A rehabilitation case manager helps turn a person's assessed needs into a coordinated plan: identifying priorities, arranging suitable services, following up referrals and checking whether the plan works in daily life. The role can be valuable after a serious injury when several providers, funding decisions and family responsibilities overlap. It does not replace treating clinicians, determine legal liability or guarantee that every recommended service will be funded.
For someone considering a serious injury claim in England and Wales, the important questions are practical. Who appoints the case manager? What qualifications and experience fit the person's needs? Who receives reports? Who approves spending? What happens when a provider cannot deliver, or the injured person disagrees with the plan? Clear answers reduce the risk of a well-intentioned appointment becoming another source of confusion.
This guide explains those decisions and provides a rehabilitation roles map. It concerns coordination and evidence, not medical treatment instructions. Rehabilitation arrangements differ, including NHS, local authority, privately funded and insurer-funded support. The availability and terms of any service must be checked in the individual case.
Assessment and goals: start with the person's priorities
An assessment should describe everyday needs
An initial assessment may explore the person's current function, environment, support, treatment and goals. A useful report explains the evidence behind its recommendations. It should not simply convert a diagnosis into a standard package. Two people with similar injuries can face different barriers because of their homes, occupations, family arrangements, communication needs and existing health conditions.
Prepare concrete examples before the meeting. What happens when you try to wash, prepare food, leave the house, manage appointments or complete a familiar task? What help is already provided? What is difficult only at particular times? Describe improvements as well as problems. The assessment should understand your actual position, not an account shaped to justify the largest budget.
Tell the case manager about relevant support already in place. Duplicating a service may create incompatible advice, unnecessary appointments or disputed invoices. Equally, a service appearing on a discharge plan may not yet be available in practice. Distinguish a referral made, an appointment booked and a service actually delivered.
Goals should be meaningful and revisable
“Improve independence” is a useful ambition but an incomplete working goal. A more practical goal describes an activity, the support currently required, the next achievable step and how progress will be reviewed. The clinical team should guide what is appropriate; the case manager can coordinate the actions needed to pursue it.
The person's own priorities matter. Returning to a valued family activity may be more important initially than a professional's assumption about employment. A goal should not be imposed merely because it fits a provider's standard programme or an insurer's preferred timetable. Discuss what success would mean to you and what trade-offs you are willing to make.
Goals can change as recovery and circumstances develop. A plan should show why a target was revised rather than treating every change as failure. If a task becomes achievable through adaptation rather than recovery of a particular ability, that may still represent useful progress. The record should explain the method and any continuing support.
Keep assessment, treatment and litigation opinions distinct
The case manager may have a clinical background and may gather detailed information, but the appointment does not automatically make every report an independent medico-legal opinion for court. Ask what the report is intended to do, what expertise supports it and who commissioned it.
A treating professional focuses on care. A litigation expert has a different evidential role and, when instructed as an expert under the civil rules, duties to the court. A case manager's observations can be relevant without replacing a necessary expert assessment. This distinction helps avoid confusion when one report recommends a service while another addresses causation or the future duration of need.
The personal injury pre-action protocol encourages consideration of rehabilitation needs and refers to the Rehabilitation Code. That framework supports early attention to recovery; it does not mean that every proposed programme is automatically accepted, clinically suitable or legally recoverable.
Provider coordination: make responsibility visible
Create one current service map
A serious injury rehabilitation plan may involve hospital specialists, a GP, therapists, equipment suppliers, carers, an employer, social care and family members. The problem is often not the absence of professional involvement but the gaps between separate systems. A case manager can help identify those gaps and track the agreed actions.
Use a map showing each provider's role, referral status, next action and contact route. Record whether the person has consented to the relevant information sharing. A single point of coordination does not mean every organisation can release every record without considering its responsibilities.
Keep the map current. A provider who has discharged the person should not remain listed as responsible for a future review. A referral that was declined needs a new decision, not another month of waiting under the same heading. The case manager's value is partly in making these unresolved transitions visible.
Check how recommendations fit together
A new therapy appointment may be individually reasonable but impractical alongside travel, existing treatment and the person's tolerance for activity. Coordination should consider the combined schedule. The appropriate clinicians need to advise on clinical compatibility; the case manager can identify clashes and arrange communication.
