In an era where the practice of law evolves at an unprecedented pace, continuing professional development (CPD) has become far more than a compliance requirement; it is a strategic necessity for every lawyer seeking to remain practical, ethical, and relevant. For Ontario lawyers, innovation in legal learning must go beyond accumulating hours; it must foster adaptability, practical expertise, and future-ready skills.

In his campaign for Chair of Continuing Professional Development with the Ontario Bar Association (OBA), David Milosevic is focused on modernizing how lawyers learn. He believes CPD should be practical, interactive, and future-oriented, equipping lawyers with the tools, ethical judgment, and professional resilience required in today’s practice environment. By championing innovation in legal education, David is committed to strengthening both the profession and the lawyers who serve it.

The ballot period for OBA Board Elections opens on February 27, 2026 and closes at noon on March 5, 2026.

Ontario’s CPD Framework: The Baseline

In Ontario, the Law Society of Ontario (LSO) mandates that lawyers and paralegals complete at least 12 CPD hours each calendar year. They are broken down as follows:

• Professionalism Hours: A minimum of 3 hours focusing on ethics, professional responsibility, practice management, or related topics.
• Equality, Diversity and Inclusion (EDI): At least 1 of the 3 Professionalism Hours must address EDI.
• Substantive Learning: The remaining 9 hours can be substantive learning in law, procedural skills, technical competencies, or other eligible activities.

This structure ensures that lawyers engage with both the foundational principles of ethical practice and evolving substantive challenges. However, it also creates a baseline that doesn’t always reflect the pace of change in practice today.

Why Innovation in CPD Matters More Than Ever

The Law and Practice Landscape Never Stops Changing

Legal knowledge and practice systems shift rapidly due to new legislation, judicial decisions, technological disruption, and shifting client expectations. CPD must help lawyers keep pace with these changes in ways that improve judgment and outcomes, not just check boxes.

For example:

• Technological innovation (including digital evidence systems, e-discovery, and AI-assisted research) has transformed how lawyers work — but many practitioners still lack structured training on risk-managed tech integration.
• Shifts in regulatory expectations (for example, in areas such as privacy, accessibility, or professional ethics) appear in files long before formal texts are updated.

Innovative CPD focuses on applied learning: scenario-based training, workshops on real tools and platforms, and content that links directly to practice challenges.

CPD Drives Professionalism and Ethical Judgment

Ontario’s requirement for Professionalism Hours ensures that ethical and conduct issues remain part of ongoing learning. But innovation means shifting from talking about ethics to practising ethical decision-making.

Good CPD can incorporate case simulations, highlight contemporary ethical dilemmas (e.g., confidentiality in remote work), and support inclusive practice cultures where EDI principles are lived rather than just learned.

As lawyers balance billable demands with client expectations, CPD must empower them to navigate ethical choices fluidly in real time.

Adult Learning Science Matters

Traditional CLE formats (one-way lectures or passive content) have limits. Research in professional education shows that engagement, repetition, retrieval practice, feedback loops, and peer interaction significantly enhance learning retention and behaviour change.

Innovative CPD leverages:

• Small-group discussions;
• Interactive case studies;
• Blended modules (mixing virtual and in-person elements); and
• On-demand content paired with application exercises.

These make learning stick, and more importantly, make lawyers better practitioners.

Innovation and Modern Lawyer Needs: Key Areas of Opportunity

Technology Competence and Risk Management

As technology becomes central to legal work, CPD must treat it as a professional risk area and not an optional add-on. Lawyers should be able to assess digital tools for ethical and privacy risks and apply secure workflows for client data. They should also evaluate AI outputs critically rather than accept them at face value.

This goes beyond “introductions” to technology into governance-led learning, something increasingly demanded by clients and regulators alike.

Practical Skills for Modern Practice

Competence is not only substantive knowledge. It also includes:

• Project management and delegation skills;
• Client communication frameworks;
• Dispute resolution and negotiation techniques; and
• Business sustainability insights for solo and small firms.

Innovative CPD bridges gaps between what lawyers are required to learn and what they need to do every day.

Mental Health, Well-Being, and Sustainable Practice

Lawyers are facing well-documented stressors, from billable pressures to isolation in small practices. As identified by the Federation of Law Societies of Canada in its 2024 report on developing a healthy and sustainable legal practice, innovative learning recognizes that professional longevity is as essential as professional skill.

Modern CPD can integrate wellbeing education, resilience frameworks, and resource navigation so that competence includes sustainable practice habits.

The Impact of Good CPD — Measuring What Matters

One of the biggest challenges in legal professional development is measurement. Traditional CPD counting relies on hours, but hours alone do not equal effectiveness.

A more meaningful impact framework asks:

• Did participation change how the lawyer handles files?
• Does the lawyer feel more competent using a new system?
• Has ethical awareness translated into fewer supervision lapses?

Experimenting with competency frameworks and outcomes reporting could be the next evolution beyond hours.

Where Ontario CPD Can Be More Innovative

Ontario has a strong foundational CPD framework, but the next step is innovation that goes beyond hours to competence outcomes and encourages more interactive, skills-based learning. Further, CPD should support lawyers at all career stages with tailored CPD paths and link learning directly to practice risks and opportunities.

Perhaps most importantly, innovative CPD can foster a sense of community of continuous learning and mentorship, closing the gap between junior and senior legal counsel.

Leadership That Champions Real Learning

As the profession looks ahead, CPD stands out as a tangible area where leadership can make a measurable difference. In his campaign for Chair of Continuing Professional Development with the Ontario Bar Association, David Milosevic is focused on elevating how CPD supports lawyers. He believes Ontario lawyers should not focus solely on meeting regulatory requirements, but on building practical competence, strengthening ethical judgment, and fostering resilient practice cultures that reflect the realities of modern legal work.

If you would like to discuss David’s platform, please reach out by calling (416) 916-1387 or emailing him at dm@mlflitigation.com. The voting period for this year’s OBA board elections runs from February 27 to March 5, 2026 (ballots close at noon).