Chapter 6 - Training and development
Please note that this chapter is currently under review. For further information, please refer to HR Directorate.
Appendices
- CPS Training Plan 1999/2000 + Business Objectives and Training Priorities (Not currently available)
- Personal Development Plan (PDP) and Development Record (Not currently available)
- Application for Training (Not currently available)
- Application for Distance Learning (Not currently available)
- Application for Further Education sponsorship (Not currently available)
- Training Course Evaluation (Not currently available)
Forms
- This Chapter sets out the training and development policy which applies to all staff in the Crown Prosecution Service (CPS).
- The CPS is an equal opportunities employer. The delivery and provision of training must comply with all equal opportunities policies so as not to discriminate against any group of staff.
- The CPS training policy has the following aims:
- to provide all staff with the necessary knowledge and skills to carry out their duties efficiently;
- to provide opportunities for staff to develop their full potential;
- to develop staff to fulfil the current and future business needs of the Service;
- to help staff understand the relationship of their own job to those of their colleagues in the CPS and other agencies in the Criminal Justice System; and
- to give staff a wider knowledge of the work of the CPS and related organisations.
- Effective and timely training and development is essential because:
- it increases skills and knowledge;
- it improves the performance of staff at all levels;
- it makes new staff and job changers effective in their jobs; and
- it plays an important part in the development of individuals and in helping them to achieve their full potential.
- Training also allows staff to gain a clearer picture of CPS objectives, keeps them up to date with initiatives and helps them to understand the wider context within which they work. It equips them to deal with changes of job and will play a part in preparation for advancement.
- A training need is the gap between the knowledge and skills that a person possesses and those that they need to perform at a level that fully meets requirements. It is important for any training, whether vocational or management, to meet a precisely identified need.
- It is the joint responsibility of the line manager and job holder to identify what training and development is required. Line managers should ensure that their staff are equipped with the knowledge and the skills required to perform effectively.
- Some training needs are identified in other ways, for instance when a course is made compulsory or by a need to meet the requirements of a professional body. For example, performance appraisal report writing, discipline training and sickness absence training are compulsory courses for line managers.
- Under the CPS performance appraisal system line managers are required to hold regular discussions with their staff. These discussions should always include identifying and reviewing training needs and deciding how to meet them. Areas for improvement in performance, perhaps demonstrated by repeated errors or difficulties in coping with individual workloads, may indicate a need for training.
- Completing a Forward Job Plan (FJP) which outlines key areas of work and the competencies required to be able to achieve personal objectives will help staff to assess their training needs.
- Further details about the FJP can be found in Volume 2 Chapter 9 of the Personnel Management Manual (PMM) and further details about competencies are available in the User Guide to Competence Frameworks within the CPS.
- There are a number of ways to meet training and development needs and these are addressed later in this chapter. Formal training courses are not always an effective answer to training needs: managers should consider the knowledge and skills which their staff need to perform effectively, and consult the Training and Development Manager (T&D Manager) if available courses do not meet these needs.
- Any request for training and development will be considered in light of the national and Area priorities for training and development. These are explained further in the following paragraphs.
- The Career and Training Strategy Group (CTSG) is responsible for identifying national priorities for training and development, in the light of CPS objectives, and setting the organisational objectives for training and development at the beginning of the financial year. These are published to staff, usually through inform, with a plan for delivering these objectives.
- The Training Plan is reviewed on a quarterly basis by the CTSG. Any amendments will be communicated to staff through inform.
- At the end of each financial year, the CTSG evaluates training costs and outcomes against the training plan. To this end, T&D Managers will be asked to provide CTSG with this information by means of a framed list of questions relating to the training and development objectives.
- The current national priorities for training and development and the CPS organisational objectives for training and development are attached at Appendix 1.
- Using the CPS priorities for training and development, Areas/HQ Directorates are responsible for identifying their own priorities for training and development. A costed Area/HQ Directorate training plan should also be produced. The objectives should be SMART (Specific, Measurable, Achievable, Realistic and Timebound), as at the end of the financial year they will need to be evaluated. Consultation with local TUS on the Area/HQ Directorate training and development priorities would be good practice.
- The Area/HQ Management Team (or similar group) should review these documents on a quarterly basis. Any amendments will need to be communicated to staff.