Equipment can create similar dependencies. A recommended item may need a home assessment, space, training or another adaptation before it can be used. Ordering it before those questions are resolved can waste money and delay the intended benefit. A delivery date is not evidence that a need has been successfully met.
For each recommendation, ask what must happen first. This simple dependency check can prevent a plan from becoming a collection of disconnected purchases. It also gives funders a clearer explanation of why a particular assessment or preparatory step is necessary.
Follow up failed handovers
A common difficulty arises when one service assumes another will take over. Discharge paperwork might say community therapy has been requested, while the receiving team has no accepted referral. The injured person and family may be left uncertain about whom to contact.
A case manager can verify the actual position, identify missing information and document the next action. The record should distinguish administrative delay from a clinical decision that the service is unsuitable. Different causes require different responses.
Do not infer that the case manager can override eligibility rules or compel a provider to accept a referral. Ask what escalation or alternative assessment is available and who has authority to make that decision. A clear explanation of limits is more useful than an unsupported promise to arrange everything.
Funding arrangements: separate recommendation from approval
Who has commissioned the work?
An appointment may be made by the injured person, a solicitor, an insurer or through a jointly agreed arrangement. Ask for the written scope. It should identify the client or commissioning parties, the services included, the fee basis, reporting arrangements and the process for changing the work.
Do not assume that a referral from a solicitor means the solicitor pays every invoice. Nor should you assume that an insurer-funded assessment commits the insurer to fund every recommendation. The commissioning terms and later approvals may be separate documents.
Before work begins, clarify who can authorise expenditure. If the case manager can arrange only an assessment, a later instruction for ongoing coordination may be needed. A well-defined initial task can prevent unexpected bills and disagreements over whether a service was requested.
Use a budget that explains purpose
A useful budget identifies the service, reason, quantity, rate, proposed period and review point. It should distinguish assessment, treatment, travel, equipment, administration and coordination costs. Bundling them together can make it difficult to see what has actually been authorised.
Ask whether VAT, cancellation charges, travel time, report preparation and meetings are included where relevant. Rates and charging arrangements differ, so avoid relying on a generic online estimate. Obtain the provider's current terms and any specific approval from the payer.
A budget is not a clinical instruction. It should follow an appropriate assessment of need. Conversely, an assessed need does not itself resolve who will pay. Keep those two questions linked but separate so that a funding dispute is not mistaken for a clinical conclusion that support is unnecessary.
Plan for funding gaps and endings
Temporary support needs an end or review date and a contingency plan. If funding is expected to stop after an initial period, the person should know what will happen to ongoing appointments, equipment hire or care arrangements. A plan dependent on an unconfirmed extension is not secure simply because renewal is anticipated.
Ask how urgent issues will be handled while a funding request is considered. The case manager may help present the need and evidence, but cannot promise approval. Where clinical safety is involved, contact the appropriate treating or emergency service rather than relying on an administrative funding process.
When a claim settles, coordination and treatment do not necessarily stop automatically, but the funding arrangements may change. Ask who will commission continuing work, how invoices will be paid and what handover information is needed. Settlement planning should include this transition where ongoing rehabilitation is expected.
Where the immediate issue is a therapy invoice or proposed programme, Funding Physiotherapy While a Claim Is Ongoing separates clinical recommendation, payment agreement and eventual recovery of costs. The case manager’s coordination plan should reflect those distinctions.
Independence and reporting: understand the relationships
Professional judgement and commercial relationships
A case manager should explain relevant professional qualifications, experience and working arrangements. Ask about experience with the type of needs involved, not simply years in the industry. A complex communication difficulty, paediatric case or specialist equipment issue may require particular expertise and collaboration.
Also ask about financial or ownership relationships with recommended providers. A connection does not by itself prove that a recommendation is unsuitable, but transparency allows informed scrutiny. You should understand whether the case management business also supplies care, therapy or equipment and how alternatives are considered.
Avoid treating the word “independent” as a complete answer. Independence can mean different things in a marketing description, a joint instruction and expert evidence. Ask who gives instructions, who pays, who receives reports and what professional obligations govern the work.
Reports should distinguish observation and interpretation
A useful progress report separates what the case manager observed, what the person reported, what family or providers said and the manager's interpretation. Those categories can all be valuable, but they should not be blurred. A telephone update is different from a direct observation in the home.
