2012 laso grant application (searchable)

7/25/2019 2012 LASO Grant Application (Searchable)

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Legal Services Corporation Legal Aid Services of Oregon

OR-6 2012 Thomas J. Matsuda

Submit Application Submitted: 06/04/2011

Page 1 of 39

Application Information

Organization Name Legal Aid Services of Oregon

Category Non-Profit Organization

Primary Contact Thomas J. Matsuda

Title Executive Director

Primary E-mail Address [email protected]

Primary Address 921 SW Washington, Suite 570

City Portland

State Oregon

Zip/Postal Code 97205

Country United States

Primary Phone 543-224-4094

Additional Addresses

Phone and Fax

Primary Type Number

Yes Business 543-224-4094

No Fax 503-417-0147

E-mail Addresses

Primary Type Email Address

Yes Business [email protected]


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Page 2 of 39

Project Information

Service Area OR-6 2012

Estimated Grant Amount

Will 25 percent or more of the LSC grant award be allocated by subgrant, or a subgrantis proposed for the delivering a full range of services to a specific geographic area withinthe applicant's service area?

No

If you answered 'Yes' to the above, identify the number of subgrants being proposed thatmeet the above conditions.


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Page 3 of 39

Legal Needs Assessment Data Collection Methods

Phoneand/or

In-person

interviews

Surveys Focus Group MeetingsOther

(Specify)

Low-income persons Yes Yes No No N/A

Community Organizations Yes Yes No Yes N/A

Social Services Organization Yes Yes No Yes N/A

Courts Yes No No Yes N/A

Other legal servicesproviders

Yes No No No N/A

Private Bar Yes No No No N/A

Program Staff No No No Yes N/A

Program Board No No No Yes N/A

Other (Specify)No No No No N/A


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Page 4 of 39

Legal Needs Assessment Data Sources and Tools:

Legal Needs Assessment Data Sources and Tools

1 Census data (e.g. demographic data, employment data) No

2Other legal needs studies (e.g. statewide needs studies, needs studies of similar serviceareas)

No

3 Geographic Information Systems (GIS) mapping No

4Other information (e.g. other government data, studies conducted by academics,business groups, or nonprofits)

No

5 Intake data on cases not accepted Yes

6 CMS data regarding case types/ problem codes closed with extended or limited service Yes

7 CMS data showing geographic location of Applicants for service and clients No

8 Other (Specify)

No


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Page 5 of 39

Supplemental FormsPlease review and evaluate these forms in conjunction with the appropriate RFP inquiries addressed in theApplicants proposal narrative.

Form 1Intake System TechnologyTo be reviewed in conjunction withApplicants response to Performance Area Two, Criterion 1 (Dignity andsensitivity), Inquiry #1

Form 2LEP Plan and ComponentsTo be reviewed in conjunction with Applicants response to Performance Area Two, Criterion 2 and 3 (Engagementwith the low-income population & Access and utilization by the low-income population), Inquiry #1 through #5

Form 3TrainingTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #3 under Performance AreaThree, Criterion 1, subheading A (Applicant capacity to carry out its work),regarding Applicants staff training

Form 4Legal Work ManagementTo be reviewed in conjunction with Applicants response to RFP inquiry #2 under Performance Area Three, Criterion1, subheading B (Applicant systems, approaches, and techniques used in representation), regarding systems for

legal work management and supervision.

Form 5Casehandling ProtocolsTo be reviewed in conjunction with Applicants response to RFP inquiry #2 under Performance Area Three, Criterion1, subheading B (Applicant systems, approaches, and techniques used in representation), regarding systems forlegal work management and supervision

Form 6Case Development ActivitiesTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #3 under Performance AreaThree, Criterion 1, subheading B (Applicant systems, approaches, and techniques used in representation), regardingcase development activities used

Form 7Private Attorney InvolvementTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #5under Performance AreaThree, Criterion 2, regarding private attorney involvement.

Form 8Methods Used to Recruit Private AttorneysTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #5 under Performance AreaThree, Criterion 2, regarding private attorney involvement.

Form 9Methods Used to Retain Private Attorney VolunteersTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #5 under Performance AreaThree, Criterion 2, regarding private attorney involvement.

Form 10Board policies and practicesTo be reviewed in conjunction with Applicants response to RFP inquiries #1 through #5 under Performance AreaFour, Criterion 1, regarding the Applicants governing board.


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Page 6 of 39

Intake System Technology:

1 How many phone numbers do you publish for intake in your service area(s)? 27

a. Are phone numbers directed to different office locations? Yes

b. Can calls to an intake number be answered at different locations? No

2 What is the maximum number of calls your phone system can receive at the same time? 57

3 Does your phone system have the capacity for voice mail for intake calls? Yes

4 Does your phone system have the capacity for automated attendant technology for intake? No

5 Does your phone system have automatic call distribution? No

a. If so, can callers self-direct their call? No

b. If callers can self-direct, can they self-select to leave a message? No

6 Does your system offer callers the choice to receive a callback? No

a. If yes, does your system return the call automatically? No

7 Does your phone system include computer telephony integration? No

8 Does your system include an interactive voice response feature? No

9 Does your system have call routing by language, substantive and/or geographic area? No

10 Does your system have the ability to serve persons with speaking or hearing disabilities throughaccess to TTY or relay service or other mechanism (e.g.; email or text messaging)?

Yes

11 Does your system have the capacity to review wait times in queue, dropped calls? No

12 Does your system have the ability to provide recorded information to callers while waiting or afterhours?

Yes

13 Do you have the capacity to enter data in real time into the case management system as intake isbeing accomplished including eligibility and appropriate case type data?

Yes


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Page 7 of 39

LEP Plan and Components:

LEP Plan and Components1 Does Applicant have a written LEP plan Yes

2Does the LEP plan enumerate:

a. methods for determining the prospective clients need for interpretation and translation services Yes

b. strategies for recruiting and hiring bilingual staff or for language skills training of existing staff Yes

c. use of language translation and interpretation services when bilingual staff is not available Yes

d. procedures for training staff on the Applicants LEP policy, how to access language services,and how to work with interpreters

Yes

e. a process for translating all vital program documents into the languages of the LEP communitiesin the Applicants service areas

Yes

f. outreach strategies for dissemination of information about the availability of free interpretationand translation services to the members of the LEP client community that are seeking legalassistance

Yes

g. steps for continued oversight and updating of LEP policies and procedures including assigned

responsibility for such oversight and updatingYes


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Page 8 of 39

Training:

Training

Type of

Training

Position Category

Attorneys Paralegals

Managers/

Supervisors

Administrators Support

Staff1 Advocacy Skills Many (50%

or more)Many (50% or

more)Many (50% or

more)Some (lessthan 50%)

Some (lessthan 50%)

2 Substantive LawAll (100%)

Many (50% ormore)

All (100%)Some (lessthan 50%)

Some (lessthan 50%)

3 Technology Some (lessthan 50%)

Some (lessthan 50%)

Some (lessthan 50%)

Some (lessthan 50%)

Some (lessthan 50%)

4 ManagementNone None

Some (lessthan 50%)

Some (lessthan 50%)

None

5 Leadership Some (lessthan 50%)

NoneMany (50% or

more)All (100%) None

6 Cultural Competency Many (50%or more)

Many (50% ormore)

Many (50% ormore)

Many (50% ormore)

Some (lessthan 50%)

