Budget & Programming Plan

Our annual budget & programming plan serves as our blueprint for the year, guiding our impact and development. It describes all of our strategies for success and sets all of our budgets. Thanks to our model of inclusive governance, the annual plan is a collaborative document created by staff, board members, clients, and supporters. The plan is developed in three steps:

  1. The plan is drafted by our executive team, with significant input from staff, who provide feedback about how we can more efficiently utilize our resources and streamline our operations.
  2. The plan is then sent out to business planning experts and members of the non-profit for input to be incorporated before the annual meeting.
  3. The plan, and any proposed amendments, are then approved by our membership at our annual meeting in July.

During the year, the board of directors is responsible for overseeing the staff to ensure that they abide by the strategic plan.

 

CITATIONS

1. American University, Key Studies and Data About How Legal Aid Improves Housing Outcomes https://www.american.edu/spa/jpo/toolkit/upload/housing-7-30-19.pdf

2. George Washington Law School, In Pursuit of Justice? Case Outcomes and the Delivery of Unbundled Legal Services https://scholarship.law.gwu.edu/cgi/viewcontent.cgi

Ever since childhood, our co-founder Adrian has been dedicated to reducing poverty.

He studied systemic poverty in college and went to work in the field for a few years. Eventually, he had a thesis that legal aid was the most cost-effective way to address poverty in America. He wrote up a business plan and used it to apply to law school. 

The idea was to create the country’s first system of universal access to civil legal representation that ensures everyone can obtain timely, competent legal help for any legal issue, regardless of ability to pay. That had never been done before in the history of the United States.

In law school, he met Virginia, our Programs Director. Together, they co-founded the organization, two weeks after Adrian passed the bar.

When we opened we put a sign in the window, and with just that marketing and almost no other outreach we were overwhelmed with requests for help from people with good cases who had been turned away everywhere else.

Our first year we had revenue of $35,000. We would hand shred documents because a shredder was too expensive. Despite the financial challenges, we were able to work on over 280 cases in everything from housing law to family law to consumer law in the first year alone.

The hours were extreme, the pay was low, and the learning curve was steep. Still, we persisted. We knew that almost everyone we helped was not able to receive services anywhere else. Eventually, we attracted the interest of funders. We tripled our revenue for several years in a row. In 2015, we won the Bay Area Google Impact Challenge, which enabled us to expand even more. In 2019, we secured additional funding from the city that allowed us to open two new centers in the Excelsior and Western Addition.

As of 2020, our staff has grown to 27 full-time employees. We’ve shown that universal access is possible. Now, we plan to scale city-wide, make San Francisco the first city in the country’s history to have universal access to legal help, and become a model for national replication.