Karen Garthwaite is the head of professional development at Legal Futures Associate ILFM
Garthwaite: Partners and directors set the compliance tone
Compliance – what does that word mean to different people within a law firm? For some, it signals client care, protection, professionalism and trust. For others, it might still mean paperwork, red tape or another added layer of bureaucracy.
From support staff to equity partners and senior management, attitudes vary widely.
Although compliance officers for finance and administration (COFAs) often hold senior positions and play an essential role in a firm’s financial and regulatory integrity, the perception of the compliance function itself is still evolving.
Too often, ‘compliance’ is seen as something that blocks rather than enables business. We believe that mindset needs to change – especially as we see regulation ever-tightening from the Solicitors Regulation Authority.
Moving from policing to partnership
The COFA’s role isn’t intended to cause unnecessary delays or add complexity to already busy fee-earners and staff. Instead, it has a significant part to play in protecting the firm and its clients.
To work successfully, firms need to view compliance as a shared responsibility, not a single person’s job.
When colleagues across departments understand why compliance matters – and see the COFA as someone on their side – the entire firm will benefit. Financial stability, risk management and ethical integrity are not separate goals from growth, they are what make sustainable growth possible.
Shifting perception through culture
A compliance-aware culture filters down from the top. Partners and directors set that tone when the COFA’s input is seen as commercially valuable rather than just procedural. Including compliance perspectives in strategic conversations, rather than as after-the-fact checks, ensures that decisions on new practice areas, client structures or investments are fully informed from the outset.
It’s also important to communicate to staff why compliance is so key. By ensuring people understand that it’s not just an added burden and, crucially, outlining the risks of not carrying it out properly, you are much more likely to get buy-in.
Small cultural shifts can make a big difference. Firms could consider:
- Making compliance an ongoing agenda item at management meetings;
- Treating regulatory discussions as part of business planning, not separate from it;
- Encouraging the firm to incorporate compliance into day-to-day activities, rather than an occasional focus;
- How to create an open culture that does not penalise reporting of compliance-related issues or queries;
- Recognition for staff who raise compliance standards or identify risks; and
- Regular practical training sessions based on real-life scenarios.
Building confidence in the COFA role
COFAs should be visible advocates for ethical, transparent operations – not only in responding to issues, but in shaping firm-wide awareness and creating opportunities for proactive best practice. That means clear communication, practical education and an open-door approach that encourages staff to ask questions early.
Firms can support this by giving COFAs the tools, time and resources to monitor effectively and to lead on financial compliance initiatives. Engaging with external experts such as the ILFM, attending peer sessions, can help keep the firm’s approach current and credible.
Compliance to benefit everyone
Changing perceptions takes time but it begins with understanding. When compliance is viewed as integral to client trust, operational resilience and professional reputation, every role in the firm benefits.
If you are a COFA and would like to know more about how the ILFM can advocate for and support you, you can learn more about our iCOFA community here: https://www.ilfm.org.uk/site/cofa/
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