7 Foreign Language None None None None None

8 Other (specify)

NoneNone None None None None


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Page 9 of 39

Legal Work Management:

Legal Work Management

Method and Resources Where applicable, specify time period (e.g., monthly,weekly)

1. Preparation of opening andclosing memoranda

Frequently

2. Accompanying newer attorneysto hearings, trials, depositions,oral arguments, etc.

Frequently

3. Review of written work (e.g.,briefs, significant memoranda,and pleadings)

Frequently

4. Case acceptance meetings Frequently

5. Case reviews with staff Always

6. Electronic case reviews Frequently

7. Mooting appellate arguments Frequently

8. Supervisor review of files at timeof closing

Frequently

9. Availability of a litigation fund(e.g., for depositions, expertwitnesses, process servers, trialaids, interpreters, andtranslators)

Always


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Page 10 of 39

Casehandling Protocols:

Casehandling Protocols

1 Applicant-wide or office systems for calendaring and tickling dates Yes

2 Case file coverage for vacation and other case handler absences Yes3 File maintenance Yes

4 Timely case closings Yes

5 Capturing case outcome(s) Yes

6 Case handling standards Yes


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Page 11 of 39

Case Development Activities:

Case Development Activities

Activity

1 Complex litigation in Federal or state court Rarely2 Written discovery in the course of litigation (interrogatories, requests for admission,

etc.)Frequently

3 Depositions Frequently

4 Use of expert witnesses Rarely

5 Motions accompanied by written memoranda Frequently

6 Jury trials Rarely

7 Appeals to appellate courts Rarely

8 Enforcement of judgments Rarely


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Page 12 of 39

Private Attorney Involvement:

Private Attorney Involvement Number

1 The number of attorneys eligible to participate in the PAI project in the service area 7500

2The number of attorneys who actively participated in the PAI project as pro bonoattorneys in the last year

389

3The number of attorneys who actively participated in the PAI project as contractattorneys in the last year

0

4The number of attorneys who participated in the PAI project as judicare attorneys inthe last year

0

5The number of attorneys who made a monetary donation to Applicant in lieu ofparticipating in the PAI project in the last year

0

6 The number of new attorney participants recruited by the Applicant last year. 26

7 The number of PAI subgrants awarded 0


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Page 13 of 39

Methods Used To Recruit Private Attorneys:

Methods Used To Recruit Private Attorneys

Methods1 Personal and written contacts Always

2 Solicitations from organized bar Frequently

3 Solicitations by judges Frequently

4 Public service announcements Never

5 Web announcements Always

6 Targeted recruitment of lawyers with special skills Frequently

7 Recruiting retired, inactive attorneys Frequently

8 Recruiting government attorneys Rarely

9 Recruiting corporate attorneys Frequently

10 Recruiting law students Always

11 Offers of co-counseling on cases Rarely

12 Soliciting distant law firms in rural areas Rarely

13 Encouraging law firms to adopt big issues Rarely

14 Newly admitted attorneys Always

15 CLE Credit Frequently

16 Other (please specify)

Professional Liability CoveragAlways


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Page 14 of 39

Methods Used to Retain Private Attorney Volunteers:

Methods Used to Retain Private Attorney Volunteers

Methods1 Recognition ceremonies Frequently

2 Recognition in publications or on websites Frequently

3 Malpractice insurance Always

4 Mentoring, co-counseling Always

5 Free or low cost training Frequently

6 Inclusion in substantive law task forces Rarely

7 Access to specialized research materials Frequently

8 Other (please specify)

Appreciation CorrespondenceFrequently


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Page 15 of 39

Board policies and practices:

Board policies and practices

1Does the board have a written policy or practice that deals with conflicts of interest or potential conflicts ofinterest?

Yes

2 In the last twenty-four months did a quorum of board members attend each scheduled board meeting? Yes3 Is there a limitation on the number of terms board members can serve on the board? No

4 Are board members given an orientation on board responsibilities? Yes

5 Have board members received copies of the 2007 LSC Performance Criteria? Yes

6 Have board members received copies of the LSC Act and Regulations? Yes

7 Does the board have a finance committee? Yes

8 Does the board have an audit committee? Yes

9 Does the board have at least one member with expertise in accounting or auditing? Yes


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Page 16 of 39

Continuity of Operations Planning:

Continuity of Operations Planning

1 Does Applicant have a written continuity of operations plan Yes

2 Does the continuity of operations plan address

a. ensuring the safety of staff Yes

b. continuing client services. Yes

c. preserving files, equipment and computer data bases Yes

d. continuing communication among program staff, management, the board, other providersand LSC

Yes

e. relocation of Applicants work site(s), if necessary. Yes

f. coordinating with state/local emergency preparedness entities. Yes

3 Is the plan annually reviewed? Yes

4 Is there assigned staff responsible for regular review and updating of the plan? Yes


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Page 17 of 39

Projected Expenses (Form D-12)

LSC Expenditures Non-LSC Expenditures Total

Personnel Expenses

Lawyers Wages

Paralegals Wages

Other Staff Wages

Employee Benefits

Subtotal Personnel Expenses

Non-Personnel Expenses

Space - Rent/Lease

Mortgage Payments

Other Space Expense

Equipment Rental

Office Supplies

Telephone

Travel - Board

Travel - Staff/Other

Training - Board

Training - Staff/Other

Library

Insurance

Dues and Fees

Audit

Litigation

Property Acquisition

Purchase Payments

Contract Services to Clients

Contracts Services to Applicant

Other


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Page 18 of 39

Subtotal Non-PersonnelExpenses

Total

Projected Revenue (Form D-14)Fund Codes Amount

(A) LSC Funding Sources

Basic Field

Other Funds

Attorney Fee Awards

Publication Income

Carryover Funds

Interest/Investment Income

Subtotal (A) LSC Funding Sources

(B) Non-LSC Funding Sources

Title XX of Social Security Act

Older Americans Act

Violence Against Women Act

Other Federal Grants

Community Development Block Grants

State Grants

Filing Fees, Surcharges, etc.

Local Grants

United Way Grants

Foundation Grants

Bar Association Grants

IOLTA Grants

Attorney Fee Awards

Carryover Funds

Publication Income

Other Funds

Subtotal (B) Non-LSC Funding Sources


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Page 19 of 39

(C) Client Service Income

Gross Fees and Receipts from Client Services

Other Income Earned in For-Profit Activities

Subtotal (C) Client Service Income

Total

Current Year Expenses (Form D-2)

LSC Expenditures

Personnel Expenses




Total


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Page 20 of 39

Current Year Revenue (Form D-4)Fund Codes Amount

(A) Non-LSC Funding Sources

Subtotal (A) Non-LSC Funding Sources

(B) Client Service Income

Subtotal (B) Client Service Income

Total


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Page 21 of 39

Actual Staffing Information (Form E-1)

SupervisingAttorneys Other Attorneys Paralegals Other Staff

Full-Time

Part-Time

Volunteers

Average Salary

Average Years of Experience

Male

Female

White

African-American

Hispanic

Native American

Asian

Other Ethnicity


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Page 22 of 39

Current Year Client Services (Form G-1) (not complete)

Type of Legal ProblemCases Closedafter LimitedService

Cases Closedafter ExtendedService Total

Cases RemainingOpen at Year End

Consumer Finance

Education

Employment

Family

Juvenile

Health

Housing

Income Maintenance

Individual Rights

Miscellaneous

Total All Cases


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Page 23 of 39

Policy Board Structure (Form F)FalseGOVERNING/POLICY BOARD POSITIONS

McCollum Attorneys Other Attorneys Client Members Other Members

Number of BylawPositions

11 0 6 1

GOVERNING/POLICY BOARD VACANCIES

Number ofPositions Vacant

McCollum Attorneys Other Attorneys Client Members Other Members

Less than 90 Days 0 0 0 0

90 Days to 1 year 0 0 0 0

Greater than 1 year 0 0 0 0

Board Chair

Name

Phone

E-mail


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Page 24 of 39

Board MembersName

Status

Appointing Organization

Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

Gender

Ethnicity

Address


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Page 25 of 39

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience.

