liability issues. She has specific experience with cases involving wrongful death and catastrophic injuries, having tried cases lasting four weeks or more. She is an Eagle member of the Washington State Association for Justice, a frequent speaker at seminars and formerly served on its Board of Directors.