These clinic performance measures have been developed to meet LAO’s obligation under the Legal Aid Services Act and the Transfer Payment Accountability Directive, and address recommendations made by the Auditor General in his 2011 value for money audit. These performance measures are to be used by LAO and the clinics as a management tool, to provide the data for organizations to gauge whether they are achieving their goals and objectives in an effective and efficient manner. The reports should inform decisions and promote continuous improvement and fulfil obligations for accountability and transparency to the public. While the performance measures were designed to meet LAO’s legislative requirements, they will evolve over time and will provide a foundation for discussions between LAO RVPs and the clinics. You can get more detail on the development and intended use of the measures on the Legal Aid Ontario website.
The first full-year report will be available for the 2018/19 fiscal year. Development of reports are in progress to be delivered post CIMS go-live.
LAO did not want to impose additional workload on clinics to docket administration functions. Clinics will be docketing for cases and initiatives, and administration will be calculated as the residual. Administration includes all activities not considered to be direct client services.
Direct client services include: referral, brief service, standard and test casework, and initiative files such as public legal education, community development, and law reform. Activities such as travel time, photocopying case file documents and case research are direct client services.
Administrative functions include activities not directly related to a case or initiative, such as: continued educational learning, admin tasks such as HR work, payroll, filing, and back office activities that are not considered to be direct client services.
Cost per case is calculated based on docketed time (user salary) plus disbursements, minus recoveries. (see definitions for standard case and salary). The report will be based on which case type is selected during the reporting period.
Complexity refers to cases that require significantly more time or resources than other cases of that type within an individual legal clinic’s practice. Complexity can result from a variety of factors, including complex client characteristics or barriers, legal complexities, challenging processes, requirements of multiple strategies to resolve issue, etc. You can “flag” complexity, but still docket less than two hours on a case.
|Standard case summary data for reporting period||Total|
|Open cases at beginning of reporting period||425|
|New cases opened during reporting period||1,575|
|Total cases open during the period||2,000|
|Total cases remaining open at the end of the period (=active)||480|
|Total cases closed during period||1,520|
|Total cost of cases closed during period||$577,600|
|Closed cases with “flagged” complexity* indicator||812|
|Referrals during the period||900|
|Date of oldest open case||Jan 15, 2015|
|Test case summary data for reporting period||Total|
|Open cases at the beginning of reporting period||3|
|New cases opened during the reporting period||1|
|Total cases open during the period||4|
|Total cases remaining open at the end of the period (=active)||2|
|Total cases closed during period||2|
|Total cost of cases closed during period||$320,000|
|Average cost of cases closed during period||$160,000|
|Cost summary data in reporting period||Total|
|Total cost of all standard case work in period||$180,000|
|Total cost of all test case work in period||$200,000|
|Total cost of all initiatives in period||$120,000|
The following table is based on the primary area of law selected in CIMS. The performance measures only report on these primary areas of law.
|Standard case area of law||Standard cases opened during period||Standard cases closed during period|
|Other types of law||160||135|
|Standard and test cases closing during period - Results achieved1||Number of standard cases||Number of test cases||Comments*|
|-monetary award value||28|
|Total $ amount if monetary award||$46,000|
|-enhanced client independence||2|
|Number that resulted in change in legislation||2|
|Number that resulted in change in regulations||1|
|Number that resulted in change in Common Law||3|
* Provide comments in performance measures submission report template.
|Standard cases closed during period by primary area of law||Number|
|Social assistance cases||230|
|Workers compensation cases||600|
|Immigration/refugee/ citizenship cases||34|
|Other types of law cases||135|
|Total cases (closed)||1,520|
|Average time to close case (months)||6|
|Average cost per closed case||$380|
|Standard case primary area of law||Average cost per standard case|
|Social assistance cases||$260|
|Workers compensation cases||$180|
|Immigration/refugee/ citizenship cases||$640|
|Other types of law cases||$300|
|All closed cases||$380|
|Cost by initiative types during reporting period||Total cost in period|
|Public legal education/outreach||$32,000|
|LAO/clinic committee & consultations||-|
|Measure based on standard cases closed in two previous fiscal years and current reporting period||2011||2012||Current reporting period|
|Average cost per standard case*||$300||$320||$380|
The measures below will be achieved through docketing.
Any Intake/referral/other service time that has been docketed to an Intake and/or associated Case that totals two hours or less will be allocated in the four components of direct client service. For example; if one hour has been docketed to an Intake and 30 minutes to the associated case, 1 hour and 30 minutes will be allocated to direct client service.
Standard case work = total time docketed to a standard case that is over two hours.