Gender


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Page 26 of 39

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address j

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address .

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name


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Page 27 of 39

Status



Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

NameStatus


Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address

Phone


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Page 28 of 39

Address/Phone

Type of Member

Email Address

Name

Status



Gender

Ethnicity

Address

PhoneAddress/Phone

Type of Member

Email Address

Name

Status



Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status



Gender

Ethnicity


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Page 29 of 39

Address

Phone

Address/Phone

Type of Member

Email Address

Name

Status



Gender

EthnicityAddress

Phone

Address/Phone

Type of Member

Email Address

Name

Status


Relevant Experience

.

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

Name


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Page 30 of 39

Status



Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address

NameStatus


Relevant Experience

Gender

Ethnicity

Address

Phone

Address/Phone

Type of Member

Email Address


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Page 31 of 39

Projected Expenditures by Type of Activity (Form G-12)

SECTION ADistribution of Expenditures for Cases, Other Services, and Supporting

ActivitiesExpenditures ($) % of Total

1. Cases

2. Other Services (formerly referred to as Matters)

3. Supporting Activities

4. Total

SECTION BDistribution of Expenditures by Case Types Expenditures ($) % of Total

1. Consumer/Finance

2. Education

3. Employment4. Family

5. Juvenile

6. Health

7. Housing

8. Income Maintenance

9. Individual Rights

10. Miscellaneous

11. Total Case Funding


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Page 32 of 39

PAI Current Year Expenses (Form D-13)

LSC Expenditures Non-LSC Expenditures Total

Personnel Expenses

Lawyers Wages

Paralegals Wages

Other Staff Wages

Employee Benefits



Space - Rent/Lease

Mortgage Payments

Other Space Expense

Equipment Rental

Office Supplies

Telephone

Travel - Board

Travel - Staff/Other

Training - Board

Training - Staff/Other

Library

Insurance

Dues and Fees

Audit

Litigation

Property Acquisition

Purchase Payments

Contract Services to Clients

Contracts Services to Applicant

Other


Total


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Page 33 of 39

Technology (Form K)

OPERATING SYSTEM Version Percentage Staff

Windows 7 Enterprise X64 100

E-MAIL SOFTWARE Version Percentage Staff

MS Exchange 2007 100

INTERNET BROWSER Version Percentage Staff

MS Explorer 8 100

Mozilla Firefox 3.6.16 100

WORD PROCESSING SOFTWARE Version Percentage Staff

WordPerfect X4 100

MS Word Office 2010 100

CASE MANAGEMENT Version Percentage Staff

LegalServer 3.2 100

ACCOUNTING Version Percentage Staff

Excel Spreadsheets Office 2010 100

Micro Information Products (MIP) 10.2.4.0 4

TIME KEEPING

Do you use a program other than your case managementsoftware for your timekeeping?

No

If yes, what software are you using?

LEGAL RESEARCH

Lexis

Other

Description: OJIN Pacer


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Page 34 of 39

DEGREE OF CONNECTIVITY

Are program computers networked:

Within all program offices? Yes

Between all program offices? Yes

NETWORK

Do you use Remote Access Software? Yes

If yes, what software are you using?

Terminal Server

Are you using a VPN? No

INTERNET ACCESS

How are all of your offices connected to the Internet (select all that apply):

Dial-up? No

ISDN? No

T1? No

Satellite? No

DSL? Yes

Frame? No

Cable? Yes

Fiber Optics? No

Other? No

Description


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Page 35 of 39

WEB SITE INFORMATION

What is the URL for yourStatewide Web Site?

www.oregonlawhelp.org

Statewide Web Site Coordinator

E-mail Address

Phone

Are you using HotDocs? No

Are you using LawHelpInteractive?

No

Are you using A2J Author? No

Has your program made financial contributions to thestatewide web sites (SWWS)?

Yes

If Yes, how much?Has your program provided content for the SWWS? Yes

Has your program participated in stakeholder meetings for the SWWS? Yes

Has your program done outreach for SWWS? Yes

Is there a portion of the SWWS dedicated to the recruitmentand support of pro bono attorneys?

Yes

Does your program maintain a web site separate and apartfrom the SWWS?

Yes

If Yes, what is the URL? www.oregonadvocates.org; www.lasoregon.orgIf yes, are any LSC funds used to maintain this web site? Yes

Program TechnologyContact Person

E-mail Address

Phone

Statewide TechnologyContact Person

E-mail Address

Phone

Is your program set up as a host for LegalMeetings? Yes


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Page 36 of 39

Technology Budget Form

TECHNOLOGY BUDGET FORM EXPENDITURES ($)

1. Program IT Staffing Costs

2. External IT Staffing Costs

3. Space Cost (Rent/Lease)

4. Travel

5. Equipment (Purchase)

6. Equipment (Rental)

7. Telecommunications bandwidth charges

8. Communications (Other)

9. Software

10. Supplies

11. Contracts

12. Training for IT Staff

13. Technology Training for other Staff

14. Other

15. Total


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Professional References


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Page 38 of 39

Conflicts, Complaints & Performance Evaluations:

Conflicts of InterestLSC requires Applicants to disclose any potential significant conflicts (e.g., Applicant has been retained by a housing

authority or financial institution).

Yes There are no potential significant conflicts.

Describe the Applicants capacity to protect against any such conflicts that may arise during the term of the grant orcontract

We have developed a program policy to help us avoid representation that might lead to significant conflicts.

List of Disciplinary Complaints and Malpractice LawsuitsList all professional disciplinary complaints, criminal convictions, civil contempt, and malpractice lawsuits and/orclaims made against the Applicant or any of its attorneys during the past thirty-six months. List all pending lawsuitsand/or claims against the Applicant, regardless of the date of the lawsuit or the date the claim was initiated.

October, 2010-an incarcerated opposing party filed a pro se federal civil rights complaint against a LASO attorney,the district attorney, and trial judge, alleging numerous legal violations. Dismissed by the federal court on its own inFebruary, 2011. February, 2011-a former employee of Legal Aid Services of Oregon filed a lawsuit in state courtagainst the program. The case is pending. There have been no disciplinary complaints, criminal convictions, civilcontempt and malpractice lawsuits and/or claims made against Legal Aid Services of Oregon during the past thirty-sixmonths.

No There have been no disciplinary complaints, criminal convictions, civil contempt, and malpractice lawsuitsand/or claims made against the Applicant or any of its current attorneys during the past thirty-six months, and thereare no pending lawsuits and/or claims against the Applicant.


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Page 39 of 39

List of Performance Evaluation and Monitoring Reports

.


