Chapter 7

Intake, Referrals, and Appointments

Hotlines differ greatly on whether they offer legal advice and information only or whether they also refer clients to lawyers (in house or otherwise) for further assistance. Based on the information provided for the Directory, 24% percent of the hotlines are a stand-alone service. This means they provide what information and counsel they can by phone and only make general referrals, such as to the bar. The other hotlines also give legal advice and information but, in addition, they perform some type of intake for a legal services office. Of these, 43 % do intake for only one office; 32% do intake for more than one office--usually separated geographically--and 4% do intake for more than one program. A few hotlines are hybrids and do intake for one office or program, but are a “stand alone” service for another program. (For convenience, a separate program will be considered a separate office.)

For programs that do intake for only one office, the problems tend to center around matching staff-attorney availability to client need, and how to handle the overflow.

Hotlines that are set up to handle multi-office intake may have more complicated problems. If each office has been accustomed to doing its own intake there may be concern that a central intake will not be responsive to the needs and problems of local offices. Some programs accommodate this fear by allowing local offices to do some intake themselves. The Land of Lincoln Hotline does intake for eight offices, but excepts certain population groups which it then serves by other means. Other hotlines just try to learn to make it work.

It is crucial to decide on a management structure at the outset. The Southwest Michigan Legal Helpline reports that their failure to resolve this issue up front resulted in the failure of a joint project. One problem that is common to all hotlines that serve a wide area is the need to become familiar with the territory of various agencies and the services offered, as well as the specifics of the legal practices of the local jurisdiction. It also helps if the various staff members get to know and trust each other. This can be encouraged by having occasional joint meetings. One suggestion is to conduct joint trainings in substantive legal areas. Sometimes trust just has to develop over time. On the practical side, it is very important that the phone system connecting these offices work properly (See chapter 5), although some programs manage with faxes and e-mail.

For the most part, hotlines that provide services to multiple offices or a broad geographic area report they are able to be more efficient. This may come at the cost of client satisfaction. Something is lost in the intimacy the client feels in talking to a member of his community. This may be the price to be paid for providing legal services to everyone needing assistance. We would like more feedback from hotlines across the country regarding their experiences with this issue.