OCTOBER
2006
 

CAMPUS 2020

On July 17, 2006, the government of British Columbia launched a major new initiative, called "Campus 2020: Thinking Ahead". Campus 2020 is intended to build on the strengths of BC’s post-education system and at the same time, to discover new approaches to expand the network of learning opportunities across the province. The consultation process will include specially commissioned "think-pieces" and review key literature on the topic. A final report is to be delivered in the spring of 2007.

Geoff Plant, Q.C. (former Attorney General to BC and minister responsible for treaty negotiations from 2001 to 2005, among his other laurels) will lead Campus 2020. He will be supported by a ministry secretariat and aided by three advisers of international stature: Dr. Harold Shapiro, president of Princeton University from 1988 to 2001; Sara Diamond, president of Ontario College of Art and Design; and Graham Smith, a prominent Maori education activist who was involved in the development of Kaupapa Maori Schooling in New Zealand.

 

CLASS ACTIONS AGAINST EDUCATION INSTITUTIONS

The modern rule governing class actions in the United States was passed in 1966. The passage of the Class Proceedings Act on August 1, 1995 heralded the creation of this procedural remedy in British Columbia. The BC Act was modelled very closely to the Ontario Act which was passed in 1992. Quebec has had class action legislation since 1978. Other provinces that now have class action legislation are Manitoba, Saskatchewan, Alberta and Newfoundland and Labrador.

Claims for failure to provide students with a proper education referred to as "educational malpractice" based in negligence or on breach of contract have been forcefully rejected by Courts in both Canada and the United states. The Supreme Court of Canada in Jones v. The Queen [1986] 2 SCR 284 summarized it as follows:

"The courtroom is simply not the best arena for the debate of issues of educational policy and the measurement of educational quality".

This should not be construed to mean that educational bodies are immune from class actions. Since the passage of the Class Proceedings Acts in the various provinces a number of class actions have been launched.

WHAT IS A CLASS ACTION?

Not everyone has a clear understanding as to exactly what is meant by the term "Class Action". It is important to recognize that a class action is not a new species of a cause of action. All the Class Proceedings Act did was to provide a new procedural remedy.

Let’s use one of the first class actions that was started when the BC Class Proceedings Act was passed, namely, the breast implant litigation as an example. Helen Harrington sued Dow Corning as a result of the damages she suffered from the use of a breast implant. In her pleadings, she took the additional step of alleging that there were a number of other women just like her who had suffered damages from the use of breast implants. She claimed the right to sue on their behalf as well as on her own behalf.

Ms. Harrington needed the Court’s approval to represent those other unnamed women, hence she applied for "certification" of her case as a class action. She was successful and the Court certified the case and it became a class action. Had she failed on the certification application her case would have proceeded in the normal fashion as a claim by her alone for damages against the manufacturer. Therefore, it is possible to convert an ordinary case into a class action if the Court agrees. If the Court does not agree and refuses certification as a class action, it will remain an ordinary case.

REQUIREMENTS FOR CERTIFICATION

Essentially, there are five requirements under the various provincial Acts:

  1. Do the pleadings disclose a cause of action?

  2. Is there an identifiable class?

  3. Are there common issues raised?

  4. Is a class proceeding the preferable procedure?

  5. Is there a suitable representative plaintiff?

The Court typically will address and weigh each of these factors when determining whether or not to certify a class action.

ADVANTAGES TO CERTIFICATION

Certification is the pivotal step in the litigation; it transfers an action into one where the financial stakes can rise dramatically for the defendant. Accordingly, defendants usually strenuously resist certification motions.

The main advantages to certification from a plaintiff’s perspective are:

  1. The representative plaintiff is not liable for costs,

  2. The limitation period for claims is suspended,

  3. Unless a person opts out, everyone is in the class, which increases the damages the defendant will face,

  4. Once the case is certified, defendant will usually attempt to settle the class action rather than continue to litigate the case further.