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Overview of the Applicants Organization and Delivery System

Legal Aid Services of Oregon Applicant Number: 938004

Service Areas: OR-6 2012 Total Funding Requested:

1. The geographical and cultural characteristics of the service area.a. whether the service area is primarily rural, urban or mixedThe service area is composed of both rural and urban areas.The state is primarily rural. Cities

that are classified as urban include the Portland metro area, Salem, and Eugene.

b. any significant recent changes in the client communitySignificant changes in the client community include the substantial increase in the number oflow-income residents in some areas of the state and proportionately large increases in Hispanicpopulations.

c. the most distinctive characteristics of the service areaThe most distinctive characteristics of the service area are its distinct communities, rangingfrom large cities to isolated rural areas, with diverse economic, demographic, social and historicconditions and large geographic distances, especially east of the Cascade Mountains.

2. The scope of legal services to be provided by the Applicant.

a. whether the Applicant provides a full range of legal services throughout theservice areaLegal Aid Services of Oregon (LASO) provides services ranging from advice and brief servicesthrough more extensive representation, excluding those prohibited by LSC restrictions, in mostareas in the state.

b. if the Applicant does not provide a full range of legal services, the parts ofthe service area that will not be served by the Applicant or that will receive

limited service by ApplicantMore limited assistance is provided by LASO to clients in the following counties: Baker,Clatsop, Columbia, Coos, Curry, Grant, Harney, Jackson, Josephine, Lane, Malheur, Tillamook,Washington, Yamhill.

c. if the Applicant does not provide a full range of legal services, the otherproviders the Applicant relies on to ensure a full range of legal services to

eligible clients; also identify the legal services of the other provider.Oregon Law Center, Center for NonProfit Legal Services (Jackson County), and Lane CountyLegal Aid and Advocacy Center provide a full range of services in the counties listed in (b)above on case priorities that are similar to those of LASO.

3. The delivery methods and distinctive characteristics of the Applicants

organization.

a. the service delivery method(s) employed by the ApplicantService delivery methods employed by LASO include telephone and in-person intake, adviceand representation through local offices, outreach, assistance through hotlines, impact litigation,

pro bono private attorney models, and facilitation of pro se representation.

b. the most distinctive characteristics of the Applicants organizationOne distinctive characteristic of the program is its comprehensive and collaborative deliverysystem that is based on a large number of local offices with very close connections to localcommunity partners.


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Uploads

The following uploads appear (in order)

Proposal Narrative (Form L)

Program Evaluation & Monitoring Report (PEM)

Applicant PAI Plan (PAI Plan)

Subgrant Certification (RFP Attachment 2)

Financial Audits (Audits) (new applicants only)

Technology Plan

Applicant Staff Contact Information

Organizational Chart

Resumes

Governing/Policy Body Plan

LRI Submission


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PROPOSAL NARRATIVE

2012 GRANTS COMPETITION

Applicant Name: Legal Aid Services of Oregon Applicant Number:938004

Service Areas Applied For:OR-6, MOR, NOR-1

Performance Area One: Criterion 1: Periodic comprehensive assessment of legal needs

1. Date of most recent legal needs assessment

Legal needs assessments for the regions served by each local office occur approximately every

two years. The most recent program-wide analysis of emerging legal needs occurred as part of

the 2007 strategic planning process described in Performance Area Three. The most likely date

for the next similar study will be 2012, using the 2010 Census results.

2. Identifying access challenges, those disproportionately affected by specific issues

Geography is a major access barrier in Oregon. Clients in remote rural communities and the

organizational partners who serve them receive assessment surveys. Surveys are translated into

the most frequently encountered client languages. Organizations serving low-income

populations with access barriers (including the disabled and LEP populations) are regularly

consulted and are provided with surveys. LASO staff discuss the surveys with clients who have

literacy difficulties. Survey interviews are conducted on-site for client groups that have

transportation limits, such as homeless shelters, senior centers, or farmworker labor camps.

3. Most pressing legal needs

The most pressing legal needs are: the integrity, safety, and well-being of the family; domestic

violence, neglect, abuse, and child support; preservation of a decent, safe, and sanitary home;

economic viability of families; access to health care; services for vulnerable individuals,

including seniors and disabled; civil and individual rights; migrant issues in employment,

housing, health, and individual rights; restoring, supporting, and improving tribal governments,


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infrastructure, economic development, cultural and natural resources, community services, health

care, and the integrity, safety, religious freedom, and well-being of Native American families

living in Oregon. The specific needs within those categories vary by region and are identified

from among the survey responses by applying criteria such as legal merit, likelihood of success,

issue complexity, effect on the client and client community, LASO expertise, other resources in

the community, barriers to self-representation, funding restrictions, and staff availability.

4. Legal needs and problems that emerge in between legal needs assessments

a) How LASO identifies new pressing needs between assessments

LASO attorneys and managers participate in statewide quarterly law task forces meetings which

share information about emerging legal needs and conduct training on the new areas of law. In

addition, offices network with community partners and agencies to keep informed of new issues

and problems facing our low-income communities.

b) New legal needs and problems identified within the past twenty-four months

Most emerging legal needs are related to the recession, but vary from region to region. There are

increased needs for assistance with unemployment claims, bankruptcy, debt counseling,

foreclosures (including tenants of foreclosed properties), unpaid wages, increased volume and

severity of domestic abuse, housing discrimination, unlawful debt collection, and unlawful

reduction/denial of public benefits.

c) Response to new issues and legal problems identified in the last 24 months

Examples of responses to changing needs include: Unemployment: Shift case acceptance

guidelines to include more meritorious unemployment claims and appeals; plan to create pro

bono unemployment clinic pilot project. Bankruptcy: Create pro bono bankruptcy clinics in

Bend and Eugene based on the Portland metro model. Foreclosure: Obtain grant funding to do

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foreclosure-related advice and representation in collaboration with housing counseling services;

hire experienced foreclosure attorney. Domestic Violence: Partner in a new metro area one-stop

DV service center; enforce new unemployment laws protecting domestic violence survivors.

Performance Area One: Criterion 2: Goals, strategies and allocating resources

1. Priorities adopted and analytical processes used to determine priorities

LASOs priorities are as stated in the LASO Board-approved priorities submitted annually to

LSC. Board policy is that, in light of significant differences among various parts of the

programs service area, LASO should implement the statewide program priorities through local

office priority setting that contain more specific goals tailored to local considerations. The

analytical processes used to determine local priorities are described in the response to Question 3.

2. Goals and objectives, cases, other services, and outcomes

Housing

A. Goals and objectives

1. Increase and improve the stock of affordable rental housing;

2. Decrease unlawful housing discrimination;

3. Educate low-income tenants about their rights as tenants;

4. Prevent clients from losing their housing and prevent utility shut-offs.B. Cases

1. Landlord/tenant (private and subsidized housing);

2. Housing discrimination;

3. Real property issues;

4. Utility shut-offs

5. Other meritorious housing cases to the extent resources allow.

C. Other services

1. Community education booklet and handouts on Oregon landlord -tenant law;

2. Present community education sessions on housing issues;

3. Participate in meetings with Fair Housing Council, the Oregon Housing Task Force

and other relevant groups concerning housing issues;4. Prepare centralized pleadings and support other LASO offices and pro bono/private

attorneys who represent income-eligible clients in housing cases;

5. Coordinate with agencies, housing authorities, and housing providers.

D. Desired outcomes

1. Advise and represent no fewer than 1800 clients on housing cases;

2. Distribute community ed booklets and make presentations on housing law issues.

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Family Law


1. Pursue legal remedies to provide and maintain physical safety, stability, and financial

security for clients and their families;

2. Educate clients about their rights in the family law arena;

3. Facilitate participation by clients in pursuing legal remedies.

B. Cases

1. Provide assistance and representation on cases for domestic violence victims and

parents with child support problems;

2. Custody/guardianship, adoption, visitation, divorce, and juvenile cases;

3. Other meritorious family law cases to the extent resources allow.

C. Other services

1. Update community education booklet on Family Law in Oregon;

2. Prepare pro se family law forms;

3. Work with state courts and Oregon State Bar to facilitate pro se representation;

4. Collaborate with domestic violence programs and advocates;

5. Coordinate and confer with agencies that deal with low-income families.D. Desired outcomes

1. Provide advice and representation to no fewer than 2500 clients on cases involving

family law issues, including instruction on handling family law issues pro se;

2. Participate in meetings to facilitate coordination of services and assistance for

domestic violence victims.

