DELIVERING OUR STRATEGY

Transcription

1 DELIVERING OUR STRATEGY Our three year plan

2 >2 > Delivering our strategy

3 Catherine Dixon Chief executive Foreword Welcome to our three year business plan which sets out the high level themes for the work that we will do to improve our focus on, and our delivery of, our strategic aims. These three aims, which set our direction of travel, are to: Represent solicitors We will represent solicitors by speaking out for justice and on legal issues. Promote solicitors We will promote the value of using a solicitor at home and abroad. Support solicitors We will support solicitors to develop their expertise and their businesses, irrespective of whether they work for themselves, in-house or for a law firm. We will maintain a strong focus on delivering these aims by having a clear plan for the next three years, supported by annual business plans and strong performance management. We will review this plan annually to ensure it remains current and relevant. We will incorporate feedback from members about the issues which are important to them and consider the rapidly changing landscape for legal services. Our progress in delivering key milestones in this plan will form part of our annual report. We also face challenges; to make the most of our assets, to deliver objectives as quickly, efficiently and effectively as possible and to make sure our members always get value for money, both from their practising fees, and when they choose to pay for our products and services. >3

4 > Aim 1: Representing solicitors We will represent solicitors by speaking out for justice and on legal issues. By being recognised as the authoritative and knowledgeable voice of solicitors and the legal profession, we will speak to those with a key role in shaping our legal system. We will seek to ensure that we are listened to by governments in England and Wales and internationally. We will raise awareness of the role of solicitors and the importance of fair and proportionate regulation, an independent legal profession and justice for all. Our key activities to achieve this over the next three years will be: Campaigning to protect justice for all, supporting our members to deliver sustainable and affordable legal services and focusing on ensuring access to justice for all our citizens, irrespective of their background. Speaking up for our members on issues which impact on the legal profession, including legal reform, protecting an independent legal profession and legal professional privilege. Making sure that the regulatory environment supports members to compete and innovate within England and Wales and internationally, and strengthens England and Wales as the jurisdiction of choice. Campaigning to ensure human rights and fundamental freedoms are not eroded. Providing high quality advice and guidance to the profession and the public on legal issues that affect them. Making the case for the wider economic and social benefits of a strong independent legal profession, the value of the legal services market to UK Gross Domestic Product (GDP) and for a strong justice system, with a focus on: Devolution and its impact on justice/the legal profession/ market; and EU reform and the EU referendum. Promoting recognition of the contribution to civil society and communities of solicitors in delivering corporate social responsibility (CSR) and providing free legal services (pro bono services). Promoting the value of the legal services industry to the UK economy, in particular the value of small and medium enterprises (SMEs), and the export value of legal services. Building a stronger voice by: Taking a strategic approach to engaging with governments (including the EU and Welsh Assembly), the legal profession, legal service users and the public on justice issues to maximise our impact. Raising our media profile to bring crucial justice issues to the attention of the public and policymakers. Intervening strategically in legal cases which set precedents that are important to the legal profession. >4

5 In more detail Our representative role is crucial to ensuring that our members voices are heard. Over the course of the next three years, we will campaign on issues of importance to our members and ensure that we discharge our public interest role by promoting justice for all and protecting human rights and fundamental freedoms. Our campaigning priorities will include: Promoting access to justice for all our citizens regardless of social background and wealth. Investing in and promoting what it means to be a solicitor and the valuable contribution solicitors make, while building pride in the profession. Crucial issues of law reform which impact on the profession. Protecting human rights and fundamental freedoms, and campaigning to ensure human rights are not eroded. Making the case for the wider economic and social benefits of the legal profession/market. In addition to campaigning, we will ensure solicitors are represented by: Raising concerns about the regulatory burden on solicitors and seeking to ensure that regulation is fair and proportionate, so that solicitors can compete and innovate while protecting the public and the interests of the profession. Representing our members interests internationally by working to open up legal markets, so that members who wish to can provide their services globally. Ensuring the significant financial contribution of the legal services market to the UK economy including the value of small and medium sized enterprises (SMEs), and the export value of legal services is recognised and understood. Speaking up for the profession: Being the leading voice by providing advice on proposals for law reform and legal issues which affect the profession. Explaining the relevance and importance of England and Wales as the jurisdiction of choice, and working to ensure that this is not undermined. Protecting the legal market, the independence of the legal profession and in particular legal professional privilege. Protecting access to legal aid and promoting the role of legal aid in upholding the rule of law. Explaining the importance of the role of solicitors in delivering corporate social responsibility (CSR) and providing free legal services or pro bono. Undertaking strategic litigation in support of crucial issues of importance to the profession. Ensuring the legal implications of devolution, and its impact on the legal profession and the legal services market, are understood by policymakers. Ensuring the impact of EU reform on the legal profession and legal services market is explained and understood by policymakers and governments. >5