Test case work = total time docketed to a Test Case that is over two hours
Whether the Case is opened or closed or has been re-opened, the report is based on the time docketed falling within the reporting period.
|Hours docketed for open and closed cases (during period)||Number|
|Intake/referral/other service (2 hours or less of time docketed)||462|
|Standard case work (over 2 hours of time docketed)||5,950|
|Test case work (over 2 hours of time docketed)||1,130|
|Direct client service (sub-total)||12,842|
|# of FTEs||9|
|Total hours = 9 FTEx1561hrs||14,049|
|Administration and other (not docketed, but by subtraction), includes administration plus other activities such as continued educational learning, admin tasks, filing, etc.)||1,207|
|# of referrals||1,450|
|Resource allocation||2011 staff time (%)||2012 staff time (%)||2013 staff time (%)|
|Intake/referral/other service (two hours or less of time docketed)||4||4||3|
|Standard case work (over two hours of time docketed)||39||30||42|
|Test case Work (over two hours of time docketed)||15||12||8|
|Administration and other||11||13||9|
This is based on closed standard cases (over 2 hours of time docketed). The information will be captured when the case is closed.
Note: Withdrawn/discontinued = matter is withdrawn or legal action is discontinued by the clinic or client.
|Service outcomes of closed standard cases in 12-month period as perceived by clinic staff||# of cases|
|Successful (meets client’s objectives)||625|
|Partially successful (somewhat meets client’s objectives)||221|
|Service outcomes of initiatives completed in 12-month period, as perceived by clinic staff||# of initiatives|
|Service outcomes of standard cases as perceived by clinic staff||# of cases||Cost per closed case|
|Successful (meets client’s objectives)||625||$1,750|
|Partially successful (partially meets client’s objectives)||221|
|Service outcomes of standard cases as perceived by clinic staff||Average cost per case, 2011||Average cost per case, 2012||Average cost per case, 2013|
|Successful or partially successful||$1,535||$1,620||$1,750|
|Unsuccessful, withdrawn, discontinued, or unknown||$1,380||$1,300||$1,283|
|Intakes served and denied during reporting period||#||%|
|New cases opened (proxy for clients served)||2021||80%|
|Not financially eligible||186||7%|
|Not part of the clinic’s area(s) of law||52||2%|
|Services not offered by clinic||92||4%|
|Not within catchment area||138||5%|
|Conflict of interest found||14||0.6%|
|Total denied or not eligible||508||20%|
|Year of service||# of standard cases opened||# of intakes denied or referred||Total||Percent cases opened to total|
|Resolution stange||# of closed standard cases||%|
|Cases withdrawn or lost contact||165|
|Resolution stange||# of closed standard cases||Cost per standard case|
|Year of standard case closing||Average cost If standard case closed before hearing||Average cost if standard case closed after hearing|
Admin time for a time period is the residual time calculated by taking the time docketed for referral and brief service, standard case work, test case work, and initiatives from the total hours of effective staff time calculated from the FTE available for the time period.
Annual percentage resource allocation
For section 2.2.2, the annual percentage resource allocation, the percentage of staff time per activity type (referral and brief service, standard case, test case, initiatives, and admin time), are calculated as the percentage of the total hours docketed during the year against each of the four categories compared to the total effective annual hours available for all clinic staff.
Areas of law
Areas of law in which a clinic may provide service. See the complete Area of Law list in CIMS.
The record of the clinic’s response to a client’s request for assistance. This includes the services offered, work completed and relevant details and notes about a client’s matter. A Case File is not created for situations where the clinic has only offered a referral elsewhere for service or has declined to provide services.
Case file closing
Date when all matters laid out in the retainer agreement (written or verbal) have been completed.
Case file outcome
Result of client’s matter. For example: hearing order, settlement, eviction, non-eviction,-financial recovery, immigration status settled.
Case file work
Case file work includes legal research, drafting submissions, preparing for and appearing at hearings/court, travel, client meetings, case conferences, negotiations, letters, document-drafting, scheduling appointments, etc.
Persons served by any clinic staff. Person to whom a clinic has agreed to or is obligated to provide a service or anyone to whom a lawyer owes a duty of confidentiality whether or not a solicitor/client relationship exists.
Client’s expected/desired remedy to the matter
Conflict of interest
Whenever confidential information is received from a prospective client, identifying information is checked against the clinic client database to avoid a conflict of interest (For definition of conflict of interest see Rule 2.04 of The Rules of Professional Conduct of the LSUC).
Direct legal services
The services provided to a client that are directly related to a case.
Eligibility / referral / other service
For the purposes of Table 2.2.1, Resource Allocation includes the early service conducted by the clinic once a file is set up and information from the client has been entered into CIMS. It may include eligibility testing, referral and a limited level of service, and is calculated as the total number of hours in the reporting period for all client services where time docketed by all staff relating to the case in the period is less than two hours. It includes the activity of recording a potential client’s information along with reason for their contact with the legal clinic.
Whether the client meets the clinic's financial eligibility guidelines.