Income Maintenance & Health Issues


1. Ensure that eligible low-income clients obtain appropriate government benefits and

access to health care.

B. Cases

1. SSI, Social Security, other welfare, Food Stamps, unemployment compensation;2. Eligibility, billing practices, quality of services under the Oregon Health Plan.

3. Other meritorious benefits cases to the extent resources allow.

C. Other services

1. Coordinate and confer with state agencies and other organizations that deal with

health and public benefits programs;

2. Provide backup and support to other LASO offices and to private attorneys on income

maintenance and health cases.

D. Desired outcomes

1. Provide advice and representation on no fewer than 750 income maintenance and

health benefits cases.

Consumer/Financial Matters/EmploymentA. Goals and objectives

1. Educate clients about their rights as consumers;

2. Reduce the prevalence of unlawful consumer practices;

3. Assist clients in achieving financial stability;

4. Improve workplace conditions, treatment, and ensure payment of wages owed.

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B. Cases

1. Unpaid debts and problems with debt collection;

2. Consumer scams affecting seniors;

3. Wrongful discharge, employment discrimination, workplace conditions, wages, taxes.

4. Other meritorious consumer/financial/employment cases if resources are available.

C. Other services

1. Produce community education materials on consumer issues;

2. Coordinate with Consumer Affairs Division of the Oregon Attorney General's Office.

D. Desired outcomes

1. Produce, distribute community education materials on consumer law issues to clients;

2. Provide advice, representation on consumer law matters to no fewer than 100 clients;

3. Provide advice, representation to no fewer than 75 clients on employment cases.

Civil Rights, Individual Rights, Education, Miscellaneous


1. Provide clients with education about their rights;

2. Decrease incidents of unlawful government actions affecting civil and individual

rights of low-income Oregonians in areas such as unlawful evictions, domesticviolence situations, utility shut-offs, race discrimination, education, and

miscellaneous areas.

B. Cases

1. Challenge unlawful evictions supported by police action (without court orders);

2. Challenge inappropriate police action in domestic violence situations;

3. Challenge unlawful shut-offs by municipal utilities (without notice);

4. Protect other individual rights in education and miscellaneous areas.

5. Other meritorious cases to the extent resources allow.

C. Other services

1. Education on the civil and individual rights of low-income people regarding unlawful

eviction, domestic violence, municipal utilities, race discrimination, and education.2. Confer and coordinate with state, county, and city governments on civil and

individual rights issues.

D. Desired outcomes

1. Provide advice and representation on issues related to unlawful eviction, domestic

violence, municipal utilities, racial discrimination, education, and miscellaneous

cases.

3. How priorities reflect the availability of other providers and resources

When offices develop their local office intake and case acceptance criteria, they consider the

availability of other providers and resources in their local communities available to assist the

client population on specific issues. Offices usually refer these matters, rather than accept these

cases for representation, and they network with other providers to avoid duplication.

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Performance Area One: Criterion 4:Evaluation and adjustment

1. Internal evaluations

The following internal evaluation mechanisms provide the means to assess and adjust advocacy

goals and delivery systems: 1) at the local office level, weekly case acceptance meetings, regular

case reviews by Regional Directors, periodic priority setting, and attorney participation in

statewide task forces and listservs; 2) periodic evaluations of Regional Directors and Program

Managers; 3) twice-yearly advocacy reports from each attorney; 4) LASOs participation in

statewide strategic planning; and 5) work groups formed to assess and recommend changes to

delivery systems in response to changing circumstances. In addition, managers in all offices are

continually assessing current advocacy as part of their day-to-day supervision of current work.

2. Measuring performance against outcomes identified in priorities

The desired outcomes listed in our priorities are one form of measurement of how well we

address the legal problems facing our clients. Offices submit an annual report to the Central

Office about the Other Services work that they do. We also review case information in our

CMS when we submit our annual CSR. We review both case and other services information to

see that offices are substantially meeting the desired outcomes.

3. Outcomes for three most significant priorities

LASOs 2009 competitive grant application included the following priorities: Housing: advise

and represent no fewer than 2200 clients who are facing loss of their residences; distribute

community education booklets and make presentations on housing law issues. Results: In 2010,

LASO provided advice and representation to 2538 clients on housing issues, as reflected in

closed case statistics. The program distributed approximately 8653 copies of landlord-tenant

community education materials; approximately 456 participants attended presentations on

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housing issues, exceeding the objectives for this priority. Family Law: Provide advice and

representation to no fewer than 3500 clients on cases involving family law issues, including

instruction on handling family law issues on a pro se basis; participate in meetings to facilitate

coordination of services and assistance for domestic violence victims. Results: In 2010, LASO

provided advice and representation to 3734 clients on family law issues. We distributed

approximately 10,945 copies of family law community education materials; staff from several

offices are members of family law and domestic violence coordinating councils that facilitate

coordination of county-wide services. These results exceed the projected outcomes. Income

Maintenance & Health Issues: Provide advice and representation on no fewer than 1000 income

maintenance and health benefits cases. Results: In 2010, LASO provided advice and

representation to 1,002 clients on theses cases, exceeding the projected outcomes.

4. How client satisfaction is determined and results of client satisfaction assessment

Some offices use client satisfaction surveys for particular grant projects; the Multnomah County

Office distributes surveys to all pro bono clients. Clients also provide input on services through

needs assessment surveys in the regional offices. The feedback we receive is usually favorable.

Performance Area Two: Criterion 1: Dignity and sensitivity

1. Intake System

a) Description of the intake system

Most applicants who seek assistance contact the program either by phone or by coming to local

LASO offices; initial screening is conducted at the time of initial contact in most offices. Some

intake is also conducted on local hotlines or through outreach sites, such as senior centers. There

are two statewide hotlines, staffed by attorneys and paralegals from LASO and other legal

services programs: the Child Support Helpline, which addresses IV-D child support matters, and

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the Public Benefits Hotline, which provides advice, brief service and referrals. Applicants for

service are screened for conflicts, eligibility, and to determine whether their legal problem is

within our priorities. The LASO case management system is used in intake to check for conflicts

and eligibility and to record client information. Once the initial screening has been done, more

extensive interviews are conducted and additional screening is conducted by attorneys,

paralegals, or intake workers in a confidential setting to ensure that the client and case are

eligible for assistance. Screening assessments are made in accordance with office protocols that

provide guidance as to how to handle routine matters and how to determine which cases should

be scheduled for an attorney's assistance. Office attorneys provide backup to the intake personnel

to assist in making these screening decisions. Applicants who are not LASO-eligible or where

there is a conflict are notified immediately and referred elsewhere for assistance, including to the

statewide legal aid website OregonLawHelp, available in English and Spanish. For some types

of cases, clients are provided with legal information or community education materials. For other

cases, clients are scheduled for interviews with an attorney or paralegal working under the

supervision of a lawyer. Regularly scheduled case acceptance meetings are then held to

determine which new cases the office will accept for extended representation. These

determinations are based on priorities, the strength of the legal theories and facts, the impact of

the case on the community and the client, and the resources of the office. Clients are usually

provided with advice either at the time of the initial interview or following the case meeting.