CLAIMS AGAINST EDUCATIONAL INSTITUTIONS

Several cases have been launched against educational institutions based on misrepresentation. They have been met with mixed success. A class proceeding which alleges a single common misrepresentation may be appropriate for certification, if common issues exist and their resolution will advance the proceeding.

In cases where there have been numerous representations or different representations to different class members, certification will be denied because no commonality will exist.

Mouhertos Case

One such case that illustrates this principle is the Ontario case of Mouhertos v. DeVry Canada Inc. (1998) 41 OR (3d) 63. The defendant DeVry was a private for-profit post secondary educational institution with four campuses. The plaintiff alleged that through advertisements and representations, DeVry misrepresented the quality of their programs and facilities and the marketability of their graduates.

The evidence before the Court established that in the six year period in question there were 67 different television commercials and 30 different newspaper advertisements. In addition there were 122 admissions officers who had interviews with prospective applicants.

The Court denied certification because the nature of the representations, whether they were false or misleading and whether they were made negligently or fraudulently would vary according to the content of the advertisements and the statements made by the various admissions officers. There was no uniformity in the representations received by each student so there were no meaningful common issues.

McKay Case

In the remarkably similar BC case of McKay v. CDI Career Development Institute Ltd. (1999) 64 BCLR (3d) 386 certification was denied. The student alleged that through advertising and representations he was misled as to the nature of the course, its contents and its capacity to provide him employment on graduation.

The evidence disclosed that CDI advertised extensively in newspapers and on radio and television emphasizing different themes and words so there was no single misrepresentation. In addition, there were six separate BC campuses which all did some of their own advertising as well as having separate admission representatives to handle enrolment inquiries. Certification was denied on the basis there were no common issues given the variables attached to each proposed class member’s situation.

Hickey-Button Case

The recent June 15, 2006 decision of the Ontario Court of Appeal in Hickey-Button v. Loyalist College of Applied Arts and Technology (2006) O.J. 2393 is instructive because there the claim was narrowed down to a single misrepresentation concerning a fast track program for entry into the Queen’s University nursing program.

The plaintiffs were two students who entered the nursing program at Loyalist College in 1997 and 1998 respectively. They claimed that when they enrolled they were offered "the Queen’s option".

This option was described in the written material provided by Loyalist to prospective applicants. In essence, the Queen’s option offered students who successfully completed two years of the three year diploma course at Loyalist the option of obtaining a degree in nursing from Queen’s University by completing two additional years of the Queen’s nursing program. Those two years could be completed on-site at Loyalist.

After the plaintiff enrolled in the fall of 1997 she learned the Queen’s option did not in fact exist. She was further advised that negotiations were on-going between Loyalist and Queen’s to establish the option by the fall of 1999 when she could avail herself of the option.

In February 1999 she learned the negotiations had broken down between Loyalist and Queen’s and the Queen’s option would not be available. She sued claiming a breach of contract and in the alternative negligent misrepresentation and brought a motion for certification as a class action.

The motion judge refused to certify the action as a class action. He held that the contract claim was a "verbal" contract which would vary from student to student. He also held the negligent misrepresentation claim also could only be determined on a student by student basis.

On appeal the Divisional Court noted that the motion judge had mischaracterized the plaintiff’s allegations when he said it was a "verbal" contract. However, the court did agree that the allegations made could only be determined on a student by student basis and upheld the decision to deny certification.

On further appeal the Ontario Court of Appeal held that both the motion judge and the Divisional Court were in error because there were common issues. The common issues identified were:

  • Was the relationship between Loyalist and those students who entered the nursing program in 1997 and 1998 a contractual relationship?

  • If there was a contractual relationship, did the contract include the Queen’s option and, if so, what were the terms of that option?

  • If there was a contractual relationship, and if the contract included a promise to provide the Queen’s option, did Loyalist breach that contract?

  • If there was a contract and if there was a breach, do any of the general defences advanced by Loyalist (e.g. the availability of the "Athabasca University" alternative) provide a complete defence to the claims?

