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

2. 2 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.

3. 3 Tagline (Brand Identity) Rights, Dignity, Justice

4. 4 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

5. 5 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

6. 6 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

7. 7 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

8. 8 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

9. 9 Decision-Making Criteria Priorities 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 providers 5) Expertise and capacity of staff and volunteers 6) Ability to produce outcomes and long-term impact for clients and low income communities 7) Availability of resources to cover delivery of service 8) Ability to leverage work we’re already doing for clients and low income communities

10. 10 By Goal and Associated Strategies: Summary of Implementation Section of Legal Aid’s 2013 – 2015 Strategic Plan

11. 11 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 safety b)#/% 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

12. 12 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.Family 2.Immigration 3.Public Benefits Potential Changes in Current Practice or New Areas to Explore: 1.Affordable Care Act 2.Utilities 3.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

13. 13 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 service a)#/% of clients with improved economic security b)#/% of clients/children with increased access to quality education 2)Advocacy: Improvement in laws, regulations, policies, practices for: a)Employers b)Government & government agencies c)Schools d)Courts 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

14. 14 Goal 2: Promote Education and Economic Stability Substantive Areas of Our Work to Achieve this Goal Current Areas of Practice in Pursuit of this Goal: 1.Consumer 2.Public Benefits 3.Work 4.Foreclosure 5.Education Additional Areas of Practice that Contribute to this Goal: 1.Immigration 2.Family 3.Housing Potential Changes in Current Practice or New Areas to Explore: 1.Access to quality elementary & secondary, vocational and post- secondary education 2.Student Loans Timeline for Potential Changes: By 12/2013: Determine Legal Aid’s Role By 6/2014: Allocate Resources as Necessary

15. 15 Strategies : 1) Increase availability and accessibility of affordable housing 2) Improve housing stability 3) Improve housing conditions Goal 3: Secure Decent, Affordable Housing Performance Measures: 1)Cases – client service a)#/% who secure affordable housing b)#/% whose housing is improved c)# of available quality housing units 2)Advocacy: Improvement in laws, regulations, policies, practices for: a)Government & government agencies b)Courts c)Housing providers and intermediaries 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

16. 16 Goal 3: Secure Decent, Affordable Housing Substantive Areas of Our Work to Achieve this Goal Current Areas of Practice in Pursuit of this Goal: 1.Landlord/Tenant 2.Consumer 3.Foreclosure Additional Areas of Practice that Contribute to this Goal: 1.Family Potential Changes in Current Practice or New Areas to Explore: 1.Utilities Timeline for Potential Changes: By 6/2013: Determine Legal Aid’s Role By 12/2013: Allocate Resources as Necessary

17. 17 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 Performance Measures: 1)Cases – client service a)#/% who secure language access improvements b)Increase in acceptance of Fee Waivers 2)Advocacy: Improvement in laws, regulations, policies, practices for: a)Government agencies and courts b)Legal community 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

18. 18 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 areas 2.Pro se assistance 3.Volunteer Lawyers Program 4.Community Engagement 5.Board of Directors Additional areas of Practice that contribute to this Goal: n/a Potential Changes in Current Practice or New Areas to Explore: 1.Will depend on determination of where financial burden has greatest impact 2.Identify additional vulnerable populations encountering barriers Timeline for Potential Changes: By 6/2014: Determine Legal Aid’s Role By 12/2014: Allocate Resources as Necessary

19. 19 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 Performance Measures: 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 : 1)# of contributors and % annual growth 2)Consistent use of data

20. 20 Goal 5: Achieve a Viable and Sustainable Longer Term Financial Plan Areas of Our Work to Achieve this Goal Current Areas of Legal Aid in Pursuit of this Goal: 1.Finance Department 2.Development and Communications Department 3.Research and Data Analyst 4.Board of Directors and Development & Finance Committees Additional areas of Legal Aid that Contribute to this Goal: 1.All Practice Groups Potential Changes in Current Practice or New Areas to Explore: 1.Enhanced use of forecasting 2.Enhanced use of technology 3.Enhanced use of data 4.Enhanced engagement of practice groups and staff Timeline for Potential Changes: By 12/2013: Develop tools By 6/2014: Implement tools

21. 21 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 Performance Measures : 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)

22. 22 Goal 6: Ensure Highly Skilled Staff Meet Client and Community Needs Areas of Our Work to Achieve this Goal Current Areas of Legal Aid in Pursuit of this Goal: 1.Executive Director and Managers 2.HR 3.IT 4.Board of Directors and Personnel Committee 5.Salary and Benefits Structure and Scale 6.Staff awards 7.Community Engagement Additional areas of Legal Aid that Contribute to this Goal: 1.All staff Potential Changes in Current Practice or New Areas to Explore: 1.Determine best way to staff HR function 2.Improve consistency in professional development work and how feedback is sought and used 3.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

23. 23 Performance Measurements: 1)#/% Board members meeting expectations 2)#/% Directors who complete terms 3)Representative composition 4)# of training and leadership development opportunities 5)Achievement of annual committee goals 6)Level of continued engagement post term 7)On-going focus on data-driven decision making Current Areas of Legal Aid in Pursuit of this Goal: 1)Board and Committees 2)Executive Team 3)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

24. Performance Measurements: 1)Groups are identified 2)Plan to address needs implemented 3)#/% of clients served in identified groups 4)Outcomes achieved for those groups Current Areas of Legal Aid in Pursuit of this Goal: 1)All Practice Groups 2)Community Engagement 3)Research and Data Analyst 4)Advocacy Group 5)Task Forces and Committees Additional areas of Legal Aid that Contribute to this Goal: Potential Changes or New Areas to Explore: 1)As determined by plan, related to Community Needs Assessment Timeline for Potential Changes: By 6/2013: Develop organizational plan By 12/2013: Develop implementation plans for groups identified By 12/2013: Implement and Allocate Resources as Necessary Goal 7: Maximize Organizational Effectiveness, Efficiency and Accountability Strategy B: Develop plan to address needs of particularly vulnerable populations 24

25. 25 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: 1)All practice Groups 2)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 changes By 12/2013: Implement plan to address Goal 7: Maximize Organizational Effectiveness, Efficiency and Accountability Strategy C: Optimize holistic representation of clients

26. 26 Performance Measurements: 1)#/% of clients who receive VLP service 2)#/% of attorney, law student and lay volunteers 3)# and value of hours volunteered 4)System developed and implemented to recruit, engage and supervise lay volunteers Current Areas of Legal Aid in Pursuit of this Goal: 1)Administration 2)VLP 3)Communications 4)Program Management 5)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: 1)Enhanced use of database 2)Enhanced use of technology 3)Develop lay volunteer program 4)Allocate resources for lay volunteer program Timeline for Potential Changes: By 12/2013: Develop plans By 12/2013: Implement plans Goal 7: Maximize Organizational Effectiveness, Efficiency and Accountability Strategy D: Further develop engagement of pro bono attorneys, law students and lay volunteers

27. 27 Performance Measurements: 1)# of meetings with decision-makers 2)# of media mentions 3)# of staff members engaged in strategic communications Current Areas of Legal Aid in pursuit of this Goal: 1)Development and Communications 2)All Practice Groups 3)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 plans By 6/2014: Implement plans Goal 7: Maximize Organizational Effectiveness, Efficiency and Accountability Strategy E: Deepen education, advocacy with civic leaders, employers, government officials and other decision-makers