Legal Aid Society of Middle TN and the Cumberlands Strategic Plan 2019-2021
The Legal Aid Society of Middle Tennessee and the Cumberlands developed a new strategic plan in collaboration with stakeholders and under the guidance of Aly Sterling Philanthropy. The plan aims to advance, defend, and enforce the legal rights of low-income and vulnerable individuals, ensuring equal access to justice and addressing the root causes of poverty. Emphasizing professional ethics, client-centered representation, and community impact, the plan underscores accountability, collaboration, and respect for all clients and stakeholders.
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Legal Aid Society of Middle TN and the Cumberlands Strategic Plan 2019 - 2021
strategic PLAN 2019 2021 Legal Aid Society of Middle Tennessee the Cumberlands (LAS) Strategic Planning Process The Legal Aid Society of Middle Tennessee and the Cumberlands (LAS) worked with Aly Sterling of Aly Sterling Philanthropy for more than six months to develop a new strategic plan for LAS. Over the course of developing the strategic plan, Aly Sterling and her team distributed online surveys to LAS staff and Board members soliciting input and feedback. In addition, feedback was sought from external stakeholders. On January 31, 2019, for a full-day, an LAS staff retreat was held to consider, discuss, and review the feedback collected from staff, Board members, and stakeholders. The following strategic plan has been created to further the mission of LAS as a result of the input, assessments, feedback, and facilitated discussions.
strategic PLAN 2019 2021 LAS s Strategic Plan Assessment Process and Participants TOTAL PARTICIPANTS: 78 Internal Online Survey: Fifty-nine internal stakeholders (staff) anonymously responded and completed the online survey. External Online Survey: Ten external stakeholders, selected by LAS leadership, anonymously responded and completed the online survey. Board Online Survey: Nine board members anonymously responded and completed the online survey. Stakeholder Diversity: Stakeholders identified as being a member of one or several of the below listed categories: Board Member; Staff Member; Supporter/ Funder; Volunteer; Past Board Member; Partner Organization; Other Our sincere gratitude to each and every stakeholder!
strategic PLAN 2019 2021 future Access to justice and improved quality of life for low- income and vulnerable families VISION everyday MISSION The mission of Legal Aid Society of Middle Tennessee and the Cumberlands is to advance, defend, and enforce the legal rights of low-income and vulnerable people in order to secure for them the basic necessities of life Equal access to justice Alleviation of the conditions that cause or aggravate poverty Respect for each individual client Effective and caring representation Solutions to client problems that not only help the individual client but also benefit other families and the communities in which they live High professional and ethical standards Positive working relationships with each other within the organization Productive collaboration with other organizations Accountability in the use of funds entrusted to us; fiscal integrity LAS Values Values
strategic PLAN 2019 2021 Growth Fundraising Growth and Sustainability Impact Partnerships Strategic Relationships Mission Impact and Brand Awareness ENFORCE, ADVANCE and DEFEND the legal rights of low income and vulnerable people People Board Recruitment, Retention and Engagement Staff Retention and Team Culture Quality Outreach Community Outreach and Communication Services, Advocacy and Partnerships
strategic PLAN 2019 2021 core priority 1. GROWTH fundraising growth and sustainability Goals: Create an overall sustainable and growth-oriented Development Strategic Plan emphasis on donor stewardship, rural communities, the annual Equal Justice Campaign, and overall awareness. Development Strategic Plan, with an Create a strong annual Case for Support, needs. Case for Support, showcasing each county, impact and annual Complete the Feasibility Study Feasibility Study for an endowment campaign. If recommended and approved by the Board, move forward with embarking on a 50 Anniversary Endowment Anniversary Endowment campaign (with separate strategy). Overarching goal: increase compensation for staff and diversify funding (reduce reliance on federal funding). 50th th To reduce the risk of mission-drift, pursue only strategic and mission strategic and mission- -aligned aligned grants. Create an ad hoc committee to consider the feasibility of a signature fundraising event, concert and/or walk/run concert and/or walk/run. signature fundraising event, everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 2. IMPACT mission impact and brand awareness Goals: Define and unify board and staff around LAS vision statement 50 years. LAS vision statement, with an eye towards the next Create a new Marketing Strategic Plan Marketing Strategic Plan with an emphasis towards storytelling, relatable and relevant messaging and deployment of digital/social media to increase brand awareness. Create a 50 transitions into, a case for the endowment campaign. 