In 2017, low-income Americans will approach LSC-funded legal aid organizations for help with an estimated 1.7 million civil legal problems. They will receive legal help of some kind for 59% of these problems, but are expected to receive enough help to fully address their legal needs for only 28% to 38% of them.
LSC by the Numbers provides an overview of the work of legal aid organizations and data on client demographics, program staffing, revenue, expenses and involvement by private attorneys. LSC By the Numbers: The Data Underlying Legal Aid Programs provides an overview of the work of LSC-funded legal aid organizations on behalf of low-income people ...
Outcomes measures are valuable management tools that can help programs improve client services and organizational effectiveness and efficiency. Some key ways outcomes help include: Framing mission and goals. Assessing success in accomplishing mission and goals. Allocating resources and developing strategies. Staff performance and engagement.
of the private bar or to some other non-LSC recipient. Attorney's Fees 11/12/99 Whether recipient may provide its time Part 1642 records to former client's new private § 1642.3 attorney, where private attorney wishes to § 1642.4 use the time records in order to make a claim for attorneys fees on behalf of the
The Legal Services Corporation (LSC) is the largest single funder of civil legal services in the country . Its grantees, along with a network of other legal services non-profits, face the challenging task of providing legal counsel to tens of millions of Americans who cannot otherwise afford a lawyer.
Specifically, LSC should: Create a professional association specifically for pro bono managers at LSC grantees. In collaboration with organizations like the National Association of Pro Bono Professionals, LSC should bring these professionals together for training, relationship-building, and support.
The greatest change in the practice of law over the past thirty years has been the revolution in information technology. Since 2000, when Congress first appropriated special funds for its Technology Initiative Grants (TIG) program, LSC has been a leader in the development and use of technology among its grantees, including for use in administering their pro bono programs. In 2008, LSC issued a report entitled Technologies That Should Be in Place in a Legal Aid Office Today [fn]Technologies That Should Be in Place in a Legal Aid Office Today, LSC, Nov. 2008, http://www.lsc.gov/sites/default/files/TIG/pdfs/LSC-Technology-Baselines- 2015.PDF fn] (commonly referred to as the "Baselines Report"), which addresses best practices in technology related to the management of client and case data, intake and telephone advice, support for private attorneys, data security, and training. The Baselines Report continues to serve as an important resource for the civil legal aid community.
Grantees should measure and evaluate all program areas, including limited representation and pro se assistance services. The resources for such efforts should not come at the expense of funding for client services.
The judiciary, consistent with applicable judicial conduct rules, should use its influence to recruit new pro bono lawyers, especially in rural areas and among solo practitioners, to draw attention to the crisis in legal services, and to advocate for additional funding at the state and federal level.
The Task Force split into five focus areas: Best Practices Rural; Best Practices Urban; Big Ideas; Obstacles; and Technology. The co-chairs of each of those working groups in particular put significant time into guiding and shaping the overall work product of their respective groups. These working groups met on a regular basis, each drafting its own in-depth analysis of its subject matter. A complete list of Task Force members, broken down into their working groups, appears below.
Some judges abstain from encouraging pro bono efforts out of concern that doing so violates ethical norms. By revising codes of judicial conduct, state high courts can offer judicial leaders more leeway to encourage lawyers to take on pro bono matters.
The board adopted the rule at the the October 8, 2014, meeting in Albany, New York.
In light of the findings and recommendations of the PBTF, on January 26, 2013, the LSC Board of Directors authorized initiation of rulemaking to explore rulemaking options regarding the PAI requirement. Recommendation 2 contains three recommendations, which are the three topics for this rulemaking.
The PBTF's recommendation 2 addresses LSC’s Private Attorney Involvement (PAI) regulation, which requires grantees to expend an amount equivalent to 12.5 percent of their basic field grants to encourage the involvement of private attorneys in the delivery of legal assistance to eligible clients. The regulation prescribes certain activities that can be counted as meeting the PAI requirement. The PBTF found that the PAI regulation poses a number of challenges to grantees as they seek to expand pro bono resources and assistance. In light of the findings and recommendations of the PBTF, on January 26, 2013, the LSC Board of Directors authorized initiation of rulemaking to explore rulemaking options regarding the PAI requirement.
On April 15, 2013, the LSC Board approved plans to convene two rulemaking workshops. Held on July 23 and September 17, these workshops involved an open discussion among LSC, panelists, and public participants regarding the three topics identified by the PBTF for possible revisions to the PAI regulation.
PAI Rulemaking Workshop 2 was coducted in Washington, DC, on September 17, 2013. The following resources are specific to that workshop: Click here to download all of the panelist materials and comments for the September workshop in a single file.
In broad terms, the essential purposes of most legal services programs are to provide high-quality legal services to low-income people and equal access to justice, and to improve the quality of clients’ lives. This leads some programs to frame their mission and goals in terms of their activities ...
Since advocates are committed to securing as much as possible for their clients, they want to identify the outcomes that best enable them to assess what they are accomplishing for clients and to devise strategies that will allow them to increase the benefits they provide clients .
Some key ways outcomes help include: Framing mission and goals. Assessing success in accomplishing mission and goals. Allocating resources and developing strategies. Staff performance and engagement.
Programs are increasingly defining their mission and goals in terms of outcomes rather than outputs because outcome-defined mission and goals more accurately articulate programs’ essential purposes and, as discussed below, it can enhance program operations and client services in a range of ways.
Programs need outcome measures to effectively assess their success in achieving their mission and goals. Output measures such as cases closed data that show the type and volume of client services are essential evaluative tools. However, outcomes measures are needed to assess if a program is achieving results-oriented mission ...
Staff Performance and Engagement. Many programs have found that the use of outcomes has significantly enhanced staff performance, engagement, and morale , even though staff were initially skeptical and at times resistant about their use. Some staff raised concerns that using outcomes would:
Here are three examples of outcomes-defined missions and goals: “Resolve the serious legal problems of low-income people, promote economic and family stability and reduce poverty through effective legal assistance.”. “Ensure that state and federal laws affecting low-income people are enforced and reduce the systemic barriers to justice ...
On December 3, 2015, a LexisNexis company called Lex Machina, introduced new data about trials before the U.S. Patent and Trademark Office. The information will provide lawyers with the ability to make predictions about settlement and patentability.
Statistics and Law Practice. Law firms are no longer sustainable as mere paper pushing factories. Lawyers and law firm leaders need to learn to use and embrace statistics; it is not merely a scholarly endeavor.