These common issues were central to the plaintiff’s contract-based claim. Insofar as the negligent misrepresentation claim the court identified the following common issues:

  • Did Loyalist owe a duty of care when making representations to students who eventually enrolled in the nursing diploma course?

  • Did Loyalist make representations as to the availability of the Queen’s option?

  • Were those representations untrue, inaccurate or misleading?

  • Was Loyalist negligent in making those representations to persons applying to the nursing program?

After identifying the common issues with respect to the contract claim and the misrepresentation claim the Court went on to review the five requirements for certification and concluded the case should be certified as a class action.

CONCLUSION

The Hickey-Button case illustrates that the terms of the educational contract are not necessarily to be found only in the course calendar.

One of the submissions by Loyalist was that the terms of the contract between a student and his or her college or university are found exclusively in the course calendar. Accordingly the statements in the material supplied to students was not binding on Loyalist and did not form part of the contract. The Ontario Court of Appeal said this was a matter for argument at trial. The Court went on to say that those case authorities which treated the course calendar as a contractual document did not go so far as to say the terms of the educational contract are limited to the course calendar.

The Hickey-Button case also illustrates the significant amplification of the exposure to monetary damages if certification of a class action is granted. Since the result of not having the Queen’s option available was an extra year of schooling the plaintiff was claiming monetary damages of $75,000 per class member.

There were 23 persons in the 1997 year and 57 persons in the 1998 year for a total of 90 potential class members. It is unlikely that everyone who entered the nursing program in 1997 and 1998 was intent on obtaining a university degree. Some members of each class were probably intending to obtain the three year diploma. If it is assumed only 50% were intent on obtaining the four year university degree then the damage exposure is still $3,375,000.

If you have any questions regarding this article, please contact Derek Mullan at 604.643.3162 or email djm@cwilson.com.

 

INDUSTRY PARTNERSHIPS FOR SOFTWARE DEVELOPMENT

Many higher learning institutions have programs in place for their departments to enter into contracts with private sector businesses who seek to develop products on the cutting edge of technology. An example of this is where a company requires the development of proprietary software, either for incorporation into a product, or as the product itself. In such cases, the institution will often be engaged for the purpose of developing a software program integral to the purchasing company’s business, and arrangements will be put in place for the patenting and licensing of the resulting technology.

Generally, when the contract is entered into, both purchaser (the private company) and developer (the educational institution) will focus on the technical needs of the purchasing company, and on the contract price. The ownership, patenting and licensing issues are often dealt with in a rudimentary way, and the parties often overlook the potential legal issues that can arise if a product that is eventually developed does not fully meet the needs of the company that paid for it. Contracts are usually entered into optimistically, and the parties plan for their contracts to be completed successfully, but the reality in the software development world is that projects do not always turn out as planned. Parties must be prepared for the consequences if this occurs. This is particularly true where the technology at issue is either brand new or is an improvement on existing technology that goes beyond anything seen previously.

Recently, Clark Wilson LLP successfully defended a large case on behalf of an educational institution which had contracted to develop a program for the wireless transfer of data. The contract at issue involved a relatively modest purchase price, and was expected to be completed in a relatively short time frame. Unfortunately, the purchaser of the software was unsatisfied with the final product, and commenced legal proceedings against the institution, seeking millions of dollars in lost revenue and opportunities. The educational institution ultimately prevailed, but only after lengthy and costly litigation which diverted energy and resources away from their main purpose. This case might have been avoided if, before the project began, the parties had established and documented reasonable goals and expectations.

SUGGESTIONS

The following are some general suggestions to avoid litigation with respect to software development contracts. While the specific examples relate to software development, the principles discussed below could be applied to any contract for the provision of research services.

(a) Address the Parties’ Expectations Up Front

As every programmer knows, any new software program will include its share of "bugs". This is particularly true of systems which are on the cutting edge. At the outset, a simple discussion of the anticipated difficulties involved in the project can ensure realistic expectations and reduce potential for a dispute if difficulties are encountered down the road.

