process mapping for legal aid
TRANSCRIPT
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Process Mapping for Legal Services
August 26th, 2015
PresentersMatthew Burnett Director, Immigration Advocates Network
Susan Zielke Managing AttorneyLand of Lincoln Legal Assistance Foundation
Adam HeintzDirector of Pro Bono Services, Legal Services NYC
Mike Grunenwald (moderator) Program Coordinator, Pro Bono Net
Why this topic?
“Business process analysis involves the disciplined ‘mapping’ of how a task or function is performed…. The process is often led by an outside expert in the use of the analysis, but it engages enough members of the organization to ensure a complete understanding of how the task or function is performed at all levels of the organization.”
- Report from the LSC Summit on the Use of Technology
to Expand Access to Justice, December 2013
Simply put…Process mapping or process analysis provides a clearer understanding of a work process in order to identify opportunities for improvement, for example by:
• Improving communication and handoffs between stages or stakeholders in a process • Eliminating wasteful steps and reducing complexity • Diagnosing challenges and reducing bottlenecks• Analyzing the gap between the current and “ideal” process• Developing a deeper understanding of the role each actor in a process plays
Case Study: Naturalization Application Assistance
Matthew BurnettDirector
Immigration Advocates Network
Overview
• We facilitated a series of process mapping exercises to identify the current “as-is” environment of nonprofit legal service models that support the naturalization application process (one in Washington DC, one in Silicon Valley and one in Los Angeles). During the final phase, we conducted a final visioning and mapping session in Los Angeles.
Overview
“As-Is” Process Mapping
We identified three models by which naturalization application assistance is provided in the field and “mapped” the current “as-is” processes across multiple organizations and geographic areas:• Workshop Model• Clinic Model • On-on-one model
Key
Decision Point
Process Step
Document
Start/End of Process
Links to Process
Funding deliverable
Community need
Partner request
Recruit for planning committee
(community partners, sponsors, elected
officials
Schedule planning
committee meetings
Hold 1st planning
committee meeting
(informational)
Present community data/need
to members
Conduct second meeting (and
continue weekly phone)
(commitment)
Budget and donation
needs
Applicant cap (number served)
Location and date
Media plan
Specific responsibilitie
s
Identify attorney and
volunteer needs
(number) ratio
Choose a geographic region for workshop
Choose a geographic region for workshop
Sample Workshop Planning Process
Schedule and conduct site
visit for location selected
Conduct e-blast to recruit
volunteers
Conduct e-blast to attorneys
and organizations
Order materials from NCIS
Order film for passport camera
Key
Decision Point
Process Step
Document
Start/End of Process
Links to Process
ID requirements for permits/location
approval
Conduct media promotion
Develop media plan with talking
points; guest information
Conduct final committee meeting
Assign roles for day of workshop
(2 weeks out)
Calendar
Weekly print ads
News segments
FlyersConduct partner trainings for the
roles
Share press release and media
advisory with partners
Collect quotes from elected officials for
media release
Remote media shoot at workshop location (6
segments) with parnters (1 week out)
Send press release
Organize station boxes with supplies
Checklist
Recruit attorney to send archived
webinar
Send archived webinar
training to share with volunteers
and conduct
volunteer trainings (week of)
Email confirmation to volunteers (includes training) (2-3 days
before)
Conduct volunteer count (Quality
assurance check)
Send hotline report to all committee members
to share turnout expectations
Pre-assign volunteers,
including attorneys, to specific stations
Conduct day of walk through with internal staff (set
up station captains)
Start set-upVolunteer
Att. flyer
Promotional
Spanish language
flyer
Events page
website
Hotline operators
Develop flyer
Schedule volunteer training
Confirm with suppliers everything printed and ready
to go
Sample Workshop Planning Process
Finish set-up
Register volunteers
and attorney
Conduct overview of workshop
layout
Assign volunteers to
assigned stations
Station captains
conduct station orientation
Station captains assign line
coordinators for each station
Assign volunteers to process applicant line
Assign translators
Register applicants
Give eligibility packet
N-400
Eligibility/prescreening red
flag sheet
Determine next step and distribute number
for N-400 or Legal Consult
Station 1: Conduct
orientation (in batches)
Station 6: Complete
quality control
Applicant eligible
Get N-400 No.
