• Number of clients in school
• Number of people obtaining documentation independently of
paralegal assistance
• Number of people clients have helped after receiving information
or assistance
• The percentage of clients who used the document after they
received it
• Number of clients with increased knowledge of the law, policy, and
administrative processes
• Number of clients who committed to helping others or did help
others after consulting with paralegals
• Number of community relays functioning during and after the
implementation of the program
• Number of legal/policy reforms achieved
“THE JOB WAS
CONSIDERED DONE
WHEN A BENEFICIARY
STARTED ENJOYING
RIGHTS AND NOT WHEN
A PAPER WAS DELIVERED
TO A PERSON.”
NATO GAGNIDZE
PROJECT MANAGER, INNOVATIONS
AND REFORMS CENTER (IRC),
GEORGIA
• Number of stateless or at-risk persons for whom nationality is
obtained or confirmed
• Number of cases solved through meetings with officials / advocacy /
outside of litigation
• Number of clients whose feeling of belonging has increased
• Number of people willing to take part in actions to improve the legal
framework
• Number of people who have participated in advocacy actions
• Number of legislators supporting a bill or policy reform
•
Number of discriminatory regulations legally amended
Risk management
Risk management is an important aspect of strategic planning, because
strategies to mitigate potential threats to the program, to paralegals, and
to clients must be in place from the start. Any issue that could pose a
risk should be handled very carefully. Your program’s national and local
context largely determines the type and extent of risks you face.
hen working out measures that you can take to mitigate the risks
W
identified, adopt a “do no harm” approach, explored further in 7.4
Ethical Issues.
The following table is an example of how you might go about evaluating
and responding to risks, based on the experiences of past paralegal
programs. The sample strategies suggested should be changed to suit
the needs of your program and its context.
5.2 Monitoring and Evaluating Your Work
Monitoring and evaluation have related but different functions.
Monitoring refers to ongoing data collection and analysis, which makes
it possible to assess program implementation. Evaluation is a more
systematic analysis of your program’s impact on clients. Monitoring
DISCRIMINATION
EMPOWERMENT
SUSTAINABILITY
DATA
RELATED RESOURCES
(EXTERNAL)
RELATED SECTIONS
(WITHIN)
A C O M M U N I T Y- B A S E D P R A C T I T I O N E R ’ S G U I D E : D O C U M E N T I N G C I T I Z E N S H I P A N D OT H E R F O R M S O F L E G A L I D E N T I T Y
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