1 The Legal Aid Society of Cleveland 2013- 2015 Strategic Plan Approved by the Board on December 12, 2012

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The Legal Aid Society of Cleveland

2013- 2015 Strategic Plan

Approved by the Board on December 12, 2012

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Mission (Core Purpose)

To secure justice and resolve fundamental problems for those who are low income and

vulnerable by providing high quality legal services and working for systemic

solutions.

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Tagline (Brand Identity)

Rights, Dignity, Justice

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Values (Enduring Beliefs & Practices)

In fulfilling our mission we:

Advocate for Justice Empower clients and communities

Respect all Collaborate for strength

Inspire dedication, innovation and excellence

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Goals (desired end results)

Goal 1: Improve Safety and Health Goal 2: Promote Education and Economic Stability Goal 3: Secure Decent, Affordable Housing Goal 4: Ensure Justice System and Government

Entities are Accountable and Accessible Goal 5: Achieve a Viable and Sustainable Longer

Term Financial Plan Goal 6: Ensure Highly Skilled Staff Meet Client

and Community Needs Goal 7: Maximize Organizational Effectiveness,

Efficiency and Accountability

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Givens and Assumptions

In developing our Strategic Plan and carrying out our work, we assume the following:

About who we serve:

We serve low income and vulnerable people We serve clients in our 5-county service area Client needs will likely grow, are not expected to decline

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Givens and Assumptions (2)

About our work:

Our unique value add is law – this is where we fill a void Client needs drive our work – as their needs evolve, our

work evolves The work we do has an impact, makes an important

difference We provide high-quality legal services We will continue to engage the private bar to assist in

meeting client needs and fulfilling our mission We will remain in service for at least another 100 years We will use technology more

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Givens and Assumptions (3)

About our financial sustainability and staff capacity:

Our work is of high quality Needs exceed resources We need to examine the ways services are delivered, given

reduced resources and a smaller staff We will be under pressure to do more with less We have to prioritize, make hard decisions Staff are a valued resource and remain a high priority Contributed revenues are more important than ever Revenue streams need to be diversified We will grow again

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Decision-Making CriteriaPriorities were and will continue to be established by taking into account:

1) The number of clients who need our services 2) Potential benefit if we provide the service (#, type, degree)3) Potential harm if we don’t provide the service (#, type,

degree) 4) Availability of alternative effective quality program and

service providers5) Expertise and capacity of staff and volunteers6) Ability to produce outcomes and long-term impact for

clients and low income communities7) Availability of resources to cover delivery of service8) Ability to leverage work we’re already doing for clients and

low income communities

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By Goal and Associated Strategies:

Summary ofImplementation Section of Legal Aid’s

2013 – 2015 Strategic Plan

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Goal 1: Improve Safety and Health

Strategies:

1) Secure safety against domestic violence and for other victims of crime

2) Increase access to health care

3) Explore our role in improving health & safety of homes and neighborhoods

Performance Measures:1) Cases – client service

a) #/% of clients/children increased safetyb) #/% of clients/children increased access

to health care

2) Advocacy: Improvement in laws, regulations, policies, practices for:a) courts and law enforcement b) Government, govt agencies, health care

providers and insurance companies

3) Collaboration – #, quality and effectiveness of meaningful internal and external alliances (partnering to strengthen client services or achieve advocacy goals)

4) Education - # and strategic content of presentations, trainings and print/web-based information provided to clients and service providers

5) Leadership – e.g. # leadership roles in local, regional, statewide, national groups or panels;# media quotes and references

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Goal 1: Improve Safety and Health

Substantive Areas of Our Work to Achieve this Goal

Current Areas of Practice in pursuit of this goal:1. Family2. Immigration3. Public Benefits

Potential Changes in Current Practice or New Areas to Explore: 4. Affordable Care Act 5. Utilities6. Impact of Foreclosures and abandoned properties on

Neighborhoods

Timeline for Potential Changes:• By 6/2013: Determine Legal Aid’s Role• By 12/2013: Allocate Resources as Necessary

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Strategies:

1) Improve clients’ economic security (e.g., jobs, public benefits)

2) Increase clients’ access to quality education

Goal 2: Promote Education and Economic Stability

Performance Measures:

1) Cases – client servicea) #/% of clients with improved economic

securityb) #/% of clients/children with increased access

to quality education

2) Advocacy: Improvement in laws, regulations, policies, practices for:a) Employersb) Government & government agenciesc) Schoolsd) Courts




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Goal 2: Promote Education and Economic Stability


Current Areas of Practice in Pursuit of this Goal:1. Consumer2. Public Benefits3. Work4. Foreclosure5. Education

Additional Areas of Practice that Contribute to this Goal:6. Immigration7. Family8. Housing

Potential Changes in Current Practice or New Areas to Explore: 9. Access to quality elementary & secondary, vocational and post-

secondary education10.Student Loans


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Strategies:

1) Increase availability and accessibility of affordable housing

2) Improve housing stability

3) Improve housing conditions

Goal 3: Secure Decent, Affordable Housing


1) Cases – client servicea) #/% who secure affordable housingb) #/% whose housing is improvedc) # of available quality housing units

2) Advocacy: Improvement in laws, regulations, policies, practices for:a) Government & government agenciesb) Courtsc) Housing providers and intermediaries




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Goal 3: Secure Decent, Affordable Housing


Current Areas of Practice in Pursuit of this Goal:1. Landlord/Tenant2. Consumer3. Foreclosure

Additional Areas of Practice that Contribute to this Goal:4. Family

Potential Changes in Current Practice or New Areas to Explore: 5. Utilities


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Strategies:

1) Increase meaningful access to courts and government agencies for persons with limited English proficiency

2) Explore our role in increasing meaningful access to courts and government agencies for specific vulnerable populations

3) Decrease financial barriers to the courts

4) Improve legal community’s awareness and understanding of the needs and skills of low income individuals and communities

Goal 4: Ensure Justice System and Government Entities are Accountable and Accessible


1) Cases – client servicea) #/% who secure language access

improvementsb) Increase in acceptance of Fee Waivers

2) Advocacy: Improvement in laws, regulations, policies, practices for:a) Government agencies and courtsb) Legal community



5) Leadership – e.g. # leadership roles in local, regional, statewide, national groups or panels; # media quotes and references

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Goal 4: Ensure Justice System and Government Entities are Accountable and Accessible

Areas of Our Work to Achieve this Goal

Current Areas of Legal Aid in pursuit of this Goal:1. Crosses all substantive practice areas2. Pro se assistance3. Volunteer Lawyers Program4. Community Engagement5. Board of Directors

Additional areas of Practice that contribute to this Goal:n/a

Potential Changes in Current Practice or New Areas to Explore: 6. Will depend on determination of where financial burden has

greatest impact7. Identify additional vulnerable populations encountering barriers


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Strategies:

1) Increase funding

2) Ensure expenses are less than budgeted current year revenues

Goal 5: Achieve a Viable and Sustainable Longer Term Financial Plan


Revenue and Expense:

1) Total $/% change in philanthropic revenue

2) Total $/% change in total revenue

3) Total $/# of commitments to endowment

4) Revenues greater than expenses

5) Total $ and % change in board reserve

6) $ cost saved thru increased efficiencies

Engagement and Advocacy:

7) # of contributors and % annual growth

8) Consistent use of data

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Goal 5: Achieve a Viable and Sustainable Longer Term Financial Plan


Current Areas of Legal Aid in Pursuit of this Goal:1. Finance Department2. Development and Communications Department3. Research and Data Analyst4. Board of Directors and Development & Finance Committees

Additional areas of Legal Aid that Contribute to this Goal:5. All Practice Groups

Potential Changes in Current Practice or New Areas to Explore: 6. Enhanced use of forecasting7. Enhanced use of technology8. Enhanced use of data9. Enhanced engagement of practice groups and staff

Timeline for Potential Changes:• By 12/2013: Develop tools• By 6/2014: Implement tools

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Strategies:

1) Cultivate and sustain a high performance staff and culture

2) Engage in on-going assessment of client & community needs

Goal 6: Ensure Highly Skilled Staff Meet Client and Community Needs


1)Retention rates

2)Promotion rates

3)Aggregate evaluation results (% are high)

4)# of training and professional development opportunities for staff

5)Staff Engagement surveys-improved scores

6)Succession plans refreshed regularly

7)Public recognition of individual staff

8)# and type of leadership positions and level of participation among Legal Aid staff throughout the community

