Planning Template
This is a planning template for recording key factors related to potential strategies and a timetable for their implementation to respond to areas identified as needing attention in either the Self-Assessment Checklist or the Self-Assessment Survey. The tool can also be used as a template for planning projects and initiatives to address access to justice needs.
Planning ToolIssue that needs to be addressed:
Brief description of the strategy:
Objective for the strategy:
Intended outcomes or results (what will be different if the strategy succeeds?)
How the outcomes will be measured
Resources necessary to accomplish it / Resources in control of the ATJ Commission
Resources that will need to be enlisted from a partner or other organization
Resources that will need to be created or developed
Strategic considerations / Individuals, partner institutions and others whose support and/or participation will be necessary
Individuals and institutions whose resistance or opposition needs to be overcome or neutralized
Key steps (immediate, intermediate and long-term)
What? / Who? / By when?
Areas in which planning is called for
Support for the Mission, goals and objectives of the Commission
ð The commission has a clear mission that gives direction to its work.
ð The commission has a solid base of institutional support for its mission from the following partners and stakeholders:
o The Supreme Court.
o The Judiciary, including trial and appellate courts as well as state and local court administrators.
o The organized bar, including the State Bar and local bar associations.
o The civil legal aid providers.
o Funders.
o Community/civic/business organizations
o Other key institutions.
ð The composition of the Commission ensures that all core stakeholders are represented and have an opportunity to participate.
ð Key partners and stakeholders participate, when appropriate, in activities and strategies of the Commission.
ð The Commission draws effectively on capacities of its partners.
ð The Commission effectively and consistently communicates with its partners and stakeholders to maintain their support.
Planning and assessment
ð The commission has engaged in formal or informal planning,
ð The commission has a written plan that guides its work.
ð The Commission measures or assesses if it has accomplished its organizational goals and objectives.
ð The Commission assesses its organizational effectiveness and structure to ensure that is operating as effectively as possible.
Leadership
ð The leadership of the Commission provides clear direction for it.
ð The Commission has strong, proactive leadership that advances its agenda.
ð The Commission’s leaders serve as effective spokespersons for it and for access to justice.
ð The Commission fosters the development of new leadership for the future.
Communication with Partners, Stakeholders and others
ð The Commission communicates effectively and consistently about the work it has undertaken and the importance of that work to access to justice.
ð The Commission effectively uses the following means to communicate with partners, stakeholders and the public
o Broadcast and print media.
o Social media.
o Websites.
o Conferences, meetings, summits and other similar events.
Broadening the Commission’s reach
ð The Commission has institutional stature and credibility in the legal and other relevant communities.
ð The Commission provides a perspective and a voice that are independent of the interests of the providers, the courts and the organized bar.
ð The Commission is recognized as providing a perspective that transcends partisan concerns.
ð The Commission has built on the support of its core partners to include the following who have a stake in the civil justice system.
o Law schools
o Administrative Office of the Courts
o Indigent Defense Services
o Legislators
o Representatives of the Executive Branch, such as the Office of the Attorney General
o Organizations representing business, labor, religious, educational, health and social services
ð The Commission has succeeded in enlisting high-profile and influential persons, including Commission Members, as champions for equal justice.
ð The Commission communicates effectively with key persons in the civil justice system as well as the general public regarding access to justice issues and the need for a strong system for the delivery of civil legal aid.
ð The Commission communicates effectively with decision-makers and influencers of public opinion regarding access to justice issues and the need for a strong system for the delivery of civil legal aid.
ð The Commission has entered into collaborative initiatives with partners such as public librarians, schools of social work and public administration, hospitals, social service providers and faith-based organizations.
Scope of activities
ð The Commission has a clear understanding of the duties and responsibilities that it has been given or has taken on [that have been assigned to it].
ð The Commission engages in a full range of activities and strategies to accomplish its goals and objectives.
ð The Commission has clear, written goals, objectives and intended outcomes for the projects and initiatives that it undertakes.
ð Intended outcomes are stated in terms of improved end results, such as higher satisfaction for litigants, saved time and money for litigants and courts or reduced social costs?
ð The Commission regularly develops plans for the implementation of its recommendations or proposed policies by it or by other appropriate institutions or organizations.
ð The Commission regularly measures or assesses whether its initiatives and projects have accomplished their intended outcomes.
ð When necessary, the Commission is successful in finding or generating resources to complete its strategies and activities.
ð The Commission generally has been successful in accomplishing the stated objectives and intended outcomes for its projects and activities.
ð When appropriate, does the Commission coordinate its efforts with other organizations that also address statewide access to justice issues, such as resource development.
Organizational and Operational Effectiveness
Commissioners
ð All Commission members are actively engaged in the Commission’s activities.
ð The expectations of Commissioners are clear.
ð New Commissioners are provided orientation and other support.
ð New Commissioners are afforded an opportunity to grow into leadership positions.
Committees/Task Forces/ Subcommittees
ð The committee structure meets the needs of the Commission in accomplishing its stated objectives.
ð All Commissioners actively participate in committees.
ð Committee chairs understand their roles and responsibilities.
ð The committee structure provides for the right balance between continuity (standing committees) and flexibility (ad hoc committees), particularly as new issues arise and new initiatives are undertaken.
ð The committee structure and operation provide an opportunity to bring new participants into the access to justice community.
ð The areas of focus and the responsibilities of each committee are clear.
ð There are effective mechanisms for committees communicating with the Commission and with each other.
Staffing
ð The Commission has adequate staff capacity to meet its responsibilities and to support the activities of the Commission and its committees.
ð There is a clear understanding by volunteers, including Commission Members, of their responsibilities and the need for their active participation where staff is not available.
ð Staff, including volunteers, have the requisite interpersonal, communications and political skills as well as knowledge of the legal system and the legal needs of low-income communities.
Meetings
ð Meetings of the Commission are productive and engaging with substantive interchange and discussion and a minimum of pro forma reports and routine approvals.
ð The time in meetings is effectively managed, so that adequate consideration is given to agenda items, but the discussion does not take too long on any item.
ð Meetings are open to non-Commission members, stakeholders and other interested parties.
ABA Access to Justice Expansion Project Page 7
Resource document funded by the Public Welfare Foundation and the Kresge Foundation