The Law Society Business Plan 2014

Transcription

1 The Law Society Business Plan The Law Society. All rights reserved.

2 Introduction This business plan identifies the main priorities for 2014, with the outcome of creating a flexible organisation responding to changes in members' needs and the legal services sector. In order to be the best possible representative body the Law Society will provide more relevant targeted services to our members, offering value for money, both in the context of the current environment, as well as preparing our members for the future. We will deliver against our core goals by focusing on the following for 2014: 1. To support and represent our diverse membership 2. To provide highly valued and relevant services to members 3. To run an efficient organisation with an effective workforce Within each of these priorities we have identified specific areas of development work that are key to us achieving our vision. This plan adheres to, and supports the delivery of, the Law Society's strategic framework as set out below. Strategic Framework Our purpose The Law Society is the independent professional body, established for solicitors in 1825, that works globally to support and represent its members, promoting the highest professional standards and the rule of law. Our vision We aim to be the leading representative of the world s best legal profession, valued as a vital partner by all we serve and engage with. Our strategy to deliver our vision over the last two years and in the next year: Directly and in partnership we will: 1. Improve the competitiveness of the environment for our legal profession 2. Provide exemplary services 3. Be an exemplary organisation Core goal 1: Improve the competitiveness of the environment for our legal profession We will focus on the priorities which unite our members: 1. Regulation and law 2. People 3. Promotion Core goal 2: Provide exemplary services We will produce the best: 1. Information 2. Accreditation 3. Training Core goal 3: Be an exemplary organisation We will ensure the Law Society has the best: 1. People 2. Culture 3. Infrastructure 2

3 Shared values the principles we uphold At the Law Society: 1. We keep our promises 2. We care about quality 3. We care about performance 4. We care about people 5. We are one team Shared behaviours how we work together At the Law Society: 1. We lead by example 2. We inspire and motivate others 3. We improve ourselves and our organisation continually 4. We make a positive difference 5. We collaborate to do more than we thought possible Over the course of 2014 we will review our progress against achieving our vision then refresh our strategic priorities as required to confirm direction for the next three years. This process will affirm what organisation we want the Law Society to be by 2017/18 and how we will get there. The views of our members and our employees will be extremely important in this process. Building on 2013 In 2013 significant progress was made on the key areas of more effective and proactive member engagement and communication, clear member segmentation and flexible working across organisational boundaries. Key achievements were: Increasing our engagement with City firms, Alternative Business Structures (ABSs) and in-house practitioners Publishing the three legal services research reports which analysed the changes taking place in the legal services market Improving existing services and launching new ones to meet the needs of members including the launch of the new online Gazette, Find a Solicitor, Divisions, and Law Society Consulting Policy and representational work tackling key issues of concerns to members across the profession, including legal aid and the Financial Services (Banking Reform) Bill. We will continue to deliver on those 2013 key areas by: Further strengthening member engagement and communication; Driving through our segmentation approach to representation work and service delivery Continuing to embed a collaborative approach across the organisation. Legal Services: A Changing Landscape The Law Society s business plan for 2014 is underpinned by a wide-ranging assessment of evidence relating to the legal services market in England and Wales, undertaken between 2012 and Consolidation amongst firms is already underway and Practising Certificate (PC) holder numbers have dropped since July 2012 and are likely to continue to fall for some time. 3

4 The findings show that, over a three year period, PC-holder growth has been slow in typically retail categories of work but rapid in many corporate/commercial categories. While, at present, the split, between retail and business buyer work for our members, is roughly equal (both in terms of value of total turnover, and numbers of PC holders) that is likely to change, and quickly. Evidence from the market assessment suggests that the combination of economic, political, technological and social factors has already impacted on the retail sector significantly, and will continue to do so. This will also present serious challenges for members serving business clients in the future. As the work of our members changes, along with how they go about their business, the Society needs to be able to adapt to support and represent them appropriately. Key Challenges for the Law Society The Law Society must build on its achievements to date and address the changing landscape affecting the legal services sector in order to remain relevant and retain its membership for the long term. We will continue to support and represent our members, especially small-medium sized firms operating in legal aid/retail markets. We will provide them with the information, advice and services they need. Where necessary will also do our best to ensure that any new proposals to change legislation or regulation affecting them will be influenced by the Law Society to secure the best practicable outcome for the profession. However, we must strengthen our offering for City firms and in-house lawyers so that these important segments of our membership regard the Law Society as a vital partner in representing its interests and providing it with support. This will require a new approach to how we engage with City firms and in-house lawyers, working with them to identify and deliver on their shared policy priorities and tailoring our portfolio of services accordingly We must also address the changing dynamic affecting the types of professional practitioners working in and required by the sector whereby the number of practising solicitors will decrease overall and the number of other legal professionals will increase. In tandem during 2014, following the Legal Education Training Review (LETR), we will also take the lead in influencing the SRAs response to ensure that the legal sector attracts the best talent from across society and that education and training provision supports a wide diversity of entrants and delivers the skilled professionals required. 4