Dates matter. A report written today may describe an appointment several weeks earlier. If circumstances changed in the meantime, that should be clear. Avoid allowing an old difficulty or temporary improvement to become the permanent description of the person's current function.
Ask how factual corrections are handled. If a report states that you declined a service when you actually could not attend because transport failed, provide the relevant correspondence. Correcting that fact differs from demanding removal of a recommendation you dislike. Keep both the original report and any correction or addendum.
Consent and privacy need practical attention
Rehabilitation coordination can involve sensitive information about health, family life, work and finances. Ask what information is needed, why, who will receive it and how it will be stored. Consent should be discussed in a way the person can understand, including support with communication where appropriate.
Do not assume every relative is authorised to receive all reports. Agree who may be involved and what their role is. Equally, a person may want help from a trusted relative to understand appointments without giving that relative control over every decision.
The Information Commissioner's health information guidance explains that health information is special category data requiring the relevant data protection conditions. The precise responsibilities depend on the organisations and processing involved. Ask providers for their privacy information rather than relying on a general assurance that the material is confidential.
The rehabilitation roles map
The following map is designed for a planning meeting. It is not a statement that every case needs every professional. Add names only when an appointment or responsibility has actually been confirmed.
| Role | Main question | Typical contribution | Boundary to confirm |
|---|---|---|---|
| Injured person | What matters to me? | Priorities, consent and feedback | How choices and communication support are recorded |
| Treating clinician | What care is clinically appropriate? | Diagnosis, treatment and clinical review | Who handles urgent clinical concerns |
| Therapist | How can relevant activities be supported? | Discipline-specific assessment and intervention | Scope, goals and review arrangements |
| Case manager | How will agreed support fit together? | Coordination, tracking and reporting | Authority to book services and spend money |
| Solicitor | What legal steps protect the claim? | Evidence, funding advice and proceedings | What work has been accepted under the retainer |
| Funder | What expenditure is approved? | Payment decisions under the arrangement | Duration, limits and approval conditions |
| Family helper | What support is actually being given? | Observations and agreed assistance | Availability, consent and sustainable limits |
| Employer or education provider | What participation is practical? | Information about duties and adjustments | Who agrees and reviews the arrangement |
Add decision routes, not only telephone numbers
For each role, record the issue that person can decide. The case manager may coordinate a discussion but cannot authorise a surgical procedure, determine legal liability or change an employment contract. A family member may provide information without having legal authority to make the injured person's decisions.
List an escalation route for unresolved tasks. If transport has not been arranged, who contacts the provider and by when? If a clinical recommendation is unclear, which clinician can clarify it? If funding is declined, who reviews the decision and what additional evidence may be relevant?
A map becomes useful when it prevents an issue from being passed indefinitely between organisations. Review it after discharge, a provider change, a major goal revision or settlement. Remove outdated entries and record the date of the current version.
Make the first meeting productive
Prepare a short, factual information pack
Bring the relevant discharge information, current appointments, medication list supplied by your clinical team, existing care arrangements and practical concerns. The case manager may request further records with appropriate authority. You do not need to write a complete medical history from memory before the meeting.
Identify your three most important difficulties. These might concern getting to appointments, understanding a crowded schedule or returning to a particular daily activity. Explain what help has already been tried and whether it worked. This gives the discussion a useful starting point without preventing a broader assessment.
Tell the case manager about communication or accessibility needs before the appointment where possible. Ask for an agenda, breaks, written follow-up or another format if helpful. An assessment that exhausts or confuses the person may produce a less accurate understanding of their priorities.
Ask how the plan will be agreed
After assessment, request a plan that distinguishes proposed actions from approved actions. Each should have an owner and review date. You should be able to see what will happen next without having to interpret a lengthy narrative report.
Ask which recommendations require your consent, clinical input, funding approval or another assessment. If a recommendation is disputed, record the reason and the next step. Silence should not be treated as agreement when the person has not understood the proposal or received the necessary explanation.
The plan should also identify what will not be done yet and why. This is not necessarily a refusal of support; sequencing can be sensible when several actions depend on one another. The explanation should be specific enough to distinguish a deliberate sequence from an overlooked task.
Review progress without reducing recovery to a score
Measure useful changes
Progress can include less assistance, better access to activities, improved confidence in managing a routine or a more workable schedule. The appropriate measures depend on the person's goals and professional assessment. A count of appointments attended does not establish that rehabilitation has achieved its purpose.
