CILEX Strategy 2027-2031
At a time of rapid technological advancement, growing workforce pressures and increasing demand for legal services, the sector faces significant challenges. Court backlogs remain high, access to justice is under pressure, and many areas of legal practice are struggling to attract and retain the skilled professionals they need. The profession cannot afford to rely solely on traditional routes into law. Modern legal services require a workforce that is skilled, diverse and equipped for the realities of contemporary practice. As the third branch of the legal profession, CILEX provides flexible, affordable and practice- based routes to qualification that enable people to build successful legal careers, regardless of their background or circumstances. By reducing barriers associated with cost, geography and traditional models of education, we widen participation in the profession. Through distance learning, flexible study and qualifications grounded in real legal practice, we help develop capable, work-ready lawyers who can contribute from day one. This matters not only for those entering the profession, but for employers, consumers and society. Employers gain access to a broader pipeline of skilled legal professionals, while learners develop practical expertise throughout their qualification journey. The result is a profession that is more representative, more sustainable and better equipped to meet the needs of modern society. In turn, this strengthens access to justice, promotes consumer choice and supports the rule of law. Over the past five years, CILEX has challenged assumptions about what it takes to become a lawyer and what it means to be one. Our professional qualifications have enabled a diverse cohort of aspiring lawyers to enter the profession. Our advocacy has helped secure opportunities and career pathways that were previously unavailable to many CILEX members, from becoming judges to being appointed Crown Prosecutors. CILEX exists to help meet that challenge Introduction from the Chief Executive Thegreatest riskfacingthelegal professionisnot change, but failing to respond to it. CILEX Strategy 2027-2031 02
However, significant barriers remain. Recognition continues to be a challenge, whether because of outdated rules and legislation or because parts of the sector remain resistant to change. This was perhaps seen most clearly in the recent Mazur judgment, which called into question progress that many had assumed was already settled. Yet the direction of travel is clear. The legal profession needs multiple routes to qualification, broader experience and greater flexibility if it is to meet the demands of the future. CILEX has a vital role to play in shaping that future. This new five-year strategy sharpens our focus on that mission. Our strategic goals centre on driving change and elevating our profile, providing excellent education for a growing profession, building firm foundations for a sustainable future, and creating a proud professional community. Underpinning all of this is our commitment to operating as an agile, high-performing and inclusive organisation, with the financial strength and operational effectiveness needed to deliver lasting impact. Jennifer Coupland CEO We do not underestimate the challenges ahead. The legal sector continues to grapple with technological disruption, pressures on publicly funded legal services and an increasingly complex regulatory environment. But we are ambitious for our members, confident in the value they bring, and determined to ensure that CILEX continues to champion opportunity, recognition and excellence across the legal profession. cilex.org.uk 03
There has been a high turnover of both Prime Ministers and Lord Chancellors/Secretaries of State for Justice since our last strategy. This has contributed to perceptions of uncertainty and continual change at a time when the political landscape has also been reshaped by the increasing prominence of a broader range of political parties. The impact of international geopolitical developments, particularly in the US, has also been felt in the UK. The rapid growth in the use of AI continues to be a fundamental factor in how our lawyers work, whether through the automation of legal processes or changes in how they engage with clients. Politics In developing our strategy, we have been conscious of both the general environmental context in which CILEX Lawyers operate and the specific challenges, barriers and opportunities that affect them. Our strategy is designed to address those issues and be agile enough to evolve as the sector and its demands change, often rapidly. This is particularly true in relation to: Technology Although progress has been made in enabling people from non-traditional backgrounds to become lawyers and access legal services, challenges remain, particularly in relation to recognition and career progression. Changes to working practices, including the growth of remote and hybrid working, have also reshaped the nature of work in the sector. Economic Factors Legal aid work continues to face funding challenges, alongside concerns about the long- term sustainability of the legal aid workforce, at a time when significant court case backlogs remain. The cost-of-living crisis, pressure on public finances and international economic headwinds will also continue to affect the sector. Social Mobility The world in which we operate: political and economic backdrop cilex.org.uk 04
As the third branch of the legal profession, CILEX champions a modern, flexible and practice-based route into law. Through professional membership, education and advocacy, we support legal professionals at every stage of their careers and help build a profession that is more representative, sustainable and responsive to the needs of society. CILEX Lawyers work across the legal sector as senior managers and partners in law firms, advocates, in-house lawyers, government and local government lawyers, coroners and judges. Their expertise and contribution demonstrate that there is more than one route to professional success in law. CILEX represents 16,690 members and is proud to be one of the most diverse professional bodies in the legal sector. Of our members, 77% are female, 16% are from an ethnic minority background, 3.5% identify as LGBT+, and 7.6% have a disability. Our membership also reflects CILEX’s long-standing contribution to social mobility: 77% attended a state-run or state-fund- ed school, and 42% hold an undergraduate degree, of whom 63% were the first in their family to attend university. These outcomes are not incidental. They reflect the accessibility and flexibility of the CILEX route to qualification, including distance learning, work-based development and pathways that enable people to qualify while earning and gaining practical legal experience. Under the Legal Services Act 2007, CILEX acts as an Approved Regulator and delegates its regulatory functions to the independent regulator, CILEx Regulation Ltd (CRL). CILEX is also a leading distance-learning education provider, supporting thousands of individuals through their learning pathways to qualification, and operates as an Awarding Organisation. About CILEX TheChartered Institute of Legal Executive (CILEX) brings together a diverse and growing community of legal professionals, including Chartered Legal Executive lawyers (commonly known as CILEX Lawyers), legal practitioners and paralegals. CILEX Strategy 2027-2031 05
cilex.org.uk 06 CILEX represents 16,690 members and is proud to be one of the most diverse professional bodies in the legal sector.