- All staff should be encouraged to complete and update a Personal Development Plan (PDP) (see Appendix 2). Individuals may use their own version of the PDP if they wish, but it should cover similar areas such as the competencies to be developed, linking training requirements to objectives, and review/completion dates.
- The PDP is intended to promote the discussion of the training and development required to carry out the job effectively and develop the competencies required; provide an opportunity to discuss and encourage the job holder's career and development; and provide him/her with a plan of agreed proposals to support the identified training and development requirements.
- The PDP should be reviewed regularly and should include a review of the effectiveness of any training/development activity undertaken.
- Information on the Senior Civil Service (SCS) Route Map can be found in Volume 7 of the PMM.
- Staff at Level E and below should record their training and development needs on the PDP attached to the Forward Job Plan.
- The PDP should be reviewed and if necessary amended at in-year reviews, with the training being completed at the end of the reporting year. Area/HQ Personnel 1 may request copies of completed PDPs to carry out a training needs analysis for their Area/HQ Directorate.
- Further information on how to use PDPs can be found in Volume 2 Chapter 9 of the PMM.
- If you require any help in identifying your training needs you should initially speak to your line manager. The T&D Manager will also be able to assist.
- This training is aimed at all new starters and all job changers. Good induction is essential in helping the CPS to run efficiently. The time taken to induct a new starter or job changer will help them become an efficient member of staff.
- Further information on how to induct staff is contained in the CPS induction training package and is available from Area/HQ Personnel 1. New starters and job changers should be given their own copy of the induction training package.
- In addition to completing the induction training package, all new starters and job changers (if applicable) should attend an induction training course as soon as possible. Further information about this training can be obtained from the T&D manager.
- This is training that is undertaken at the learner's place of work; it is often called "desk" training.
- It is usually conducted on an individual and one to one basis, sometimes by the job holder's manager, a designated mentor/coach or a team trainer.
- The training will usually be focused on equipping the learner with a specific range of skills or knowledge closely linked to the job holder's day to day duties.
- This kind of training activity accounts for a great deal of the training undertaken by CPS employees.
- It is an essential training method. Conducted effectively, "at work" training ensures that employees are able to carry out their work with confidence, increased effectiveness, ease and efficiency.
- Assessing the need for, nature, and organisation of "at work" training is the responsibility of the job holder's manager, unit manager and job holder. Where necessary, the job holder may seek the advice and assistance of the T&D Manager about any aspect of this type of training activity.
- This training aims to meet the identified needs of a discrete work group or team. It usually aims to meet a common training need shared by several or all members of the group. For example, the need may be to inform the group of new legislation, or address policy, procedure or administrative requirements. Again, this training accounts for a large and important proportion of departmental training activity.
- The need for this type of training may be identified by an individual or unit manager, or may be suggested by others to meet a particular operational or policy requirement.
- This training is usually organised within a work unit and delivered by a nominated trainer drawn from within the work unit or Area/HQ Directorate.
- Chosen for their expertise, or interest in a subject and willingness to be involved in the training and development of team colleagues, nominated work group trainers fulfil a major role in equipping fellow team members with the essential knowledge, skills and abilities to carry out their duties effectively.
- It is the responsibility of the unit manager to identify those team members with the ability and motivation to be effective team trainers and to ensure that the identified staff are properly trained, developed, and supported to carry out this important team role. T&D Managers are available to assist with any aspect of organising team based training.
- Where necessary, the job holder may seek the assistance of the T&D Manager with any aspect of this type of training activity.
- These courses are principally designed and delivered specifically for the Department by CPS employees. The courses aim to meet identified training needs common to large numbers of CPS employees.
- There are three broad categories of internal training courses:
- Vocational (Law, Policy and Procedures): This training is designed to meet specific training needs relating to the employee's job.
- Management: This training is intended to equip managers to carry out their role.
- Developmental: This training is designed to meet the emerging demands of the organisation on individual employees and the individual employee's desire to improve their own levels of skills and ability. Many of the above courses may also fall into this category, depending on the current role and training needs of the individual.
- These are training events organised and delivered by agencies and providers outside the CPS. The courses are usually open to the public and are often designed to meet the expectations of a wide range of levels of experience and needs.
- The broad descriptions of vocational, management and developmental training shown above may also be applied to describe the types of external training available.