Ideally, a contract between a research institution and a private business should include a provision setting out the parties’ understanding of the anticipated results, along with an acknowledgement of the risks involved in the project. With an experimental project, a "reasonable efforts" clause might be the most appropriate provision, though the purchaser of the software will in most cases prefer something more concrete. A clause disclaiming any warranties of fitness for the purchaser’s intended use may also be appropriate, especially in a project of an experimental nature. The inclusion of such clauses will have to be negotiated. They may not prevent a dispute if the project does not turn out as planned, but provide crucial guidance to the court or arbitrator in determining whether the project was performed to the standard anticipated by the parties, and reduce the liability risks if a dispute cannot be avoided.

(b) Liquidated Damages

Where a research institution is engaged to produce a program that will form part of the purchaser’s ultimate product, any delay or failure to create exactly what was contemplated by the purchaser could lead to a claim for business loss that is extremely difficult and expensive to defend against. One way to avoid such costly battles is to include a "liquidated damages" clause , which limits the amount recoverable for a breach of contract to a fixed amount, thereby capping the institution’s liability risk. These clauses are often attacked on the basis that the level of performance was so far below the expected level that it constitutes a "fundamental breach", thereby negating the entire contract, including the liquidated damages clause itself. However, provided that the institution creates what it contracted to create, albeit to a level below the one expected by the purchaser, it will be difficult to show a fundamental breach, and a liquidated damages clause, provided that it contains a reasonable estimate of the expected damages (as opposed to a random, unrealistic figure such as "one dollar"), will usually be enforceable.

(c) Termination Clause

While the goal in entering any contract is always to complete the contract for the benefit of both parties, it may become apparent that the project is not developing as anticipated, and that it would be in the interests of one or both parties to simply abandon the project altogether. Where one party holds the view that the project cannot be completed as contemplated and the other disagrees, disputes can arise. To protect against such instances, a termination clause can be included in the contract. To allow for the termination of the project in certain circumstances. The specific circumstances that may give rise to termination will depend on the nature of the project.

(d) Ownership of the Technology

In most commercial situations, the purchaser of software will become the sole owner of the technology, with the developer retaining either severely limited rights or no rights at all to its use. In situations involving research institutions, the issue of ownership is often more complicated. The institution often wishes to retain greater rights to publish, further develop or exploit the technology, with the purchaser obtaining some form of exclusive or non-exclusive license. The goals of each party in this regard should be addressed at the outset and included in the contract.

(e) Address Changes to the Contract in a Structured Way

Many contracts contain a standard term stating that any changes or modifications to the contractual duties of a party must be agreed to in writing and signed by both parties. This is a sensible requirement that can avoid all sorts of uncertainty, but it is also often ignored in practice. In the case mentioned previously, the parties agreed on several modifications of the project, by exchanging certain deliverables for new ones not included in the original contract. All of these changes were made verbally, and not surprisingly, when the relationship between the parties broke down, there were disputes over what had been discussed and agreed to. In many software projects, the parties will come up with new ideas for improvement as matters progress, and often it will make sense for both parties to modify the deliverables originally agreed to. This is especially true in experimental situations. It is always a good idea to confirm changes in writing and obtain an acknowledgement. Such an acknowledgement should be a change order or other confirmation as set out in the contract, but a simple exchange of emails is better than nothing if a dispute arises.

CONCLUSION

The matters discussed above are a sampling of issues that should be addressed when entering into a software development or integration project. The list is not meant to be exhaustive, and many other concerns may arise in a given situation. Further, these issues are sufficiently general that they should be addressed in most, if not all, research contracts, with the goal of avoiding a serious dispute if the contract does not proceed as planned.

Where an institution has a large department which deals with industry-university liaisons, standard form contracts are generally in place. If, however, industry-institution contracts are less frequent, or if they are common but no standard forms are in place, it is recommended that a standard form contract be developed which includes the terms discussed above. Even if the form is modified through negotiation on a project-by-project basis, a standard contract will provide a starting point and will ensure that most key issues are in the minds of the contracting parties.