Clients are notified within a few days of the meeting about the offices decision to accept the

case for extended representation or further investigation.

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b) Intake days/hours of operation

Phone and walk-in intake takes place Monday through Friday, 9:00 to 12:00, 1:00 to 5:00 in the

following offices: Albany, Hillsboro Farmworker, Multnomah County, Native American,

Oregon City, Pendleton and Woodburn. In Bend, phone and walk-in intake is 9:00 to 12:00, 1:00

to 5:00, Monday through Thursday. In Klamath Falls, phone and walk-in intake is 10:00 to 4:00,

Tuesday through Thursday. In Lane County intake is 1:00 to 3:00, Monday through Friday. In

Lincoln County phone intake is 9:00 to 5:00, Monday through Friday and walk-in intake is 10:00

to 2:00, Monday through Wednesday. In Marion County, intake is all in-person from 8:30-12:00

Monday through Friday; 1:00 to 5:00 on all days except Tuesday, when the hours are 1:00 to

6:00. In Roseburg, in-person intake is Monday through Wednesday from 10:00 to 12:00 and

phone intake is from 2:00 to 3:30. Statewide Hotlines: Child Support Helpline, Mondays, 1:00

to 4:00, Thursday, 9 to 12:00; Public Benefits Hotline, Mondays through Thursday, 1:00 to 4:00,

Tuesdays, Wednesdays, 9 to 12:00. Outreach: Varies, often scheduled near the time of outreach.

c) Criteria for processing walk-in applications

Intake is usually done during an offices intake hours, but walk-in applications will be processed

at other times if staff is available, if the matter is an emergency, if the applicant doesnt have a

phone or transportation to return to the office, or if other circumstances (such as language or

disability) that would affect the applicants ability to access the office during intake hours.

d) Use of toll free telephone numbers

All offices have toll-free telephone numbers.

e) Use of written intake applications and questionnaires

Clients are not required to fill out written applications or questionnaires in order to receive

service. Offices usually conduct intake screening verbally, recording information in the CMS.

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f) Date of most recent written intake policies and procedures and notable changes

In April, 2011 we reviewed and revisedwritten policies and procedures related to intake,

including the LASO intake and case acceptance procedures and financial eligibility screening

procedures. Regional offices have their own local intake procedures within LASO policy

parameters, all of which were last reviewed in 2011, and many updated. Notable changes include

the development of program guidelines to aid staff in detecting and analyzing potential conflicts

of interest, and an increase in the number of unemployment, foreclosure, and public benefits

garnishment cases in some offices.

2. Intake system staffing

a) Staffing for processing intake applications

Intake occurs in our regional offices. Staff do not specially track the time spent on intake; only

two positions in the program are devoted exclusively to intake duties. Staff who spend a

significant amount of time on intake functions: 19 intake workers/support staff and 8 paralegals,

who screen for eligibility, make referrals, and, in some offices, provide advice under the

supervision of an attorney; 30 attorneys, who provide back-up assistance in screening decisions,

perform some screening functions, conduct interviews, staff hotlines, and provide legal

assistance; and 17 supervisors (15 attorneys), who oversee the intake system, conduct interviews,

assist clients in outreach and on hotlines. Attorney-supervisors supervise the provision of legal

assistance.

b) Supervision of the intake staff and intake oversight

Intake staff in all offices are supervised by the regional director or, in larger offices, by

supervising attorneys or other managers. Office attorneys provide backup to the intake personnel

to assist in screening decisions. When legal assistance is provided by non-attorneys, the work is

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supervised by the attorney regional director or supervising attorneys; offices have protocols for

the provision of advice and review the assistance provided on a regular basis, usually at least

monthly. Legal assistance provided by attorneys, both on hotlines and during in-person

appointments is supervised in case meetings and case reviews, usually at least monthly. The

intake work of newer staff and attorneys is reviewed more frequently.

c) Intake staff training

Most intake staff training, both initially and on an ongoing basis, takes place in local offices.

When we implemented the LSC CSR Handbook, we provided managers with training and

materials so they could train staff in their offices about the new rules, including those related to

intake. Some program-wide training is also provided. In implementing LASOs new conflicts

guidelines, we conducted online trainings ,which also included other aspects of intake screening.

3. Intake application procedures

a) Estimated length of time required for intake

Office intake procedures vary somewhat throughout the program and timelines are not identical.

Estimated times for each type of intake: Phone: Speak to intake worker - 0-3 days, Substantive

interview - 0-12 days, Advice, limited action, referral - 0-14 days, Decision on case assignment

or investigation - 1 to 2 weeks. Walk-In:Speak to intake worker - 0-3 days, Substantive

interview - 0-14 days, Advice, limited action, referral - 0-14 days, Decision on case assignment

or investigation - 0-14 days. In-Person Appointment:Speak to intake worker - 0-2 days,

Substantive interview - 0-12 days, Advice, limited action, referral - 0-12 days, Decision on case

assignment or investigation - usually within 1 week of appointment.Outreach:Speak to intake

worker - immediate, Substantive interview - 0-2 days Advice, limited action, referral - 0-2 days

Decision on case assignment or investigation - within 10 days.

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b) Methods of processing intake applications

Approximately 55% of intake is by phone, 42% in-person, 1% outreach and 2% other methods.

4. Access to intake system

a) Public notice of intake and applicant services

LASO publicizes information about our services in phone books, local publications, on statewide

community education and outreach materials, and on the OregonLawHelp and LASO websites.

Referral information is provided to the Oregon State Bar and local organizations.

b) Access for clients with access barriers

Physical distance presents one of the greatest challenges for the program in providing the client

community with access to legal services. The primary method of addressing this issue is to

maintain offices located throughout the service area. LASO makes every effort to insure that

offices are physically accessible to clients with disabilities and conducts in-home visits and

utilizes TDD operators and Sign Language interpreters to accommodate clients. Most offices

have intake staff who are proficient in Spanish; LASO also uses a language line and interpreters.

c) Collaborations to minimized multiple referrals

Oregons legal services providers take care to minimize multiple or inappropriate referrals of

applicants. In areas where there is more than one local service provider, only one phone number

and other contact information are publicized in the county for an applicants initial contact for

legal assistance. We collaborate with other legal service providers and other organizations to

make sure they are familiar with the services we provide to facilitate appropriate referrals.

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5. Evaluation of intake system

a) Internal and external evaluations of the intake system

Offices evaluate their service provision, including their intake procedures and systems, on a

periodic basis during office retreats and meetings; they revise their local procedures to reflect

changes in case acceptance criteria or to address problems that arise during the intake process.