6 Representing solicitors in Europe, ensuring we are at the forefront of developments which may affect our members. Building a stronger voice: Developing and implementing strategies for effective engagement with governments in England and Wales to ensure issues of importance are raised and solicitors views taken into account. Developing and implementing strategies for effective engagement with regulators and other legal policymakers, so that issues which impact on the solicitor profession are understood and solicitors views taken into account. Building our national and local media profile, bringing crucial legal and justice issues to the attention of the public and policymakers. Increasing the public s understanding and appreciation of the importance of upholding the rule of law, and holding government to account in discharging its duty to uphold the rule of law. Informing the public debate on law reform and legal policy. Seeking views and carrying out research with members, legal service users and the public so that we can keep members and policymakers informed about issues affecting the legal services market. Supporting our members locally, nationally and internationally, working where appropriate in partnership and collaboratively in the best interests of solicitors. Developing strategies to ensure we effectively communicate and engage with our members, the public and key stakeholders, and are able to demonstrate the impact of our representative role. >6

7 > Aim 2: Promoting solicitors We will promote the value of using a solicitor at home and abroad. We are proud of the profession and will celebrate what it means to be a solicitor. We will promote the benefits of using solicitors to the public and to business. We will positively differentiate solicitors from other providers of legal services, whether the services are provided by a law firm or through a solicitor working in-house. We will promote the law of England and Wales as the jurisdiction of choice and the value that legal services bring to the economy. We will encourage the best candidates to join the profession regardless of their background and highlight the significant contribution solicitors make. Our key activities to achieve this over the next three years will be: Helping members generate new business and keep existing business by: Developing and launching a campaign to promote the solicitor brand, this will build pride in the profession, promote the value of legal services to civil society, and communicate the benefits of using a solicitor. It will differentiate solicitors from other providers of legal services, to the public, and to personal and business clients, so people can make informed decisions when choosing a solicitor. Promoting England and Wales as the jurisdiction of choice at home and internationally, increasing the economic contribution of the legal sector by helping our members to expand their businesses. Helping the public to identify and access legal services delivered by our members through our Find a Solicitor (FAS) service, and through the recognition and promotion of specialist skills. Promoting recognition of the wider contribution solicitors make to society including: Delivering corporate social responsibility (CSR). Providing free legal advice (pro bono). Acting as advocates to speak up for and represent clients. Encouraging access to the profession for the best candidates, regardless of their social background. We will do this through schemes such as our Diversity Access Scheme and by promoting our Diversity Charter which allows firms to demonstrate their commitment to equality, diversity, inclusion and social mobility. Collaboratively building on mutual strengths and differences by: Working collaboratively with local organisations and special interest groups for the benefit of our members so we can be there for our members; internationally, nationally and locally. Promoting engagement across the profession between our Council members, committees and constituents. Raising the profile of our international work and how it supports members. >7

8 In more detail We are committed to promoting the role and value of solicitors work; raising the profile and understanding of what solicitors do and enhancing the reputation and standing of the profession. Over the next three years, we will be: Investing in and promoting the role of solicitors through our solicitor brand campaign, building pride in the profession and communicating the benefits of using a solicitor to the public, clients and business. Using research to define the solicitor brand and refine our messages about the profession, strengthening the reputation of solicitors by building on existing strengths and addressing weaknesses. Using creative approaches to help differentiate solicitors from other providers of legal services so that the public, personal and business clients will make informed choices and use solicitors services. Promoting recognition of the role of solicitors in delivering corporate social responsibility (CSR) and providing free legal services (pro bono). Promoting the value to the profession of equality, diversity and inclusion and access to the profession for the best candidates regardless of their social background. In particular, highlighting our Diversity Access Scheme to help individuals and our Diversity Charter, to help firms. We will help members generate new business and keep their existing business by: Helping the public to identify and access the services delivered by our members. This will include developing and promoting our Find a Solicitor service. Advocating the choice of qualified solicitors at home and internationally and of England and Wales as the jurisdiction of choice. Championing our international work and the role of solicitors who work internationally. Supporting solicitors as advocates and our members advocacy services. Holding events on topics of interest, educational value and thought leadership. Developing our accreditation schemes so they add value to our members businesses, enabling them to raise professional standards and differentiate themselves. We will actively communicate by: Promoting the work of our Council members and committees and the value it brings to the profession. Presenting our work in an accessible way so that all our members are aware of the services we provide and can find and use them. >8