- Staff applying for external training events should be permanent members of staff. Staff employed on a casual basis who are awaiting a selection interview, or the result of an interview, will not normally be given assistance towards external training. However, such applications may be approved by the T&D Manager where the external training event would provide immediate demonstrable benefits to the CPS if the casual member of staff were to attend. The course must also represent good value for money. Applications for attendance on events that provide training of a similar content and depth to that offered on internally run training courses will not be approved.
- Line managers should take these factors into account when considering the officer's suitability for and the timing of external training. The officer's ability to derive a real benefit in terms of job efficiency or effectiveness from the proposed training should be taken into account, and for this reason the detailed comments and views of the applicant's line manager are crucial. T&D Managers are unable to consider applications which are not suitably endorsed.
- The CPS will sponsor approved external training events as follows:-
- 100% of all tuition fees; and
- 100% of any residential costs contained within the overall course fee.
- The appropriate Area\HQ Directorate should pay for the following items (original invoices should support all claims where possible):
- travelling costs to and from the training course venue; and
- subsistence claims covering the duration of the training (where not already included in the course fee).
- It is usual for course materials to be included in the tuition fee. Any claim for books will not normally be considered. The exception to this rule is First Aid Manuals, which although itemised as a separate cost on some courses, will be paid for in full by the CPS.
- Staff are not expected to attend external training events in their own time (ie during an evening or over a weekend). If staff identify a course that fulfils the external training criteria and which they are keen to attend, but it is held out of normal office hours, consideration will be given to providing assistance on the understanding that time off will be given in lieu. Overtime payments may be granted at the discretion of the Area/HQ Directorate.
- These are training events organised and delivered by agencies within the Criminal Justice Systems. They may be organised and delivered by one or more agencies working together, eg CPIA disclosure training was jointly prepared and delivered by the CPS and the Police. The training may be organised and delivered by one agency with representatives from other agencies being invited to attend.
- This type of training has an important place in promoting greater inter-agency co-operation and understanding and is to be encouraged.
- Inter-agency training can also take the form of exchange visits by members of CPS staff shadowing colleagues in other agencies, and vice versa. Exchanges can vary in length from half a day to a period of weeks.
- Assessing the need for this type of training is the responsibility of individual job holders, line managers and Unit and Area Managers who will consider the resource implications and benefits and consult appropriately with other agencies.
- Where necessary, you may seek the assistance of your T&D Manager with any aspect of this training activity.
- This is training material which is studied flexibly by the learner at a time and place convenient both to them and to their employer. Learners will still require the active support of a line manager or mentor during the period of study.
- There is an important distinction to be drawn between open learning and distance learning, although often the same material will be studied.
- Open learning material is studied by the individual employee in their own time. Learning need not be evaluated, nor is it necessary for the employee to seek his or her line manager's approval to begin a course of study.
- Distance learning material is studied in the workplace, and official time is allowed for study.
- The line manager's approval and evaluation of learning is required.
- There are several broad types of open and distance learning material:
- Text based: books, and other reading material;
- Audio based: cassettes, tapes;
- Video based: video;
- Computer based: usually CD ROM;
- Mixed media: as the name suggests, a mixture of the methods described above.
- The Open & Distance Learning Catalogue describes the material available. A copy can be obtained from the T&D Manager.
- Study usually takes place at recognised colleges, institutes or through distance learning provided by a recognised college or institute.
- The courses of study undertaken will often lead to a recognised academic or professional qualification.
- Examples: GCSE and A Levels, degrees, MBA, MSc, ILEX qualifications, Institute of Personnel and Development (IPD) qualifications.
- Financial assistance for further education is granted subject to management training priorities and budgetary considerations.
- The CPS does not guarantee to provide sponsorship for studies already being undertaken by staff joining the CPS either from outside the Civil Service or from another Government Department.
- Courses undertaken during career breaks do not qualify for sponsorship by CPS.
- All applications must be made to the T&D Manager. Each individual case is considered on its merits. T&D Managers are unable to give approval for any course of study without a completed application form.
- In order to obtain financial assistance towards any course of study, the applicant must demonstrate that:
- the course content is relevant, either wholly or largely, to the applicant's current job and level, and will improve the applicant's efficiency or effectiveness at work;
- the studies will be undertaken in the applicant's own time;
- the applicant has the academic ability to complete the course successfully;
- the course is not so intensive as to interfere with the applicant's day-to-day job of work;
- the course is not similar in depth and content to any internal or external training course already undergone by the applicant; and
- the applicant is a permanent member of staff.