Full-time equivalent (FTE)
The total FTE for a time period is calculated as the sum of hours allocated to all staff in the period as a proportion of the annual total hours available excluding estimated holiday, vacation and sick days (e.g. 1561 hrs per year for a full-time person). For example, if A works 200 hours or 200/1561 FTE (temporary worker), B works 780 hours or 780/1561 FTE (half time), and C works 1561 hours or 1561/1561 FTE (full time), the total FTE for all 3 staff for the year is (200+780+1561)/1561= 1.63 FTEs. For a 3-month period, it would be: 1.63/4=0.41FTE.
Work done or services provided in support of the initiative files (Initiative Type field in CIMS) such as; Public legal education/Outreach, Training, Community development, Policy advocacy, Law reform, Systemic advocacy, Partners/Network/Community Groups, LAO/Clinic Committee and Consultations, Inter-Clinic Groups, Memberships, Media/Communications, Governance, Professional development. These files may have a defined start and end date or be on-going with no finite end date.
Initiative file closing
Date when initiative is deemed to be completed (Close Date in CIMS).
This refers specifically to the process of initial data collection – the activity of recording a potential client’s information along with the reason for their contact with the legal clinic. The goal of this collection is to inform a clinic’s decision making about whether and/or how a clinic can best assist this person. It does not include any services provided to the client including drafting paperwork, assisting with forms or providing advice. It does include “straight referrals”. “Intake” for CIMS purposes just refers to the initial data collection.
A client’s concern/issue/questions.
Service cannot be provided. Applicant given alternative source for assistance (this may be in combination with other services provided)
CIMS calculates the cost per case based on the personnel cost of docketed time, plus disbursements, minus recoveries. A salary or hourly rate must be entered and updated in the CIMS Salary Profile area to enable calculation of performance measures. Note: A value of $0.00 can be used (e.g. volunteers). Benefits should be included as applicable.
Service outcome definitions (to be used by clinic staff to determine case outcomes):
Is the service provided to a client where total docketed time by all staff is greater than two hours and the service relates to a specific situation or situations addressing a client’s need.
Is service provided to a client, clients, or public interest matter where total docketed time is greater than two hours and the case is intended to have impact beyond the single case, such as public interest or law reform, and advances important public interests, transcends individual interests, and addresses a serious issue that fundamentally affects low-income Ontarians or disadvantaged communities whose perspective would be unlikely to come before the courts but for the clinic’s involvement.
|Category||Satisfaction level (1-5) with case service as indicated by client|
|Timeliness of services provided||4.2|
|Ease of access to service||4|
|Responsive to needs||3.75|
|Treatment received from staff||4.1|
Average satisfaction level, on a scale of 1 (very dissatisfied) to 5 (very satisfied)
|Client satisfied with amount of time to get service from the clinic||4||4.3||4.1|
|Found it easy to get service and assistance client was looking for||3||3.5||3.8|
|Client got what he/she needed||3.5||3||3.75|
|Client was treated with courtesy and respect by clinic staff||3.5||3.75||4.0|
|Resolution stage of complaint||# of complaints|
|Resolved by clinic||10|
|Resolved by board||2|
|Resolved by LAO||3|
|Not resolved To date||1|
|Time to resolve complaint||# of complaints||%|
|Under 30 days||20||71%|
|Over 30 days||8||29%|
|Total complaints received||28|
|% of complaints founded||16%||13%||11%|
|Resolved in < 30 days||25||9||20|
|% resolved in < 30 days||81%||60%||71%|
|Client summary data for reporting period||Total|
|Clients at beginning of period||1,200|
|New clients received during period||525|
|All clients served during period||1,725|
|Clients remaining at end of period||300|
|Client service completed during period||1,425|
|Initiative summary for reporting period||Total|
|Active initiatives beginning of period||6|
|New initiatives commenced during period||4|
|Total initiatives open during period||10|
|Active initiatives remaining at end of period||3|
|Total initiatives2 closed during period||7|
|Initiative cases - Scope of impact||Total||%|
|Identifiable client group||2||8%|
|Community of interest: province-wide||2||8%|
|Community of interest: Beyond province-wide||4||16%|
|General population: Province-wide||6||24%|
|General population: Beyond province-wide||3||12%|
|Influence on decision-makers||6||24%|
|Case and client results||#|
|# of clients (closed cases)||1725|
|Average cost per client||$625|
|Initiative types conducted in period||# of initiatives|
|Public legal education/outreach||2|
|LAO/Clinic committee & consultations||0|
|Measure based on cases closed in fiscal year||2011||2012||2013|
|Average cost per client*||$630||$670||$625|
|Average cases per client||1.7||1.9||1.8|
|Average days to close||26.9||27.9||23.6|
Details re results achieved will be captured and will be available for detailed analysis as required
Back to report
Details re complexity, results, and impact will be captured and will be available for detailed analysis as required
Back to report
Personal information in this form is collected under the authority of section 84 of the Legal Aid Services Act and is used in the general administration of the payment of lawyers accounts including case management, application of block fees and tariff, discretion, reviews, disbursement authorization, expedite requests, late billing, hard cap, and recoveries; and is used in the panel management of lawyers including investigations, panel suspension, and panel removal.