Ask what information will be reviewed and how often. Where a clinical outcome measure is used, the relevant professional should explain its meaning and limitations. Do not treat a small numerical change as proof of permanent improvement or failure without context.
Include the person's experience. A plan can meet administrative targets while being impractical at home. Report travel burden, repeated cancellations, conflicting advice and activities that remain inaccessible. Those observations help the team adjust delivery rather than merely increase the number of appointments.
Recognise stalled progress and changing needs
If a goal is not being achieved, ask why. Possible explanations include an unsuitable target, a service delay, environmental barriers, a change in health or a need for another assessment. Avoid blaming the person automatically for a plan that has not worked.
Likewise, do not assume every plateau requires more of the same service. The appropriate response may be a clinical review, a different practical arrangement or a revised goal. The case manager can coordinate that discussion while respecting the limits of their role.
Document the decision and its basis. A report stating only that “progress remains slow” gives little direction. A report identifying the blocked referral, the responsible organisation and the agreed next action is much more useful for the person, the team and any funding review.
Family support and independence
Relatives often become appointment organisers, drivers and informal carers before a formal rehabilitation plan exists. Their knowledge can help the case manager understand real-world needs. Their availability should not be assumed to be unlimited, and their observations should be attributed accurately.
Ask each helper what they can realistically continue. Distinguish a temporary arrangement during leave from a permanent commitment. Record practical limits without presenting them as a lack of care or willingness. A sustainable plan may protect both the injured person's independence and family relationships.
Use Recording Unpaid Care From a Relative for a task-based diary. Its purpose is to describe additional help accurately, including existing arrangements and overlapping assistance. The case manager's plan should use that evidence without automatically converting every hour spent together into a care need.
The person receiving support should remain involved as fully as possible. Family convenience, provider availability and funding constraints are relevant practical facts, but they should not silently replace the person's goals. Where decision-making capacity is in question, obtain appropriate advice and assessment rather than assuming that the loudest or nearest relative can decide.
Employment and education coordination
A rehabilitation plan may include a return to work or study, but the case manager cannot promise that an employer or institution will provide a particular arrangement. The relevant organisation needs accurate information about restrictions and proposed support, shared through agreed channels.
Start with actual demands. Job titles and course names may conceal very different physical, cognitive, travel and scheduling requirements. A return plan should describe duties, hours, breaks, support and review arrangements. It should also identify who can change the plan if difficulties arise.
The NICE rehabilitation after traumatic injury guideline supports individual assessment and coordinated rehabilitation planning. For the claim's financial evidence, preserve the actual attendance and pay position separately from the rehabilitation goals. Intended progress and achieved earnings are different records.
For a detailed employment evidence framework, see Returning to Work During an Injury Claim. A trial return can provide useful information about practical needs without automatically proving full recovery or permanent inability to work.
Three hypothetical coordination problems
The referral that existed only on paper
Imagine a person discharged from hospital with a recommendation for community therapy. The family assumes an appointment will arrive, while the receiving service has not accepted the referral because information is missing. Weeks pass with no clear owner of the problem.
A case manager checks the referral status, obtains consent for the necessary communication and identifies what is required. The plan records who will send the missing information and when the position will be reviewed. If the service cannot accept the referral, the next decision is documented rather than leaving the family waiting indefinitely.
The value here is coordination, not a promise to secure a particular service. The case manager does not override clinical eligibility or invent urgency. They make the actual position visible and help the responsible professionals address it.
The equipment purchase without an access check
Consider a proposed item intended to improve independence at home. A supplier provides a quotation, but nobody has checked the available space, access route or training requirements. Funding approval is requested as though purchase alone will solve the problem.
The case manager identifies the dependencies and arranges the appropriate assessment. The revised proposal explains suitability, installation and follow-up rather than presenting only a price. It may result in a different item or a different sequence of work.
This hypothetical example illustrates why a recommendation, a quotation and a successful outcome are separate stages. It does not suggest that the case manager should prescribe equipment outside their expertise or that every recommended expense will be recoverable in the claim.
The overfilled weekly schedule
A third person has appointments from several providers, each arranged independently. Travel and attendance leave little time for ordinary activities or rest. The person begins cancelling sessions, and reports describe poor engagement without examining the combined timetable.