- Further education is usually undertaken within the public education system. When suitable public educational facilities are not available, assistance may be given for correspondence courses or attending private colleges, providing that the tuition is of an acceptable standard and the fees offer value for money.
- Day-release will not normally be granted to staff over 18 years of age, but provision for time off to attend studies of up to a half day per week may be granted locally so long as:
- the needs of the office continue to be met; and
- longer hours are worked during the rest of the week to make up any time off (ie flexitime).
- The following criteria must be met for assistance to be considered:-
- the application must fulfil the criteria set out in paragraph 70; and
- the line manager must have commented favourably on the applicant's suitability and the relevance of the course.
- Special leave with pay for activities such as occasional daytime tutorials, pre-examination revision and examinations may be granted as follows:
- up to a total of 5 days;
- if the number of days required for examinations in any one year exceeds 2?, up to 4 additional days to cover the excess.
- up to a total of 10 days provided that not more than 5 days are taken in any one year of the course; and
- if the number of days required for examinations in any one year exceeds 2?, up to 4 additional days to cover the excess.
- Please note that special leave provision reduces on a pro-rata basis for part-time staff. For example, staff working 2 days per week qualify for 2/5 of the normal special leave allowances. Leave is calculated to the nearest half day.
- The following criteria must be met for assistance to be considered:
- the application must fulfil the criteria set out in paragraph 70;
- the applicant must have passed probation and received a satisfactory final probation report; and
- the subject(s) to be studied must have a direct relevance to the applicant's current duties.
- Special leave with pay for activities such as occasional day-time tutorials, pre-examination revision and examination may be granted as follows:
- up to a total of 20 days provided that not more than 10 of these days are taken in the last year of the course;
- if the number of days required for examinations in any year exceeds 5, up to 4 additional days to cover the excess; but
- if the above limits make it impossible for the officer to complete the course, up to 10 additional days at the discretion of the line manager. Any further time required should be taken as annual leave.
- Special leave provision reduces on a pro-rota basis for part-time staff (see paragraph 75).
- In exceptional circumstances, postgraduate and courses of similar intensity and length may be approved. All applications should be referred to the T&D Manager.
- The following criteria must be met for assistance to be considered:
- the application must fulfil the criteria set out in paragraph 70; and
- the member of staff must have passed probation and received a satisfactory final probation report.
- Special leave allowances are the same as for degree level and equivalent courses (see paragraph 77).
- Special leave provision reduces on a pro-rota basis for part-time staff (see paragraph 75).
- Open University studies should be confined to subjects that are of relevance to the officer's current job. If in order to obtain an Open University Degree the subjects chosen are not relevant, these elements will not attract financial support from CPS.
- The CPS will sponsor summer schools for relevant foundation courses. The special leave allowances are the same as for degree courses and equivalents (see paragraph 77). Summer schools for any other courses may be attended in the officer's own time and at the officer's own expense.
- These courses will be approved only if they form a mandatory part of the overall course. Time taken to attend will be deducted from the overall special leave allowance for the course of study being undertaken. If a revision course is considered advisable rather than compulsory, the officer may attend in his/her own time and at his/her own expense.
- If an officer fails an examination at the end of a course, the T&D Manager may approve one re-sit for each failed subject, but the CPS will not contribute towards any repeated tuition fees or revision costs. Nor will it contribute towards the cost of additional text books. Applications to re-sit examinations must be made in writing to the T&D Manager.
- In the event of an officer failing satisfactorily to complete a voluntary course of studies, the CPS will normally expect all financial assistance given in respect of that course to be repaid by the officer. Failure to sit any or all of the examinations is deemed as failure satisfactorily to complete the course. Notification of intended withdrawal from a course of study must be made punctually and in writing to the T&D Manager.
- In exceptional circumstances, paragraph 87 may be waived, but the onus is on the officer to demonstrate that they had no option but to fail to complete the course. Factors such as disappointment with course content will not be considered as good reason to drop out of a course. Applications to waive repayment must be made in writing to the T&D Manager.
- When making an application for assistance, an officer undertakes to pursue diligently and complete the course of study by regular attendance at classes and lectures and promptly to complete any written work required. The continuation of assistance is subject to satisfactory progress judged by the passing of examinations or by periodical reports. It is therefore mandatory that applicants let the T&D Manager know their examination results within two weeks of receipt.