9 > Aim 3: Supporting solicitors We will support solicitors to develop their expertise and their businesses, irrespective of whether they work for themselves, in-house or for a law firm. We will be at the forefront of identifying issues and market trends that may affect solicitors, helping them to prepare for the future. By providing accessible, relevant and high quality education and training, we will support our members' career development. This will enable our members to innovate and compete in changing markets, differentiating themselves from other providers of legal services while raising professional and ethical standards. We will help members who want to expand internationally by opening up new legal markets as well as identifying opportunities in the domestic market. We will target information, products and services where they are most needed. By building our understanding of the roles, career stage, priorities and specialism of each of our members, we will respond to their diverse and individual needs. Our key activities to achieve this over the next three years will be: Developing our knowledge of the markets our members operate in, publishing and using our findings to provide better and more relevant products and services that more closely meet members needs. Being the first port of call for help and advice through our website and telephone support services. Establishing our role as a leading body in research on the legal market providing thought leadership, horizonscanning and market intelligence to the profession in England and Wales. Constantly monitoring, evaluating and sharing developments and trends relating to the future of the legal services market. Developing and sharing our knowledge on the increasingly divergent legislation in England and Wales to enable our members to practise effectively in either country. Becoming a knowledge hub for our members on regulatory issues, having identified what good regulation looks like. Making our products and services increasingly relevant and accessible to members, including support targeted at specific groups of members based on their practice interests and demographic groups. Getting to know our members better obtaining relevant information from and about them so we can tailor our products and services to meet their needs. Developing a more comprehensive and cohesive education and training offer to better support members' needs and help ensure high standards are met across the profession. This will include a revised approach to education and training and clearer support for career progression. Continuing to develop our role in supporting equality, diversity and inclusion along with social mobility for our members, ensuring that our products and services better reflect their diverse needs. >9

10 Improving our communication and engagement, publishing relevant, timely and accurate information to help members practise effectively. We will use technology to reach members, reflecting their priorities and preferences, and to improve how we listen. Making the most of the skills, knowledge and experience of our elected representatives, committee members, and staff. We will share and add to this for the benefit of our members by partnering with other relevant representative groups, including local law societies. Establishing whether there is value in offering more types and categories of membership to better reflect career progression. In more detail We are committed to developing our knowledge of our members and the markets they operate in, so we can meet members needs and provide relevant products and services. Over the next three years, we will support our members by: Establishing our role as a leading body in research on the legal market and how it impacts on our members. Undertaking and publishing robust research, which informs and enables the development of relevant products, services and support for our members. Undertaking and providing effective horizon-scanning, market intelligence, insight and news of innovation to solicitors, so they can plan for the future. Providing opportunities for strategic thought leadership. Developing and sharing knowledge on divergent legislation between England and Wales to enable our members to practise effectively in either country. Being a hub of knowledge and support for our members on regulatory issues. Knowing our current and future members better by obtaining relevant information from and about them so we can tailor our products, guidance, advice and services to meet their needs. Supporting the entry into the profession by the best candidates, regardless of their background. Developing a regional strategy to ensure we are working collaboratively and, where appropriate, in partnership with other organisations, including local law societies and specialist representative groups, to effectively represent, support and engage regionally and nationally and internationally. Focusing on the priority international markets to promote England and Wales as the jurisdiction of choice. We will take a clear role at the heart of educating and training the profession by: Developing a more comprehensive and cohesive education and training offer to better support members' needs and help ensure high standards are met across the profession. Developing a learning and development strategy focused on providing relevant support to our members, those who work for them and those aspiring to enter the profession. Being seen as led by the profession, for the profession. >10