The case manager reviews the schedule with the person and appropriate clinicians. They identify clashes, travel demands and opportunities for coordination. The revised plan records what is clinically agreed and how attendance will be reviewed.
The lesson is to investigate the reason for difficulty before attaching a label to it. Accurate reporting distinguishes refusal, inability to attend, misunderstanding and an unworkable schedule. That distinction matters for both rehabilitation and the fairness of the claim evidence.
When the relationship is not working
Raise concerns specifically. Identify missed actions, unexplained charges, inaccurate reporting or a recommendation you do not understand. Ask for a response and a proposed solution. A written chronology can help distinguish one misunderstanding from a recurring problem.
Review the appointment terms for complaints, termination and handover arrangements. Changing case manager can affect continuity, so discuss how current appointments, records and funding approvals will transfer. Do not cancel clinically important support abruptly merely because the administrative relationship is difficult.
If the concern involves professional conduct, ask which regulator or professional body is relevant to the person's actual qualifications and role. Titles and memberships should be checked rather than assumed. A complaint about coordination is also different from a legal dispute over recoverable rehabilitation costs.
Discuss the issue with your solicitor where it affects the claim or an insurer-funded arrangement. Preserve the evidence and avoid public accusations based on incomplete information. The aim is a workable, accountable plan and a clear record of any unresolved concern.
Arrange a focused legal enquiry
Use the serious injury claims service page if you need advice about rehabilitation within a claim. Provide the current plan, appointment terms, funding correspondence and the decision that needs resolving. Explain whether another solicitor is acting and whether any service is about to end.
AJS provides private-fee legal services and does not offer legal aid. Ask for confirmation of the work the firm can undertake, the fee arrangement and who will handle urgent legal steps. A request for rehabilitation advice does not itself appoint a case manager or establish that a provider's charges will be paid.
Frequently asked questions
1. Is a rehabilitation case manager the same as a treating therapist?
Not necessarily. A case manager coordinates the wider plan, while a therapist provides assessment and intervention within a particular discipline. Some professionals have both backgrounds, but the appointment should specify the role being performed. Ask which services are included, how professional boundaries are managed and whether separate consent, reporting or charging arrangements apply to different types of work.
2. Who chooses the case manager after a serious injury?
The arrangement varies. The injured person, solicitor, insurer or parties jointly may be involved in selection or appointment. Ask who gives instructions, whether you can express a preference and what criteria are used. Relevant experience, communication, professional qualifications, availability and financial relationships with providers should be considered alongside the practical terms of funding and reporting.
3. Does insurer funding make the case manager the insurer's representative?
Payment alone does not explain every duty or relationship. Read the appointment terms and ask who commissions the work, what reporting is agreed and how professional judgement is exercised. Do not assume either complete independence or automatic bias from the funding source. Transparency about instructions, information sharing and conflicts is more useful than relying on a label.
4. Must I accept every rehabilitation recommendation?
You should receive an understandable explanation and have an opportunity to discuss concerns. Clinical decisions require appropriate consent, while funding and legal consequences need separate advice. If you disagree, explain why and ask about alternatives. Do not simply disappear from appointments or let an inaccurate record describe a practical barrier as refusal when that is not what happened.
5. Can a case manager arrange urgent medical treatment?
They may help coordinate contact or referrals within their role, but they are not a replacement for urgent clinical services. If you have an immediate health concern, use the appropriate medical route rather than waiting for a funding or coordination response. Ask the rehabilitation team in advance who handles urgent issues and how that differs from routine case management contact.
6. What should the initial assessment report contain?
It should explain the relevant needs, evidence, priorities, recommendations and proposed next steps within the agreed scope. Useful reports distinguish existing services from proposed ones and identify dependencies, funding questions and review points. Ask for clarification where recommendations appear disconnected from your goals or circumstances. A long report is not necessarily a clear or workable rehabilitation plan.
7. Can family members attend case management meetings?
They can often assist if the injured person agrees and the arrangements are appropriate. Clarify whether they are there to provide observations, support communication or participate in decisions through a recognised legal role. Attendance does not automatically entitle someone to every confidential report. Agree information sharing and respect the person's preferences as fully as the circumstances allow.