- Continuation of assistance is also subject to an officer maintaining a satisfactory standard in the performance of his/her duties.
- A fresh application form must be completed for each academic year of study, to enable accurate estimates of cost for each financial year to be made.
- Staff over 18 years of age undertaking approved courses of further education may be granted assistance as follows:
- 80% of tuition fees and examination fees, 100% for courses of study leading to a qualification recognised by a professional body appropriate to the applicant's current job; and
- 50% of cost of text books up to a maximum of 100 per course.
- An original receipt should support all claims. Assistance will not be paid in advance of approval. The officer should pay all invoices in full and then seek reimbursement from the T&D Manager.
- Where this is not possible, the T&D Manager may pay 80% of the invoice direct to the college, whilst the officer contributes their 20% directly. This method of payment will be authorised by the T&D Manager in exceptional circumstances only.
- Where a course contains some elements relevant to CPS and the officer's current job, assistance may be provided in respect of the relevant subjects only. The T&D Manager will advise applicants which elements attract assistance.
- The CPS will meet the whole cost of membership of a professional body only if that membership is a pre-requisite of studying or sitting examinations for an approved course of studies.
- The CPS will fund continuing long-term membership of appropriate professional bodies. If a member of staff is working in a post that carries with it a requirement to be a member of a professional organisation, the fees should be provided out of the relevant Area/HQ Directorate budget.
- In addition to any special leave allowances, time off to reach approved evening classes should be allowed up to a maximum of an hour for each evening class. All arrangements should be agreed locally, but since all Areas/HQ Directorates operate a system of flexi-time, any travelling time should be made up on a weekly basis.
- These should be paid from the Area/HQ Directorate budget and applicants are reimbursed in accordance with the Travel and Subsistence Code. T&D Managers are unable to authorise claims for travelling or subsistence.
- Day release is open to members of staff who are under 18 when they join the Civil Service and continues until the end of the term in which they reach the age of 18 (unless deferment of the start of day release has been arranged with the T&D Manager).
- Whilst the CPS hopes that staff will be encouraged to continue their education after starting work, the opportunity to take up day release will depend on the staffing needs of the Area/HQ Directorate concerned. Staff considering continuing their education should contact the T&D Manager for guidance.
- Areas/HQ Directorates will provide the following terms of assistance:
- Fees: all course and examination fees relating to approved studies only;
- Travelling: travelling expenses in excess of those normally incurred for the journey between home and office. Travelling expenses in connection with examinations will also be paid in full;
- Subsistence: day subsistence allowance in accordance with the normal rules for official detached duty;
- Equipment: the full cost of notebooks and equipment needed to complete the courses that are not provided by the college, or available from the office;
- Text Books: books up to a limit of 20 per subject or course unit. The total amount payable for text books per course in one academic year is 80.
- Once a suitable training event has been identified, the application for training form (see Appendix 3) should be completed by the applicant, endorsed by the line manager and then sent to the T&D Manager. Applications should be with the T&D Manager at least 10 clear working days before the closing date for applications for the course. The T&D Manager will make the necessary booking arrangements.
- Late applications run the risk of not being processed in time. Assistance towards events booked without prior approval cannot be granted, and the T&D Manager may not meet any outstanding fees. Local bookings by correspondence or telephone with the training provider must not be made unless prior written approval has been obtained from the T&D Manager.
- It is the responsibility of both the job holder and line manager to identify what training is needed. Once this has been done the result needs to be communicated to the training organiser who, in the CPS, is the T&D Manager.
- The T&D Manager acts as training consultant for the staff in his/her Area/HQ. T&D Managers are available to advise staff and managers on training needs and the most appropriate method of meeting those needs. They are responsible for carrying out training needs analyses in their Area/HQ and organising a training programme to meet those needs. The programmes comprise both legal and non legal subjects.
- There is only one application form to complete. It can be used for internal, external, legal and non legal applications. When applying to attend an external training course a completed booking form should be attached (see Appendix 3).
- The job holder and line manager should complete the form and send it to the T&D Manager, who will consider the application. If approved, the form will be sent to the Distance Learning Unit, United House, York, who will despatch the training material direct to the applicant (see Appendix 4).