11 This will include: Support, training, guidance and advice to our current and future members on career progression. Training courses to support the Law Society s accreditation schemes, which help members differentiate themselves and raise professional standards. A strategy for non-mandatory elearning courses to support our members and their support staff, including researching potential course topics and market testing. Re-launch of the continuous professional development (CPD) centre as the Law Society's learning and development centre, with new functionality, including a learning record system to capture competence and compliance. Developing a programme of activities to engage law students and facilitate their transition to become practising solicitors. A series of topical and relevant practitioner publications. Working in partnership and collaboratively with organisations with specialist legal or business expertise to deliver valuable education and training services to our members and the people that work for them. Continuing to develop our role in supporting equality, diversity and inclusion, and social mobility for our members, ensuring that our products and services better reflect their diverse needs. Supporting our members to deliver equality, diversity and inclusion across the profession, so that the best candidates succeed regardless of their background. Supporting excellence in solicitor advocacy by promoting the role of solicitor advocates and providing advice, guidance, support and training. We will make our products and services increasingly relevant and accessible to members by: Creating a business development strategy to design high quality and innovative products and services. Developing commercial products and services that generate income enabling us to invest more in our members and ensure we build a strong financial platform. We will improve our communication and engagement by: Publishing relevant, timely and accurate information that informs and supports our members to practise effectively. Developing our digital strategy to engage effectively with our members, including our use of social media. We will also use these tools to improve how we listen to members, so that all our information, products and services more closely reflect their priorities and preferences. Increasing awareness and take-up of our products, services and member benefits through effective communication and member engagement, supported by our elected representatives, committee members and staff, and by working collaboratively with other relevant representative groups including local law societies. Implementing My Law Society, with a member log-in, to enable bespoke communication and engagement with our members. Reviewing and developing relevant member accreditation schemes for individuals and firms that enable members to demonstrate high professional standards and to differentiate themselves. >11

12 Developing our library services by expanding reach and using digitalisation to improve access. Developing our expert advice, guidance and knowledge, to further establish the Law Society as a hub of legal expertise for our members. Setting out our revised approach to education and training and support for career progression. Evaluating the benefits of offering associate membership for students and overseas lawyers. We will establish the value of offering expanded membership to reflect career progression by: Researching the potential value of enhancing members status, by offering membership such as Fellow or Honorary. >12

13 How we will work We want to maintain a strong focus on delivering our three strategic aims. This means having a clear plan for the next three years, supported by annual business plans and strong performance management. It also means constantly listening to our members, and promoting an open and collaborative culture among and between our staff, our elected members on our Council and those who serve on our committees and boards. And it means making sure our members always get value for money, both from their practising certificate fees, and when they pay for our products and services. We will be: Comprehensively reviewing our governance arrangements to ensure that our members are effectively represented and that the governance arrangements support the delivery of our strategy. Developing a supportive culture to ensure that we live our values. We will work efficiently, effectively and collaboratively with our staff, our elected members on the Council, and those who serve on our committees and boards to deliver our strategic aims. By doing this, we will deliver value for money for our members. This will be supported by: Developing a people strategy to ensure that our organisation has the right structure and our people have the right skills and support to deliver our strategy. Ensuring that we develop a strong performance culture, measuring what we do and the impact we make and reporting this in an open and transparent way. Developing and implementing a commercial strategy to deliver income, enabling us to invest more in our members. Developing our IT and digital strategies and our knowledge management approach to underpin our work. Being aware that we are spending our members money, and doing so as efficiently and effectively as we can by: Building a strong financial platform for the future by developing and delivering commercial products and services including working in partnership with others. Developing a property strategy to best utilise and maintain our existing real estate. Reviewing our corporate support services to ensure they support our strategy and business needs, delivering value for money. Ensuring that we make informed decisions through detailed financial planning and risk management. >13

14 In more detail Maximising the effectiveness of our governance by: Ensuring that we get the views and opinions that reflect and represent our entire membership through an effective governance structure which will enable us to represent, promote and support all our members effectively while supporting effective, informed, agile and proactive decision making. Ensuring that our governance supports us in meeting our statutory obligations to promote the justice system and protection of human rights and fundamental freedoms. Reviewing and, as appropriate, changing our governance structures to ensure these arrangements enable us to deliver our strategy. Developing our culture, our staff and our elected members and committee members: Always be aware that we are spending our members' money, doing so efficiently and effectively: We will continue to provide a range of services (funded by practising certificate fees) to our members and have transparent principles that inform our decisions on what is included. We will develop a pricing strategy for additional services which is equitable and fair to our members but which enables us to generate sufficient income to invest and ensure we build a strong financial platform for the future. We will collaboratively, in strategic alliances, partnerships and/or joint ventures, (which will include, where appropriate, investing), provide services and/or generate income for our benefit or for the benefit of our members. Our approach to managing finances and our reserves will help us to keep down our costs and spend efficiently while minimising financial risks. Create a culture of openness, transparency, accountability and trust in which elected members, volunteers and staff work collaboratively together for the benefit of our members while actively living and demonstrating the organisation s values. >14

15 > Delivering our strategy >15

16 The Law Society 113 Chancery Lane London WC2A 1PL