8. How often should rehabilitation goals be reviewed?
There is no single suitable interval for every injury or plan. Reviews should reflect the goal, clinical circumstances, service duration and relevant changes. Ask for a defined review point and a route to raise concerns sooner. A plan should be revised when evidence or circumstances change, rather than continuing unchanged solely because a standard review date has not arrived.
9. Are case management fees automatically part of compensation?
No expense becomes recoverable merely because it has been incurred. The legal assessment may consider its relationship to the injury, reasonableness, necessity and supporting evidence, alongside the issues in the claim. Obtain advice before significant commitments where possible. Keep the appointment terms, invoices, approvals and explanation of the work so the cost can be assessed accurately.
10. What if a provider recommended by the case manager is unavailable?
Ask whether the delay changes the rehabilitation priorities and what alternatives are appropriate. The relevant clinical input may be needed before substituting a service. Record the referral date, response, waiting position and next review. Do not let a recommendation remain marked as delivered when no appointment has occurred, and do not assume any alternative provider is automatically equivalent.
11. Can I see and correct a report about my progress?
Ask about access and correction arrangements under the appointment and applicable information rights. Identify factual errors specifically and provide supporting records where available. A professional may retain an opinion you disagree with, but should distinguish it from inaccurate facts. Preserve the original and any correction so the record remains transparent rather than silently replacing earlier versions.
12. Should the case manager attend every clinical appointment?
Only if attendance is appropriate, agreed and useful within the scope of work. Consider your preference, the clinician's arrangements, communication needs and cost. Sometimes a written update or brief liaison achieves the purpose. Ask why attendance is proposed and what information will be recorded or shared, rather than assuming more professional attendance always improves the appointment.
13. How can I check whether a proposed budget is complete?
Request a breakdown showing services, quantities, rates, duration and review points. Ask about travel, administration, reports, meetings, cancellation charges and VAT where applicable. Clarify what is approved and what remains a request. A total figure without those details can conceal both omissions and duplication, making it harder to understand your possible responsibility for payment.
14. What happens if rehabilitation funding is refused?
Ask for the decision and reasons in writing, identify any missing evidence and discuss available review or alternative funding routes with the appropriate advisers. A refusal does not necessarily mean the clinical need is absent. Equally, a recommendation does not guarantee payment. Urgent clinical concerns should be addressed through suitable health services while administrative or legal funding questions are considered.
15. Can case management continue after the claim settles?
It may, but the commissioning and payment arrangements need confirmation. Ask whether the current agreement ends, who authorises future work and how any continuing budget will be managed. A handover should cover active referrals, goals, provider contacts and records. Do not assume an insurer will continue paying simply because support began before settlement or remains clinically useful.
16. Does a case manager decide whether I can return to work?
They may coordinate relevant assessments and communication, but clinical advice, employment arrangements and legal questions have distinct decision-makers. A return plan should reflect actual job demands and agreed support. Ask who can recommend restrictions, who authorises workplace arrangements and who reviews progress. The case manager should not present an administrative target as medical clearance or a binding employment decision.
17. What if too many appointments make daily life harder?
Explain the combined burden, including travel, preparation and effects afterwards. Ask the case manager to review the schedule with the relevant clinicians and providers. Accurate coordination may change timing or sequencing without abandoning appropriate care. Keep a factual record of difficulties so cancellations are understood in context, rather than being described automatically as lack of motivation or cooperation.
18. Can I change a case manager I do not trust?
Potentially, but check the appointment, funding and termination terms and discuss continuity before acting. Identify the concerns and ask how records, active referrals and approved services would transfer. A change should not leave essential support without an owner. Your solicitor can advise where the arrangement is connected to the claim, including any implications for disputed costs or evidence.
19. How do I avoid duplicating NHS and privately funded support?
Provide an accurate list of existing referrals and services, with appropriate consent for liaison. Ask the relevant professionals to clarify the purpose and compatibility of each element. Different services may sometimes address different needs, but that should be explained. A case manager can coordinate the information; they should not assume duplication or necessity solely from similar service names.
20. What documents help a solicitor assess a rehabilitation dispute?
Provide the case manager's terms, current plan, relevant assessments, invoices, funding approvals or refusals and a concise chronology of the problem. Identify the practical outcome you need, such as clarification of payment or a safe handover. Include any approaching end date. Confirm accepted legal instructions and fees before assuming the solicitor has responsibility for resolving the matter.