- The system for dealing with applications may vary between Areas/HQ Directorates. Due to budget restrictions, some Areas/HQ Directorates may run a further education campaign, inviting applications before a cut off date, at which point all applications are considered. Other Areas/HQ Directorates work on a first come, first served basis. Any member of staff may apply for further education sponsorship and should contact the T&D Manager for details of how funding is dealt with in the Area/HQ Directorate (see Appendix 5).
- The job holder and line manager should discuss why the job holder needs the training identified. It is important that both are clear about what the job holder needs to learn and be able to do as a result of the training. The form also asks for details of the competencies which the training will help to develop. The competencies for each job holder will have been identified during the completion of the forward job plan at the beginning of the reporting year. Further information on competencies is contained in Volume 2 Chapter 9, or contact either the T&D Manager or Personnel section.
- Evaluation is an essential part of the training process and must take place after any training. It enables the job holder, the line manager and the organisation to establish if the training received has the desired effect on performance. There is only one evaluation form to complete. The information obtained through the evaluation process helps measure the overall quality of training provision within the CPS and how well the training helps the CPS meet its business needs (see Appendix 6).
- The pre-course evaluation is designed to ensure that job holder and line manager are clear about what they expect from the training: what needs to be learned, which competencies the training will develop and how the learning will be used on return to the office. The joining instructions for the course contain the aim(s) and objectives of the training and the evaluation form. The front page of the form (Section A - Pre-Course Preparation) should be completed by both the job holder and line manager before the training takes place. It is important that this happens because it could be some months since the job holder initially applied for the training. The information contained in this section will form the basis of the post-course evaluation.
- Section B at the top of page 2 of the evaluation form should be completed by the line manager on the job holder's return from the training. This gives the job holder the opportunity to discuss with their line manager if the training went well and met the course objectives. The questions on the form can be used to provide a framework for the discussion.
- Section C of the form is completed 3-6 months after the training has taken place. Immediately after the training it is difficult to evaluate if it has helped a job holder improve work performance. The best time to review performance is after the job holder has had sufficient time to use the knowledge/skills learned during the training. This can vary depending on the complexity of the subject, but would usually be within 3-6 months after the training. It is recommended that, where possible, the discussion of the short term evaluation between the line manager and job holder takes place during the performance appraisal quarterly review.
- When Section C has been completed a copy should be sent to the T&D Manager who will use the information to evaluate the effectiveness of the training at an Area/HQ Directorate and departmental level. The job holder's PDP or equivalent document should be updated to reflect any training and development activity that has been carried out over the year.
- If at any point during the training/distance learning/further education process a job holder is dissatisfied with how an application has been dealt with, they should initially speak to the person who made the decision. The job holder should ask for an explanation of the decision and discuss the reason why he/she is unhappy with the result.
- If after taking action the job holder is not satisfied, he/she should ask for a review of the decision, after submitting any further information he/she feels may support his/her case. The final point of review within an Area is the Area Business Manager and within Headquarters, the HQ Director.
- Continuing Professional Development (CPD) is important for everyone, no matter what job they do or their level. Individuals should always aim to develop in whatever job they hold.
- Some professional organisations have a compulsory CPD scheme. The Law Society and Bar Council operate schemes for their members and these are outlined later at paragraphs 125 and 132.
- Other members of CPS may also find that their professional body offers such a scheme, for example, IPD. If individuals are unsure whether the professional body to which they belong operates either a compulsory or voluntary scheme, they should contact the body direct to find out.
- Individuals who are not affected by any of these schemes should still endeavour to keep their skills, knowledge and competencies up to date. This will mean that they are able carry out their jobs effectively and deal with change flexibly.
- This should be done by recording all the personal development that needs to be undertaken and why. This log should clearly set out which competencies, knowledge or skills need to be improved and how this development will improve performance in the job.
- After the development activity has been undertaken it should be logged in terms of what it was, what was learned and how this knowledge will be put into practice. It is essential that development needs are discussed with line managers so that the function of the activities undertaken is clear.
- Whether the CPD scheme is linked to a professional body or not, it is imperative that individuals take responsibility for recording their own development activity. It is the responsibility of the individual to ensure that their skills and knowledge are up to date.
- With effect from 1 November 1998, all solicitors in England and Wales became subject to the Law Society CPD scheme.
