
Resourcing Tools • For simplicity, resourcing has been described in terms of staff • Actual resourcing will be allocated as budgets to be spent according to the priorities of the clinic’s community board • Reflects Principle 2 of clinic autonomy • Reflects Principle 1 of flexibility for clinics • Reflects Principle 7 letting clinics assign the right staff for each job
Resourcing calculations • We need to take into account the Clinic Legal Education Program currently at PCLS • 5 net additional staff are needed for whatever clinic hosts the program (plus 20 students) • Separate from the other 130 working in the GTA • Retains staff/student ratio
Tools for allocation - Demand • Volume of case files based on current demand • Favours well resourced clinics • Unreliable predictor of future demand • Probable demand factors (e.g. immigration, tenancy, OW caseloads, ODSP appeals) • Assumes current poverty law needs immutable • Causal factors vary (municipal OW policies impact) • Mapped correlations with income were high
Tools for allocation - Income • LICO Pros • Common measure • Strong predictor of other demand factors • Readily available Cons • Not an absolute predictor of demand • Over the eligibility criteria
Issues • Does Legal Aid fill the gap created by growth and poverty concentration in the 905 by providing new resources? • Do Toronto clinics fill that gap by redeploying existing resources? • What catchments are possible under those two models?
Principles for Model Structure • Flexibility (1) right staff for the right job (7) HR (19) • More CD (3) , more PLE (4), more reform (4) • Staff backup (6), Staff teams (11) • Integrated advice system (13) • Administrative capacity for volunteers (18), partnerships (15), and multiple sites (14,16) • Core areas of law (29) more areas of law (27)
Principles • Adhere to municipal boundaries to support relationships between staff and partners/adjudicating bodies (25) • Connect adjoining areas of poverty, use affluent areas as “seams” or boundaries (17) • Catchment areas should reflect access strategies like transportation services (17) • Clinics should be accountable to communities (2) • We need to look at unmet needs and current demand in mapping new clinics (29, 30)
Implications • A very large clinic in Toronto with around 82-104 staff • A model sized clinic in Peel if Mississauga participates 29-36 • A clinic in York below the size of the model clinic 20 - 25
The Model Clinic Structure ??? ??? ??? ??? ??? 12 6 14 12 17 6 9
Very large clinics • Good for administrative capacity (15, 17, 18) • Good as a forceful advocate (23) • Good for new areas of law (27) • Can be good for law reform (4)
Very large clinics • Can be challenging for HR (19) • Can be challenging for staff support (6) • Can be challenging for seamless service (10) • Can be challenging for integrated advice (13) • Can be challenging for partnerships (15) • Can be challenging for location (17) • Can be challenging for HR (19) • Can be challenging for community connection (2)
Implications • Two large clinics in Toronto with around 40-50 staff – larger than the model • Split along affluent areas in central North York, and using Don River or affluent areas of Riverdale • A model sized clinic in Peel if Mississauga participates 29-36 • A clinic in York below the size of the model clinic 20 - 25
Implications • Three clinics in Toronto with at least two about the size of the model clinic • Using affluent areas in central North York as a seam • South Clinic based on subway line • East Clinic based on bus routes
Implications • Four clinics in Toronto with only clearly one at or near the size of the model clinic • An model sized clinic in Peel if Mississauga participates 29-36 • A clinic in York below the size of the model clinic 20 - 25