Station 2: Determine eligibility
Station 7: legal referral
yes
no
N-400
Legal Consult
Key
Decision Point
Process Step
Document
Start/End of Process
Links to Process*= waiting area
Sample Workshop Process
Key
Decision Point
Process Step
Document
Start/End of Process
Links to Process
Review packet with volunteer
Station 7: Distribute reference
sheet
Other services
if not eligible
Station 4: Complete N-
400 with volunteer
Station 3: Make copies of
residency card, ID
*
*= waiting area
Station 4: Complete N-
400 with volunteer
Legal representative needed or not?
Station 5: Take
passport photos
Station 7: Distribute
referral sheet
Other services
Station 6: Conduct quality control
Quality control
approved?
* * Station 7: Make 2 copies of N-400 and additional docs. and packaging (copy for NALEO,
copy for client)
Does client have $680 (who mails application/packet?)
Agency mails application/p
acket
N-400
*
noyes
no
yes
Give study materials Other services
Resource area walk through
Cient mails OR NALEO keeps it and
client comes back with money
CD
DVD
Fee waiver
N-640 forms
yes
no
Sample Workshop Process
“To-Be” Visioning Session
• We then engaged in a group SWOT analysis and identified a number of strengths, internal problems, external threats and potential strategic opportunities.
SWOT Analysis
Workshops “To-Be” Vision Themes
Clinic “To-Be” Vision Themes
One-on-one “To-Be” Vision Themes
Summary and Recommendations
• Finally, we distilled process improvement and technological recommendations for the following areas:– Planning and Logistics– Volunteer Management– Promotion and Marketing– Intake– Education of Applicant– Application Completion/Quality Check– Follow-up
Result - Citizenshipworks 2.0
Questions
Questions?(Use the chat box on the right of your screen to ask
questions.)
Getting to Yes FasterHelping clients get to attorneys faster for more extended representation
Covers the 65 counties of central and southern Illinois, a territory the size of Indiana
5 regional offices and 3 satellite offices LARC is our centralized intake, advice, and
referral center According to the 2010 census, there are 376,757
living below the federal poverty line in our territory (a 38% increase from 2000)
Over 48% of those people live in 6 of our counties (St. Clair, Champaign, Madison, Sangamon, Vermilion, and Jackson)
Why we chose the business process analysis model 2011 Legal Needs Assessment results Internal changes to strategic plan and
priorities But still not where we wanted to be at
the end of 2013. . . How do we get clients who need
extended representation to our staff attorneys more accurately and efficiently?
Timeline/ProcessFebruary 2014: voice of the client interviews with key stakeholders April 8-9, 2014: process mapping – 1 day for intake hotline, 1 day for housing task forceJune 15, 2014: new standard housing case acceptance policies in useJuly 9-10, 2014: review/evaluation of work done, process mapping in 1 day for consumer task forceOctober 2014: new standard consumer case acceptance policies in use
Results: LARC LARC handled 37 more housing cases in January-
June 2015 (656), compared to January-June 2014 (619)
LARC referred 56 more housing cases to regional offices in January-June 2015 (282), compared to January-June 2014 (226)
And although LARC handled 36 fewer consumer cases in January-June 2015 (334) than January-June 2014 (370), they referred 18 more consumer cases to regional offices in the same span of time
Results: Housing 48% of housing cases closed by regional
offices resulted in extended representation in the second half of 2014, compared to 41% in the second half of 2013
But in the first half of 2015, only 34% of housing cases closed by regional offices resulted in extended representation, compared to 37% in the first half of 2014
Results: Consumer In the first half of 2015, only 26% of
consumer cases closed by regional offices resulted in extended representation, compared to 37% in the first half of 2014
Evaluation Is LARC more efficient? Has staffing changed at LARC over the
past year? Has staffing changed at the regional
offices over the past year? Do the revised CAPs have no impact on
extended representation?
Lessons Learned/Learning Legal aid can learn from big
law/business Don’t get stuck in the “we’ve always
done it this way” mud Naysayers exist – engage them, don’t
ignore them Don’t give up – Don’t stop evaluating –
Don’t stop improving
SALESFORCE &VOLUNTEER MANAGEMENT
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THE PROBLEM
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1. Utilizing individual volunteers. Huge administrative burden associated with screening and placing individual volunteers.