During the past 24 months we evaluated one program-wide aspect of our intake system -

screening for potential conflicts of interest. A work group made up of several managers and the

executive director was formed to examine various issues related to conflicts of interest, including

Oregon rule changes. Surveys were sent to the directors of all offices to determine how offices

were handling various issues related to conflicts entries and conflicts checking. The work group

concluded that there were some inconsistencies and lack of clarity about how some names were

entered, the timing for entering and checking conflicts, and the amount of information obtained

from applicants before conflicts checks were performed.

b) Changes to intake in the last twenty-four months

As a result of the conflicts assessment, the work group did extensive research and developed

written guidelines for detecting and analyzing conflicts of interest for staff who are involved in

intake screening and for attorneys who assess potential conflicts. We have made corresponding

changes on some screens in the CMS and have conducted staff trainings on conflicts and other

issues related to eligibility screening as part of the implementation of the guidelines.

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Performance Area Two: Criteria 2 & 3: Engagement with the low-income population &

Access and utilization by the low-income population

1. Outreach activities

During the past 24 months, outreach was conducted to the following client groups or agencies

that serve the low-income population: senior centers; domestic violence programs; homeless fairs

and shelters; hunger prevention coalition; tenants groups; parenting groups, low-income health

groups and fairs; Tribes; Latino organizations; migrant housing locations; Asian Celebration fair,

Russian Oregon Social Services club, and radio shows and newspaper articles on topics of

interest to the low-income community. Offices identify specific goals for outreach during the

next year that include continuing and expanding outreach activities within the categories

described above. Staff participate in meetings with county bar associations, community groups

and service providers, including local family law and domestic violence advisory councils, elder

and disabled abuse task forces, disability organizations, tenant and housing organizations,

information and referral networks, court committees and pro bono committees.

2. Rationale for office locations

A fundamental goal of the coordinated legal services provider network in Oregon is to provide

relatively equal access to a legal aid office for all low-income Oregonians, regardless of location

or status. One of the most significant access issues facing the program is physical distance.

LASO has strategically placed offices throughout the state to minimize this difficulty. Offices are

located in towns with county courthouses and locations are chosen based on the ease of access

for clients and the proximity to courts, agencies, service providers, and public transportation.

3. Days/hours of operation

Offices are open from 9-5:00 (some closed 12:00-1:00), except for the Marion-Polk office, which

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is open Mondays, Wednesdays, Thursdays 8:30-5:00, Tuesdays 8:30- 6:00, Fridays 8:30-12:00.

Offices make other arrangements for applicants unable to access the office during regular hours.

4. Languages of client community, intake staff and other staff

Spanish is the most prevalent second language within the LASO service area and most offices

have Spanish-speaking intake workers; other offices have alternative resources to assist these

applicants. For other languages, all offices have access to a language line and interpreters. LASO

employs a Russian interpreter who is available to assist with intake and cases program-wide.

5. Staff diversity

a) Staff diversity compared with diversity of the service area

The diversity of the staff is substantially the same as that of the service area for all groups, with

higher percentages of Hispanic and Native American employees. The linguistic capacities of staff

are similar to those of the client population for all but Asian languages.

b) Efforts to promote staff diversity

Recruitment is on-going and special efforts are made to recruit diverse staff. LASO participates

in several job fairs, including the Northwest Area Minority Law Students job fair sponsored by

the Oregon State Bar Affirmative Action Program. LASOs policy requires job openings to be

advertised in ways that reach a diverse pool of applicants and hiring factors include an

applicants ability to communicate with persons in the client community and cultural similarity

with that community. LASO offers opportunities for law clerks, interns and externs, with staff

diversity and non-English language ability as significant factors in hiring decisions. Employees

also receive periodic trainings on cultural diversity. LASO has a law school loan repayment

program and provides a salary add-on to employees for relevant language competency.

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Performance Area Three: Criterion 1:Legal representation

a. LASOs capacity to carry out its work

1. Staff Expertise and awareness of developments in legal services delivery

a) Staff expertise as it relates to priorities

LASO employs a number of highly knowledgeable and experienced attorneys. Within each

substantive area - housing, public benefits, family law, and farmworker law - is a task force for

the state's legal services attorneys. Task forces are coordinated by Oregons State Support Unit

(SSU) attorneys who keep up-to-date on new developments and convey that information to

advocates in the program. Each task force has a listserv that advocates use to share information

and there is a list of resource attorneys who have specialized expertise and who are available to

help others. Major cases are co-counseled with experienced litigators, including private attorneys.

b) How LASO remains informed about innovative practices and those implemented

LASO advocates and managers participate on state and national listservs, attend national

conferences and access materials on a number of websites to keep informed about innovative

practices and developments in legal services delivery. An example of an innovative approach to

legal services delivery is the involvement of the Multnomah County office as a partner in the

Gateway Center for Domestic Violence. This is a comprehensive services center for the Portland

area that helps victims of domestic violence and their children receive a variety of services, all

under one roof. LASO attorneys and paralegals staff the center two days a week, providing

assistance on civil legal issues to domestic violence survivors. Other on-site services provided

include crisis intervention and safety planning; domestic violence needs assessment and

advocacy; Department of Human Services self-sufficiency services; access to specially trained

Portland Police; prosecution services; and alcohol/drug and mental health assessment services.

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Survivors can obtain a restraining order via remote video technology that connects the person at

the Center directly to a judge in the downtown courthouse. This center is the first of its kind in

Portland and provides a holistic approach to the problems facing our domestic and sexual

violence clients.

2. Approach to legal research and knowledge management

All LASO advocates have desktop access to LexisNexis online and to BarBooks,the Oregon

State Bars (OSB) online materials, including CLE publications, forms, and manuals. LASO

attorneys are also active members of OSB Sections, made up of attorneys who practice in

specialized areas of law, and State Support Unit attorneys provide updates on the law to

advocates through task force meetings and listservs. Law clerks prepare research materials and

SSU attorneys provide materials, briefs and sample pleadings, which are also posted on the

Oregon Advocates website.

3. Training for staff

The primary mechanism for identifying training needs is the employees job performance

evaluation. For larger, statewide trainings, decisions are made by the Executive Director with

input from SSU attorneys, regional directors and managers in the Central Office.

b. Systems, approaches, and techniques used in representation

1. Client participation in case decisions; frequency and nature of contact with clients

a) How confirmation is provided to clients about advice given and decisions made

Letters and emails are used to confirm the advice provided and decisions about the case.

Advocates also orally summarize these matters during meetings and conversations with clients.

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b) How clients are informed of their responsibilities

For cases involving extended representation, clients sign retainer agreements identifying the

scope of the representation and the responsibilities of both the client and the program and

advocates review these issues with the client. If appropriate during a case that involves only brief

services, information about responsibilities is usually provided orally.

c) Frequency of contact with clients

Clients are contacted as needed and appropriate under the circumstances of each case. Case

reviews and case meetings are used to review the progress of the case and include discussions

about providing status reports to the client and involving the client at various stages in the case.

d) Whether clients receive opening and closing letters and periodic communication

Opening letters are usually sent and clients receive periodic communications throughout the

course of a case. Closing letters are sent in all cases involving extended representation.

