Corporate Strategy 2025-2027

CILEx Regulation: 2025-27 Strategic Priorities

  1. Standards and public trust

  2. Access to Justice and consumer empowerment

  3. Independence and sustainability

  4. Be an authoritative, inclusive and capable organisation

 

Introduction

CILEx Regulation Limited (CRL) provides independent regulation of CILEX’s 7,600 authorised members, as well as around 9000 paralegals and other non-authorised members.

We are proud of the high standard of focused regulatory services that we deliver to CILEX and its members. We are also proud of our robust governance, independent and cost-effective operational structure, and productive engagement with our regulated community.

Jonathan Rees, Chair of CILEx Regulation

I am delighted to set out CILEx Regulation’s Strategy for the next three years. This is the product of widespread consultation and engagement, with for example over 22,000 views of one of our consultation webinars.

It is particularly pleasing that over 90% of those consulted wanted CRL to continue to provide specialist independent regulation, more than matching the results of the biggest ever consultation of CILEX members last year.

 

Our mission and purpose

Our mission is to be a high performing and responsive regulator that protects and promotes consumers’ interests through strong evidence-based regulation.

Our purpose is to ensure high standards of professional conduct and competence, protecting and promoting the public and consumer interests, enhancing respect and understanding for CRL qualifications and maintaining the integrity and trust of the legal profession.

How do CRL achieve this?

  • Regulating CILEx Members (including non-authorised members eg paralegals) and Firms
  • Protecting the Public
  • Promoting High Standards
  • Enhancing Accessibility to Legal Services
  • Supporting Regulatory Objectives

 

Our approach to implementing the Corporate Strategy

Our strategy sets out our mission and priorities for the next three years and where we want to be at an end. The successful delivery of the strategy will be dependent on our continued collaboration with our fellow regulators and other stakeholders across the sector. Wherever possible we will seek to co-produce key deliverables with the regulated community. We will also continue to ensure our decision making is transparent through the publication of Board papers and decisions and consultation.

Further detail about how and when we will deliver the strategy will be provided in our annual Corporate Plan which will be published at the beginning of each year and will be supported by a refreshed Equality, Diversity and Inclusion Strategy.

Delivering the 2022-2024 Corporate Strategy

The 2025-2027 strategy seeks to build on the achievements of CRL’s 2022-2024 previous three-year strategy.  This strategy had three key strategic objectives, High standards, consumer empowerment and Equality, Diversity and Inclusion.  Find out more about our key achievements.

Strategic Priorities 2025-2027

To deliver CRL’s core work of protecting consumers’ interests and promoting our nine regulatory objectives, we have developed four key strategic objectives (outlined below) for the next three years, including our aims for these areas of work and where we expect to be at the end of the three-year period.

Standards and public trust

We will promote high quality professional practice that enables the individuals and entities that we regulate to meet our standards, so they are able to adapt to changes in the delivery of legal services and utilise the benefits of innovation and law tech which meet the needs of consumers.

 

Where we expect to be in 2027

 

    • Our regulatory standards, policies and guidance help the individuals and entities we regulate to adapt to the changing legal services market, so they meet the needs of consumers.

 

    • Our approach to continuing professional development improves professionalism, champions high standards and reduces incidents of poor conduct and unethical behaviour. CRL’s approach is recognised as a beacon of good practice.

 

    • Developed and enhanced innovative approaches to service in legal regulation and enabled the adoption of new technology, including AI, to improve legal services delivery and our internal processes.

 

  • CRL is recognised for its innovative approach to the delivery of legal services regulation.

Access to Justice and Consumer Empowerment

We will champion fair access to all in the legal services market. We will continue to improve the information available to consumers to improve accessibility to legal services, so they are able to make informed choices and have confidence in the legal professionals they engage with.

 

Where we expect to be in 2027:

 

    • Through the development of the Legal Choices website and establishing the Regulatory Information Service (Single Digital Register) and further development of Quality indicators, consumers have the high-quality information they need to choose good legal representation.

 

    • Subject to the outcome of the CILEX proposals, have supported CILEX members to make it easier and more cost-effective to start up a law firm (‘Law Firm in a Box), providing greater choice to consumers within diverse communities.

 

  • Consumers have an increased understanding of the consumer protections available in the legal services sector and gaps that exist with the unregulated sector are highlighted.

Independence and sustainability

Promote the value and importance of independent, specialist regulation, ensuring CRL is able to work without fear or favour and its independence is protected.

 

Where we expect to be in 2027:

 

    • Through our contribution to the LSB’s review of the Internal Governance Rules (IGRs), CRL is able to exercise its powers freely and independently, without interference from the approved regulator.

     

    • The organisation continues to be financially sustainable and achieves full financial independence, enabling us to invest in those areas of our operation which are most important to consumers and regulated members and entities.

     

    • Developed and begun to implement an internal Corporate Social Responsibility programme, working with stakeholders on reducing our environmental impact.

Be an authoritative, inclusive and capable organisation


The organisation is resilient and has the capacity and capability quickly to adapt to changes in the external environment. Continue to champion fair access for all in the legal services market.

 

Where we expect to be in 2027:

 

    • Reviewed and improved our operational performance monitoring resulting in a reduction of the length of time to conclude conduct complaints.

 

    • Further improved the transparency and accessibility of our services so we respond quickly and effectively to requests.

 

    • Continued to work collaboratively on research to expand CRL’s evidence base, including collecting more consumer data.

 

    • Used Data effectively to set goals to measure impact, chart progress and track the effectiveness of equality actions so we can understand the outcomes for consumers and the regulated community.

 

    • Understood and sought to address barriers to career progression within the CILEX regulated community.

 

    • Invested in our people, providing a caring environment with equal opportunities for colleagues to develop.

 

  • Built capability to ensure we have the right skills and competencies to drive our current and future performance.