Our Vision Our Mission Our Purpose Alegalprofession equipped for the future and open to all who have the talent to succeed. Toprovide flexible, practice-based routes to qualification and support successful legal careers through membership and professional development. To buildthelegalworkforce modern law demands. 07 CORE VALUES CILEX Strategy 2027-2031
08 CILEX Strategy 2027-2031 Our Strategic Goals Goal 1. Create a Proud Professional Community Goal 3. Provide Excellent Education for a Growing Profession Goal 2. Drive Change and Evaluate our Profile Goal 4. Build Firm Foundations for a Sustainable Future
cilex.org.uk 09 Strategic Goal 01 Create a Proud Professional Community To achieve this goal, we will focus on: Working with members and employers to develop a compelling membership proposition Maximising member engagement in policy development and advocacy by expanding our network of Specialist Reference Groups. Working with members and CILEx Regulation to simplify member grades, titles and qualifications and access to practice rights and certificates. Aligning titles so the profession and consumers better understand what CILEX Chartered Lawyers can do. Developing a digital plan to improve membership experience and create an EDI data hub. Driving equitable experiences and inclusive practices that encourage diversity of thought and represent the wider society we serve.
10 CILEX Strategy 2027-2031 Strategic Goal 02 Drive Change and Elevate our Profile To achieve this goal, we will focus on: Campaigning for regulatory reform to improve outcomes, increase effectiveness and strengthen recognition of CILEX’s position as the third branch of the legal profession. Tackling anachronisms in the Civil Procedure Rules. Creating and promoting a board CILEX ‘Vision for Justice’. Ensuring our voice is heard at key events, forums and policy discussions, while developing thought leadership and strategic partnership opportunities. Removing the remaining barriers to CILEX members’ career progression. Securing recognition of CILEX Chartered Lawyers alongside solicitors and barristers in legislation, policy, guidance and public discourse. Differentiating our offer within the legal service sector through a clear overarching brand strategy, narrative and framework. Being the trusted, credible and respected voice on EDI within the legal sector.
Of our members, 77% are female, 16% are from an ethnic minority back- ground, 3.5% identify as LGBT+, and 7.6% have a disability. cilex.org.uk 11
CILEX Strategy 2027-2031 12 Strategic Goal 03 Provide Excellent Education for a Growing Profession To achieve this goal, we will focus on: Producing a growth plan informed by evidence and analysis of the legal services sector’s current and future workforce needs, member aspirations and market opportunities. Improving the tracking of learner progression, enhancing CILEX’s Learner Hub, and developing a better understanding of the CPQ learner journey. Strengthening the position of CILEX Law School by protecting and promoting its USP as the leading provider of legal distance learning. Ensuring continuous improvement of the CPQ to maintain its relevance and long-term sustainability. Undertaking market analysis to assess the potential of developing new CILEX products and opportunities for international growth. Creating clearer and more flexible routes into legal careers, enabling learners from all backgrounds to qualify and progress through CILEX. Inspiring the next generation by raising aspirations and providing the right opportunities, in the right way and at the right time, to enable people to maximise their potential.
cilex.org.uk 13 Strategic Goal 04 BuildFirm Foundations for a Sustainable Future To achieve this goal, we will focus on: Developing a digital plan for CILEX to improve services to members and employers, enhance staff experience, increase efficiency and deliver value for money. Creating a high-performing organisation through a more professional and strategic approach to our people. Developing a five-year plan to enhance CILEX’s long-term financial health and sustainability. Enhancing current regulatory arrangements in collaboration with CRL and LSB, including the normalisation of financial arrangements. Continuing to improve governance and strengthen operational delivery planning, simplifying processes and reducing unnecessary complexity. Creating a welcoming and inclusive organisation where talented people thrive, individuality is celebrated, accountability is embraced and innovation is encouraged.
77% attended a state-run or state-funded school, and 42% hold an undergraduate degree, of whom 63% were the first in their family to attend university. cilex.org.uk 14
15 MEASURING OUR PROGRESS CILEX Strategy 2027-2031 Our ambitious strategy will be delivered over the next five years. Each year’s activity will be supported by team delivery plans, with clear accountability for achieving shared objectives aligned to individual performance objectives. This will connect the delivery of our corporate objectives to our governance structure. In this way, we will maintain focus on agreed priorities, embed clarity and accountability throughout the organisation, and report on progress annually.
cilex.org.uk Chartered Institute of Legal Executives (CILEX) Landmark Victoria, 3 Orchard Place, London, SW1H 0BF