2. Systems for legal work management and supervision

a) Appropriate case assignments based on experience and expertise

Cases involving extended representation are reviewed in case acceptance meetings, where they

are evaluated for merit, priorities, and level of expertise required, and assigned to an appropriate

advocate. Where appropriate, more experienced attorneys, including SSU attorneys, co-counsel

on cases to provide additional expertise on the case and to provide LASO attorneys with

increased learning opportunities. Each office's regional director supervises the legal work of staff

attorneys and other staff and makes sure that each advocate's case load is appropriate in light of

the complexity of the issues and the advocates experience level. The program has developed a

number of mechanisms to assist in this task. Each office reviews all new cases at regularly

scheduled case acceptance meetings. Once a case is accepted for extended representation, the

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advocate completes an opening memo form, identifying the client's goals, case strategies, and

applicable time limits. This process allows for the identification of cases that are particularly

complex or that involve issues that might not be apparent to a less experienced attorney. In more

complex cases, the supervisor or SSU attorney works with the attorney to develop a case strategy

plan and provide support. Supervising attorneys, with assistance from SSU attorneys, also

conduct periodic case reviews, usually on a quarterly basis. At each point in the review process

there are discussions about client needs, case strategies, issue identification, settlement

possibilities, and case planning considerations. In addition to the individual attention given to

lawyers on cases, the SSU attorneys convene quarterly substantive law task forces, which afford

advocates with broader input on best practices for handling cases. Before closing a case, the

advocate prepares a closing memo that is also reviewed by the supervisor. Each case assigned to

a paralegal is assigned to an attorney who supervises the work on the case.

3. Provision of limited service

a) Determining which client groups and legal problems benefit from limited service

Our analysis of legal problems and our own experience suggest that some issues, such as public

benefits and some types of child support matters, can often be addressed through the provision of

limited service and appropriately handled through statewide hotlines. We also provide limited

service on a case-by-case basis. Factors that are considered in deciding to provide limited

service, rather than full representation, include staff availability, merit, client safety, impact on a

larger client population, availability of other resources, vulnerability of the client, egregious

conduct by the adverse party, and whether limited action will resolve the matter.

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b) Case types and/or situations where limited service is provided

We provide limited service on a variety of cases, usually on a case-by-case basis, utilizing the

factors discussed above. Family law, housing law, and public benefits cases make up the largest

number of cases where limited service is provided.

c) Evaluations of limited services in last twenty-four months and any changes made

As part of the priority-setting process, offices discuss and evaluate their service provision,

including limited representation and local hotlines. LASO and OLC also periodically evaluate the

statewide hotlines, most recently the Public Benefits Hotline in 2009. Among factors considered

in the evaluation were the number of calls, issues identified, the geographic location of the

callers, and the suitability of the hotline for non English-speaking callers. One conclusion

reached during the process was the need for increased publicity for the hotline throughout the

state. After discussions with the Oregon Department of Human Services, the agency now

includes hotline information on their notices of hearing rights and in several of their publications.

c. Legal representation and resources

1. Identifying issues that are appropriate for a systemic approach or solution

LASO advocates interview a large number of applicants, take a variety of cases and participate in

community groups in an effort to become aware of systemic problems encountered by the client

population; hotlines and other brief service provision provide windows on the experiences of the

low-income community. One important factor in case acceptance is whether a given case or

approach to a case will impact the larger client community. These issues are analyzed and

considered in case acceptance and case review meetings, in SSU task force meetings, in

discussions with managers and SSU attorneys, and in priority-setting office retreats.

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2. Three most significant accomplishments for clients achieved in cases

Examples of three of the most significant accomplishments in recent cases: (1) LASO

represented a disabled tenant in a federal court case against an institutional landlord that removed

a wheelchair ramp from the property and refused to modify door widths to a rental unit to

accommodate a wheelchair. The case was quickly settled. Systemic disability discrimination by

large landlords is an identified housing priority and this case will have a deterrent effect; (2)

LASO represented a father of two children whose application for TANF and SNAP benefits was

denied, with no reason given. The agency refused to accept his hearing request form. After LASO

helped him get benefits we helped him file a grievance. The agency worker had accused the

client of using drugs in front of a waiting room full of people and tried to intimidate the client for

going to Legal Aid. The Governors Advocacy Office is investigating the clients grievance.

After the challenge to the bad notice, the agency determined that there was a widespread problem

and agreed to do some statewide staff training. Getting the agency to follow the law and its own

procedures is a priority; (3) LASOs client prevailed on a motion to terminate a guardianship

after a day-long trial with extensive briefing on constitutional rights of natural parents. LASO

represented the childs mother, a domestic violence survivor. Step-dad abuser had obtained

guardianship by manipulating the client and the legal process prior to our involvement. This case

reflects two high priority family law issues: representation of domestic violence survivors and

insuring that the constitutional rights of natural parents are given appropriate weight by the courts

in third party custody and visitation cases.

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3. Evaluation of legal representation and outcomes in the last twenty-four months

Legal representation and case outcomes are evaluated as part of regular case reviews. Advocates

prepare Advocacy Reports twice a year on cases and projects. These reports include reporting on

benefits achieved.

Performance Area Three: Criterion 2:Private attorney involvement

1. LASOs PAI Plan

a) How PAI plan addresses legal needs of eligible clients

Assistance by pro bono attorneys is an integral component of the services offered by the program.

LASOs PAI Plan for 2011 outlines LASOs efforts to engage the private bar in the provision of

services to eligible clients. Two goals of the PAI program are to utilize the services and

expertise of private attorneys to supplement the work of LASO staff attorneys and, where

possible, to provide services in locations where LASO does not have field offices. LASOs

priority setting process includes an assessment of the ways in which the resources of private

attorneys can be leveraged to meet the needs of clients. Pro bono attorneys are referred cases that

are within established LASO priorities.

b) Mechanisms for PAI in LASOs work

LASO has developed a variety of PAI models to effectively deliver services to clients, with local

offices determining the model that is most effective for their service area. LASO offices engage

the services of attorneys from large law firms, small and medium-sized firms, solo practitioners,

government attorneys, in-house corporate counsel, retired attorneys, unemployed new attorneys

and the judiciary. Pro bono models employed by LASO range from advice-only clinics to full

representation in contested litigation. Other pro bono mechanisms used by the program include

brief service clinics for seniors, co-counseling with LASO staff, review of pleadings for pro se

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litigants, and law firm legal clinics. Pro bono attorneys and judges teach classes to clients on

bankruptcy matters. The Pendleton Office utilizes pro bono attorneys to conduct intake for in-

house representation and pro bono attorneys meet with clients at multiple locations throughout

their service area. In some offices, retired attorneys assist with intake or provide representation

on cases. LASO offices also refer cases through a statewide listserv that allows pro bono

attorneys to take the case of their choice at the time of their choice. Pro bono attorneys and

judges partner with LASO to recruit and train volunteers, create training and community

education materials, and mentor and provide legal training to staff. There are 12,563 active

members of the Oregon State Bar, approximately 7500 of which are eligible attorneys in LASOs

service area. Of these lawyers, approximately 774 have agreed to participate in LASOs PAI

programs. We do not track the number of attorney who make financial contributions in lieu of

doing pro bono work, but over 2,500 Oregon attorneys made contributions to the Campaign for

Equal Justice in 2010. Currently all of our private attorneys participate as pro bono attorneys.

c)Consultation in the development of the PAI plan

LASO seeks the input of clients, community partner organizations, private attorneys, judges and

bar associations during the priority setting process and this process includes an assessment of the

ways in which the resources of the private bar can be utilized in addressing client needs. The

information gai

2012 laso grant application (searchable)

Documents