While the above suggestions will not prevent litigation in every situation, if the issues are addressed at the time a contract is entered into, the risk of litigation can be significantly reduced. Please contact any member of our Higher Learning Practice Group to discuss any matters related to contractual issues arising out of research contracts and if a dispute has arisen, feel free to contact the writer of this article, Jonathan Hodes, at jlh@cwilson.com or by phone at 604.643.3168.


  

TRADEMARK PROTECTION

There is typically considerable goodwill and potential profit in the marks and advertising slogans that educational institutions use to identify and promote themselves and as a result, appropriate steps should be taken to protect them. Universities and colleges are well advised to avail themselves of the protection offered under the Trade-marks Act (Canada) (the Act), for all badges, crests, emblems and trade-marks that they use.

Universities, as well as most colleges, may obtain protection for their marks under Section 9 of the Act, an advantage that a typical commercial enterprise does not enjoy. Sections 9(1)(n)(ii) and (iii) of the Act provide that any university or "public authority" may request that the Registrar give public notice of the adoption and use by that university of public authority of any badge, crest, emblem or mark. Publicly funded colleges will, in most instances, constitute "public authorities" (rather than “Universities”) and may take advantage of Section 9 so long as they have adopted and used the badge, crest, emblem or mark as an "official mark" for wares or services.

Once public notice has been given by the Registrar of the adoption and use of a mark in Canada, by a university or public authority, no other person may adopt, use or register a trade-mark in Canada that is the same as, or is likely to be mistaken for, the mark, without consent of that university or public authority. An official mark has a much broader scope of protection than a conventional trade-mark, since it is not restricted to any specific wares or services. The Registrar does not examine such marks for descriptiveness, confusion or distinctiveness. There is no formal process in the Act to oppose or otherwise contest the public notice given by the Registrar of the adoption and use by the mark.

Some educational institutions obtain protection for marks under Section 9 and also, out of an abundance of caution, register them as ordinary trade-marks. This is primarily because there are some unresolved legal issues around the licensing of Section 9 marks by a "public authority".

Finally, we note that there are still some educational institutions in British Columbia who have not yet taken advantage of the Act and obtained protection under Section 9 or registration as an ordinary trade-mark for any of their marks. If they are using any sort of logo, badge, crest, emblem or other mark, they would be wise to consider protecting their interests pursuant to Section 9 or by registration as an ordinary trade-mark.

If you have questions regarding Section 9 marks or other trade-mark issues, you are welcome to contact the authors of this article, Larry Munn (phone 604.643.3160 or email lm@cwilson.com) or Neil Melliship (phone 604.643.3154 or email npm@cwilson.com).

 

CAMPUS COUNSEL VIA EMAIL

If you would prefer to receive Campus Counsel via email, please send your name and e-mail address to webmaster@cwilson.com.  You may access back issues of this and other Clark Wilson LLP newsletters on our website at www.cwilson.com.


 

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Articles may be reproduced with a credit stating "Reproduced from Clark Wilson LLP's Campus Counsel". Please forward a copy of any reproduced article to "Marketing" at Clark Wilson LLP.

Questions or Comments?

For more information on any article contained in this issue of Clark Wilson LLP’s Campus Counsel or on any Higher Learning matter, please contact :

Roy Nieuwenburg

Direct Tel.   604.643.3112
Email           ran@cwilson.com

Brock Johnston

Direct Tel.   604.643.3116
Email           rbj@cwilson.com

or any member of the Higher Learning Group at tel. 604.687.5700


 
Clark Wilson LLP's Campus Counsel is published periodically by the Higher Learning Group at Clark Wilson LLP. The information contained in this newsletter should not be treated by readers as legal advice and ought not to be relied on without detailded legal counsel being sought.
Editor: Brock Johnston © 2006, Clark Wilson LLP. All Rights Reserved.