50th th Anniversary Marketing and Communications Plan Anniversary Marketing and Communications Plan that supports and ultimately Identify internal communication internal communication enhancements, standards and goals. Identify core areas of impact data core areas of impact data (a manageable number of metrics to begin) that would be essential to begin tracking and demonstrating evidence of mission impact and community value. Leverage through outreach, marketing, and PR initiatives. Create visible and engaging opportunities for the staff to make the LAS mission a part of their every day. their every day. mission a part of everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 3. PEOPLE staff retention and team culture Goals: Create a peer-based Culture Committee engagement and staff retention engagement and staff retention (focusing on diversity, training, recognition, communication, transparency and collaboration) and bring life to the team norms through the integration of new ideas generated at the team retreat. Culture Committee to finalize team norms team norms and create and implement a plan to improve overall improve overall Create an updated recruitment and retention strategy recruitment and retention strategy, complete with an updated on on- -boarding process boarding process. Update position descriptions and performance evaluations position descriptions and performance evaluations, include team norms as a measurement. Evaluate the feasibility of a mentorship program retention of new staff. mentorship program to recognize tenured staff expertise and increase immersion and Consider a new format and expectations for team meetings and highest use of time . team meetings to increase efficiency and effectiveness, and optimize best Update LAS organizational chart LAS organizational chart (current state) and create a future state (2021 or sooner) organizational chart for team leadership development (budget planning and talent recruitment/retention purposes). Create success profiles for each position. Create a time-limited staff-led committee to support the 50 50th th Anniversary milestone and future endowment campaign. Anniversary milestone and future endowment campaign. Create hardwired opportunities for board and staff interaction board and staff interaction and engagement. everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 4. QUALITY services and advocacy Goals: Design and implement strategy for LAS advocacy initiatives and opportunities, advocacy initiatives and opportunities, Finalize Finalize and monitor monitor protocols to ensure compliance with LSC and funder regulations and requirements. Conduct staff, client, and partner satisfaction evaluations. Explore and evaluate feasibility of the following: a social worker social worker on staff and/or more mental health resources and training mental health resources and training. instant access instant access to service (i.e., help line). centralized intake number / on on- -line intake. line intake. making a stronger commitment to providing holistic holistic services. Clarify the type of cases type of cases to accept, and why. In conjunction with marketing, create key impact (KPIs). key impact and data points, along with key performance indicators everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 5. OUTREACH community outreach and communication Goals: Create a Community Outreach Plan Community Outreach Plan for Nashville and each office. Plan should express a clear, shared vision of the role of LAS in each community and provide a key leader in same. Plan should detail a calendar approach of activities with identified community engagement and recognition (with emphasis on rural communities). engagement and recognition opportunities Identify an updated and existing community legal needs assessment community legal needs assessment and/or commission one. Explore Explore and evaluate evaluate the feasibility increasing LAS presence in local media and courtrooms. Alongside media and PR partners, update a new PR Strategic Plan promote LAS community and outreach activities and value. PR Strategic Plan to pitch case stories, impact and Standardize and set expectations for all outreach collateral training. outreach collateral including writing standards and staff Develop Develop consistent LAS outreach identity and messaging. everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 6. BOARD recruitment, retention and engagement Goals: Consistent with LSC s Board Governance Compliance standards LSC s Board Governance Compliance standards (2017) ensure that the LAS Board of Directors has created or updated the following foundational board best practices: Annual evaluation schedule (full board eval, self-eval, board meeting eval and CEO eval) Board member recruitment protocol Board member orientation and training protocol Board member retention and engagement protocol Strengthen and engage the LAS Advisory Council Additionally: Create a workplan Create a workplan alongside LAS staff liaisons, to interact with LAS staff more intentionally and routinely throughout the year Endorse and support, as able, plans for an LAS 50 LAS 50th th anniversary endowment campaign approved) anniversary endowment campaign (if everyday MISSION Working together. Doing Justice. Restoring Hope.
strategic PLAN 2019 2021 core priority 7. PARTNERSHIPS strategic relationships Goals: Explore and evaluate feasibility of the following in conjunction with key partners: additional pro bono technology upgrades technology upgrades to support rural clinics. expanding the VLP VLP to rural locations. providing training to pro bono attorneys on poverty issues. pro bono clinics. Assess and define LAS s optimal partner(s) define LAS s optimal partner(s) in each key category of program and mission-delivery. Base definition off of attributes that drive the organization forward to meet mission and vision statements. Develop a plan to recruit and retain optimal partner(s) optimal partner(s) Develop an assertive communication and relationship plan communication and relationship plan for key partners Create new strategic partnerships with community stakeholders and client communities as well as strengthen the existing relationships Provide partners with opportunities for financial and pro bono contributions to LAS Explore ways to recognize and celebrate partners everyday MISSION Working together. Doing Justice. Restoring Hope.
