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Self Help Program Management

Self Help Program Management. Selfhelpsupport.org Pro Se WebX Webinar March 22, 2006 Faculty: Susan Ledray and Deborah Chase. Presentation Topics. Pre-Opening Planning Operating the Self Help Program Ethics Growth and Integration as a Core Function. Presentation Plan.

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Self Help Program Management

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  1. Self Help Program Management Selfhelpsupport.org Pro Se WebX Webinar March 22, 2006 Faculty: Susan Ledray and Deborah Chase

  2. Presentation Topics Pre-Opening Planning Operating the Self Help Program Ethics Growth and Integration as a Core Function

  3. Presentation Plan • 20 minutes per topic • ½ presenting • ½ questions and discussion • Can only highlight some issues

  4. I.Pre-Opening Planning • Involve all stakeholders from beginning* • Initial Services and Income Restrictions • Service Delivery Mode • Goals and Evaluation • Space • Staffing • Responsibilities • Funding

  5. Factors affecting services and delivery • Analyze litigation demographics • What case types have the highest pro se rates? • Where is the need for assistance greatest? • What is the anticipated volume of program users? QUIZ 1: • Analyze language demographics for the community (i.e.US Census-Am. Fact Finder, Court Interpreter Requests, Experience of Legal Aid and non-profits) • How will that affect service delivery methods? • How will that affect staffing? QUIZ 2:

  6. Space • In the courthouse – near filing, records, library, bilingual staff • Open layout; ability to lock the door and “close” • Affects service delivery methods; space for workshops, for computers, etc. • Service Delivery Methods • Must conform to issues of case complexity • Qualifications of available staff • Volume • Geographic and Demographic issues • What does your clientele want? • What are the goals of the program? • Evaluation • Consider the numerous potentially confabulating factors • Must comply with ethical guidelines • Identify goals, take measurements before and after start-up QUIZ 3

  7. Staffing • Consider contract or temporary employees until needs are assessed; • Value of Staff Attorneys • Characteristics of a good Self Help Program employee • Responsibilities • Between partners • For creating/maintaining forms • Funding • Permanent, stable funding source; • Grants, year-end monies. • Shifting personnel

  8. II. Operating • Start slowly • Build in management time • Experiment with service delivery modes • Use triage • Evaluate • Manage Expectations • Expect continuous change

  9. Operating issues • Start slowly • Establish your own control of intake process • Referrals will be coming from everywhere and for everything • Build in management time • Even if you are the only staff person • If you don’t do it from the beginning, it is hard to go back and do it later • Without sufficient management time, you tend to get locked into whatever service delivery modes you first set up – change is extremely difficult • You need to participate in other court management meetings to provide and receive input about pro se caseflow management

  10. Operations issuescontinued • Experiment with service delivery modes • Drop-ins; Appointments • Individual one-on-one; Workshops; Telephone Help-lines; Kiosks with Self-Help Programs; Courtroom • Websites for distance learning – away from the self-help center QUIZ 4 • Use triage • Diagnostic File Review • Which cases need attorney representation or advice • Which cases fit which service modes • How to move cases efficiently

  11. http://www.courtinfo.ca.gov/selfhelp/

  12. http://www.courtinfo.ca.gov/programs/equalaccess/

  13. Operations issues continued • Evaluate • Keep it simple • Use Sampling • Use available tools (TCRIC surveys) • Manage Expectations • From Judges; Administrators; Other Court Staff • From Litigants • From Community • You will become the “Catch-All” • Expect continuous change • Example: Expectations will change – including your own;

  14. Ethics • Court Staff • Volunteers • Volunteer Attorney Clinics • Judges

  15. Ethics issues • Court Staff • Attorneys • See California Standards of Judicial Administration • See Minnesota Rules of Court Rule 110 • Based more closely on Cannons of Judicial Ethics than Rules of Professional Conduct • No Attorney-Client Relationship • Litigant’s perception of relationship • No Confidentiality • Qualifications – See CA Rule 5.35 • Non-Attorneys • Same • Proper Supervision; unauthorized practice of law SURVEY 5

  16. Ethics issuescontinued • Volunteers • Issue of usefulness in general • Screening • Training • Whose volunteer? • Volunteer Attorney Clinics • Ensuring competence • Screening • Neutrality & Conflicts • Soliciting Business • Model Rule 6.5 , Unbundling • Judges • Inappropriate Requests • Ex parte Communications

  17. Growth and Integration • Expanding SHP services • Covering additional case types • Additional Languages • Additional Locations and service areas • Integrating SHP concepts into all aspects of Court Operations • Mediation Services • Caseflow Management • Courtroom Services • Case Management Technology

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