9)# of staff-authored publications

10)Increased use of technology to support staff roles

11)Results delivered per other organizational goals (especially Collaboration, Education and Leadership)

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Goal 6: Ensure Highly Skilled Staff Meet Client and Community Needs


Current Areas of Legal Aid in Pursuit of this Goal:1. Executive Director and Managers2. HR3. IT4. Board of Directors and Personnel Committee5. Salary and Benefits Structure and Scale6. Staff awards7. Community Engagement

Additional areas of Legal Aid that Contribute to this Goal:8. All staff

Potential Changes in Current Practice or New Areas to Explore: 9. Determine best way to staff HR function10.Improve consistency in professional development work and how

feedback is sought and used11.Design and implement how on-going assessment will be carried out

Timeline for Potential Changes:• By 6/2013: Develop plan• By 12/2013: Implement and Allocate Resources as Necessary

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Performance Measurements:1) #/% Board members meeting expectations2) #/% Directors who complete terms3) Representative composition4) # of training and leadership development opportunities5) Achievement of annual committee goals6) Level of continued engagement post term7) On-going focus on data-driven decision making

Current Areas of Legal Aid in Pursuit of this Goal:8) Board and Committees9) Executive Team10)Data management

Additional areas of Legal Aid that Contribute to this Goal: n/a

Potential Changes or New Areas to Explore: n/a

Timeline for Potential Changes: n/a

Goal 7: Maximize Organizational Effectiveness, Efficiency and Accountability

Strategy A: Build strength of the Board and ensure succession of leadership

Performance Measurements:1) Groups are identified2) Plan to address needs implemented3) #/% of clients served in identified groups4) Outcomes achieved for those groups

Current Areas of Legal Aid in Pursuit of this Goal:5) All Practice Groups6) Community Engagement7) Research and Data Analyst8) Advocacy Group9) Task Forces and Committees

Additional areas of Legal Aid that Contribute to this Goal:

Potential Changes or New Areas to Explore: 10) As determined by plan, related to Community Needs Assessment

Timeline for Potential Changes:By 6/2013: Develop organizational planBy 12/2013: Develop implementation plans for groups identifiedBy 12/2013: Implement and Allocate Resources as Necessary


Strategy B: Develop plan to address needs of particularly vulnerable populations

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Performance Measurements:1) #/% clients receiving services from multiple practice groups 2) #/% clients with positive outcomes who have received multiple services

Current Areas of Legal Aid in Pursuit of this Goal:3) All practice Groups4) Advocacy Group

Potential Changes or New Areas to Explore: 1) Dependant on examination of Legal Aid systems to identify and address

other needs

Timeline for Potential Changes:By 6/2013: Assess extent to which existing operational systems meet

client needs and warrant changesBy 12/2013: Implement plan to address


Strategy C: Optimize holistic representation of clients

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Performance Measurements:1) #/% of clients who receive VLP service2) #/% of attorney, law student and lay volunteers 3) # and value of hours volunteered4) System developed and implemented to recruit, engage and supervise lay

volunteers

Current Areas of Legal Aid in Pursuit of this Goal:5) Administration6) VLP7) Communications8) Program Management9) Board of Directors and Pro Bono Committee

Additional areas of Legal Aid that Contribute to this Goal:All Practice Groups

Potential Changes or New Areas to Explore: 10) Enhanced use of database11) Enhanced use of technology12) Develop lay volunteer program13) Allocate resources for lay volunteer program

Timeline for Potential Changes:By 12/2013: Develop plansBy 12/2013: Implement plans


Strategy D: Further develop engagement of pro bono attorneys, law students and lay volunteers

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Performance Measurements:1) # of meetings with decision-makers 2) # of media mentions3) # of staff members engaged in strategic communications

Current Areas of Legal Aid in pursuit of this Goal:4) Development and Communications5) All Practice Groups6) Board of Directors

Additional areas of Legal Aid that contribute to this Goal:n/a

Potential Changes or New Areas to Explore: To be determined.

Timeline for Potential Changes:By 12/2013: Develop plansBy 6/2014: Implement plans


Strategy E: Deepen education, advocacy with civic leaders, employers, government officials and other decision-makers

Documents

1 The Legal Aid Society of Cleveland 2013- 2015 Strategic Plan Approved by the Board on December 12, 2012