- All newly qualified solicitors must undertake at least 1 hour of CPD activity for each complete month from the date of admission to the next 31 October. Thereafter they must complete at least 16 hours of CPD activity for each of the three complete CPD years following qualification (the CPD year runs from 1 November to 31 October).
- All other solicitors must undertake at least 48 hours of CPD activity every 3 CPD years.
- All CPD activity must be at an appropriate level and contribute to a solicitor's general professional skill and knowledge and not merely advance a particular fee-earning matter.
- The requirements may be satisfied in a number of ways:
- At least 25% of the required activity must take the form of participating (which includes preparing, delivering and attending) in courses accredited by or on behalf of the Law Society. Such courses must require attendance for at least one hour.
- Activity that does not consist of participating in accredited courses as above may take various forms:
- participating in accredited courses of at least 30 minutes;
- participating in non-accredited courses (for example, courses designed for non solicitors which are relevant to a piece of specialist work);
- writing law books or articles in legal journals;
- legal research that goes beyond a particular case and results in some form of guidance to others;
- distance learning;
- preparation and delivery of courses for trainee solicitors;
- working towards certain National Vocational Qualifications (NVQs);
- participating in the development of specialist areas of law and practice by attending committees or working parties; and
- study towards certain professional qualifications.
- The requirement set out above, that at least 25% of CPD activity must consist of participation in accredited courses of at least one hour, is waived for solicitors who complete a PDP. These solicitors must still complete the required amount of CPD activity, but they are not compelled to attend courses if they find other means of meeting the requirements that are more satisfactory.
- The New Practitioners Programme (NPP) originally applied to all barristers entering independent practice on or after 1 October 1997. The scheme was extended to include all barristers entering employed practice after 1 October 1998 who had not previously satisfied the Bar Council's requirements in independent practice.
- Barristers affected by NPP must complete at least 42 hours of development activity in the 3 years following call to the Bar. This activity is further sub-divided as follows:
- Providers of training for NPP purposes must be authorised by the Bar Council.
- Accredited courses are offered by authorised providers and include lectures, seminars, workshops, residential courses, group discussions and conferences.
- Open and distance learning is accepted by the Bar Council as a means of satisfying the requirements of the case preparation and procedure and substantive law/training related to practice elements of the scheme.
- The CPS is an authorised provider and all of its training courses and open and distance learning materials may count towards the appropriate elements of the scheme. The exception to this is Advocacy training, which must be face-to-face and be delivered by specially approved trainers.
Introduction
Principles
Why we need training and development
How to identify training and development needs
CPS Training Strategy
Area/Headquarters Training Strategy
Personal Development Plan (PDP)
PDP for members of the Senior Civil Service (SCS)
PDP for staff below the SCS
Where to go for help
Training and development opportunities
Induction training
At work training
Team training
Internal training courses
Examples: Homicide, Crime and Disorder Act, Higher Court Advocacy, Casework Officer Training (COTs), Advocacy Training Programme.
Examples: Introduction to Management, Performance Appraisal, Team Management and Meetings Skills.
Examples: Assertiveness, Time Management and Effective Communication.
External training courses
Eligibility
Financial assistance
Inter-agency training
Open and distance learning
Further education
Eligibility
Locations and methods
GCSE, Advanced Level courses and equivalent studies
GCSE and equivalent courses:
A level and equivalent courses:
Degree courses and equivalent studies
Post graduate and equivalent studies
Open University
Revision courses
Re-taking a course and re-sitting examinations
Failure to complete a course
Student obligations
Financial assistance
Membership of a professional body
Time-off for studies
Travelling and subsistence expenses
Further education for staff under 18 years of age
Terms of assistance
Application procedure
Roles and responsibilities
Training and Development Managers
How to apply
Training courses
Distance learning
Further education
Completing the form
Evaluation
Pre-course evaluation
Immediate evaluation
Short term evaluation
Appeal/dissatisfaction procedure
Continuing professional development (CPD)
Principles
CPD for all staff
The Law Society CPD scheme
What counts as CPD activity for the Law Society scheme?
The New Practitioners Programme (NPP) for Barristers
| Nature of activity | Time required |
|---|---|
| Case preparation and procedure | At least 18 hours |
| Substantive law or Training related to Practice | At least 15 hours |
| Advocacy | At least 6 hours |
| Ethics | At least 3 hours |