5 Overview of 2014 corporate priorities Priority 2: To provide highly valued and relevant services to members Priority 1: To support and represent our diverse membership Core goal 1: improve the competitiveness of the environment for our legal profession Core goal 2: provide exemplary services Core goal 3: be an exemplary organisation Priority 3: To Run an efficient organisation with an effective workforce 5

6 Priority 1: To support and represent our diverse membership Taking a pro-active and co-ordinated approach to developing the support and advice we provide to members. Shaping legislation and regulation that affects each segment of our membership, and promoting the value of English Law at home and internationally. What we aim to achieve 1.1 Work on key areas of common interest to the profession: Regulation Skills and training Diversity and inclusion. Promoting English Law and UK legal services Promoting the rule of law 1.2 Build on our achievements last year to develop our work for City firms, In-house lawyers and ABS firms: Policy work to support our lobbying and services for these segments Support firms wishing to operate in international markets Develop our City and International team. 1.3 Respond to the challenge: "What does the Law Society ever do for me" through more targeted communication about the work we do and our products and services. How we will measure success Percentage of PIs and milestones achieved in relation to work on areas of common interest to the profession. Levels of engagement of City and In House/General Counsel professionals with TLS. Monitoring of usage/visits to The Law Society Website/online services relevant to ABS/city/In-house. Recognition and value measures in segment by segment member feedback. The MoJ review of regulation concludes with recommendations that are favourable to our members. New Strategy Unit in place, to develop evaluated and evidence-based options for policy and strategy development and service improvements across TLS. Increase the number of parliamentary select committees that the Law Society gives oral evidence to on key areas of policy. Increase the number of times the Law Society is referenced during debates within UK and EU parliaments on key areas of policy. 6

7 Priority 2: To provide highly valued and relevant services to members Ensuring that all current products and services are of a high standard and relevant to members' needs. All new products and services will be informed by evidence based research. What we aim to achieve 2.1 Enhance current membership services and products to increase member engagement and demonstrate value for money. 2.2 Identify, develop and deliver new support, services and products that meet the needs of each segment of our membership. 2.3 Improve member/customer experience and service delivery through Website, Gazette, and the Customer Support Centre. How we will measure success Deliver membership growth for accreditations and sections ensuring enhanced and relevant value propositions. Full launch of WIQS. Raise consumer awareness of CQS and WIQS. Maintain the market share of CQS ensuring the accreditation remains relevant Development and delivery of Lexcel v6. Enable a decision to be made on The Law Society's relationship with Paralegal's. Establish the feasibility and business case for the Law Society econveyancing portal, and launch service. Launch the new FAS Online Service on time and within budget and ensure potential revenue stream is optimized. Investigate potential for integrated accreditation scheme structure for member firms. Grow number of CPD users. Grow numbers of attendees at Law Society events. Partnership programme restructured to reflect needs of members. Automate processes in conjunction with Corporate Solutions to ensure more effective use of resources and value for money. Grow both member satisfaction with services and revenues from commercial activities and products. 7

8 Priority 3: To run an efficient organisation with an effective workforce Creating a strong organisation and workforce, and equipping our staff and volunteers with the necessary skills, support and infrastructure to work effectively to achieve our objectives. What we aim to achieve 3.1 Secure more collaborative and innovative working across directorates. 3.2 Ensure dignity at work throughout the Law Society and maintain and monitor an effective equality and diversity plan. 3.3 Ensure a strategic approach to managing engagement with members through effective use of the Customer Relationship Management system. 3.4 Deliver our income targets, ensure that the expenditure of the organisation remains within budget and realise full value from our 2m additional investment in Strengthen internal control processes, to include data protection, whereby all control activities are designed, in place and documented. How we will measure success Improved employee engagement evidenced through the employee engagement surveys. Improved employee relationships in the workplace evidenced through periodic surveys exploring staff perceptions of diversity and inclusion and dignity and respect at work. Diversity and inclusion matters form an integral part of team meetings, senior management meetings and the performance management framework. Full deployment and use of the Customer Relationship Management and intranet systems. Strengthened internal control processes. Delivery of 2014 business plan and budget. Quality measures on services provided by Corporate Solutions in place and monitored. 8