2. Disaster response. Challenges utilizing a massive volunteer influx during Hurricane Sandy. What about next time?
THE PROJECT1. Grant from LSC to LSNYC and probono.net
following Hurricane Sandy.
2. LSNYC and PBN examined a number of potential projects before settling on a tool to manage individual volunteers.
3. PBN explored several different tools before settling on Salesforce.
4. LSNYC and PBN worked together to customize the tool for LSNYC.
36
PROJECT PHASES1. Initial assessment phase (4 months) 2. Action plan and requirements development (1 month)
3. Product research, testing and validation with LS NYC stakeholders (2-3 months)
4. Final system selection, implementation and refinement (5-6 months)
5. Documentation and training (2-3 months)
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ASSESSMENT PHASE1. Two initial workshops with LSNYC project
stakeholders to brainstorm needs, identify current bottlenecks and determine priorities
2. Semi-structured format, with each workshop lasting
about 90 minutes• Participants included LSNYC disaster relief
attorneys, technology staff, and pro bono staff.
3. After this initial assessment phase, LSNYC and PBN staff met again to review product research and testing results, and finalize system selection.
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PRIORITY AREA IDENTIFIED
1. A means of efficiently leveraging individual volunteers on behalf of Sandy victims.
2. A tool to help LSNYC efficiently receive and evaluate a large influx of individual volunteer applications in the event of a disaster, as well as improve overall pro bono data management.
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PROCESS IMPROVEMENT NEEDS
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1. Allow applicants to apply online
2. Allow LS-NYC to classify/tag/sort applicants by various criteria
3. Make data easily accessible from multiple locations
4. Mechanism to share volunteer data with probono.net/ny
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WORKFLOW DOCUMENTATION
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WORKFLOW DOCUMENTATION
WHAT IS SALESFORCE?1. Customer relations/management platform.
2. Businesses track and communicate with sales leads, donors, and others.
3. Volunteer module.
4. Endlessly—overwhelmingly!—customizable.
5. Ten user IDs free for non-profits—zero cost for LSNYC going forward.
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WHAT SALESFORCE DOES FOR LSNYC1. Online application for volunteers.2. Automatic messaging to volts and staff.3. Dashboard of applicants for vetting/tracking.4. Tracks activity on individual volunteers—
prospective, current, and former.5. Mass emailing possible.6. Scheduling—for clinics, phone banks, etc.7. Collaboration: auto enrolls in PBN.
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ONLINE APPLICATION - 1
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ONLINE APPLICATION - 2
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DASHBOARD
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DASHBOARD / VIEWS
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INDIVIDUAL APPLICANTS - 1
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INDIVIDUAL APPLICANTS - 2
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WHAT’S NEXT?1. Sharing system with sister legal services
organizations in NYC.
2. Formed sub-committee of City Bar Committee on Pro Bono & Legal Services to make this happen.
3. Creating a “start-up kit” for non-profits to make as easy as possible—this is a challenge!
4. Shared platform for future disasters?
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Workflow mapping tools
Resources• LSC Tech Summit Report
http://www.lsc.gov/sites/lsc.gov/files/LSC_Tech%20Summit%20Report_2013.pdf • Recording of 2015 LSC TIG Conference workshop, Business Process Analysis – or, Why
Can’t I Do What You Just Did? https://vimeo.com/121695906
• Southern Institute on Children and Families report, Process Mapping: An Effective Tool for Improving Public Services
http:// www.thesoutherninstitute.org/docs/publications/Process%20Map%20Brief%20Final.pdf
• International Legal Technology Association article, Getting Workflow to Workhttp://www.iltanet.org/MainMenuCategory/Archives/PeertoPeerArchives/August2006/GettingWorkflowtoWork.txt
Contact Information
● Matthew Burnett, [email protected] ● Susan Zielke, [email protected]● Adam Heintz, [email protected] ●Mike Grunenwald, [email protected]
THANK YOU FOR ATTENDING TODAY!
Next up by PBN: Cultural Competency and Legal Technology:
Considerations and Best PracticesSeptember 9, 2015
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