Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 29,471,470 | 25,319,333 | 35,166,861 | 35,498,294 | 34,303,369 | 159,759,327 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 29,471,470 | 25,319,333 | 35,166,861 | 35,498,294 | 34,303,369 | 159,759,327 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 159,759,327 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 29,471,470 | 25,319,333 | 35,166,861 | 35,498,294 | 34,303,369 | 159,759,327 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 315,175 | 175,765 | 63,478 | -152,288 | 1,141,867 | 1,543,997 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 69,975 | 166,562 | 239,386 | 63,579 | 142,464 | 681,966 |
| 11 | Total support. Add lines 7 through 10 | 161,985,290 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART VI, SECTION A, LINE 4 | THE BOARD OF DIRECTORS PASSED AMENDED AND RESTATED BYLAWS IN DECEMBER 2023. THE REVISED BYLAWS ESTABLISH 3-YEAR TERMS FOR ALL BOARD MEMBERS INCLUDING CLIENT ADVOCATE BOARD MEMBERS WHO HAD NOT PREVIOUSLY HAD TERMS. THE NEW BYLAWS CREATE TERM LIMITS AND ALL BOARD MEMBERS WERE PLACED INTO 3 GROUPS ACCORDING TO THEIR TERM EXPIRATION TO ESTABLISH A ROTATING BOARD. UNDER THE CURRENT BYLAWS A BOARD MEMBER CAN SERVE A MAXIMUM OF THREE 3-YEAR TERMS, WITH A PROVISION FOR A 4TH TERM FOR CLIENT ADVOCATE BOARD MEMBERS AT THE DISCRETION OF THE FULL BOARD AND WITH THEIR APPROVAL. IN ADDITION, THE BYLAWS REFINED ITS STANDING COMMITTEE STRUCTURE TO INCLUDE THE FOLLOWING COMMITTEES: FINANCE, GOVERNANCE, NOMINATIONS, STRATEGIC PLANNING AND EXECUTIVE COMMITTEE. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS REVIEWED IN DETAIL BY MANAGEMENT AND THEN MANAGEMENT REVIEWS THE RETURN WITH THE FINANCE COMMITTEE. ONCE APPROVED BY MANAGEMENT AND THE FINANCE COMMITTEE, THE FORM 990 IS DISTRIBUTED TO THE FULL BOARD OF DIRECTORS, WHERE THEY HAVE THE OPPORTUNITY TO DISCUSS THE RETURN WITH MANAGEMENT AND THE FINANCE COMMITTEE BEFORE THE RETURN IS FILED. |
| FORM 990, PART VI, SECTION B, LINE 12C | ANNUALLY, EACH OFFICER, DIRECTOR, OR MEMBER OF A COMMITTEE WITH GOVERNING BOARD DELEGATED POWERS IS REQUIRED TO SIGN A STATEMENT WHICH AFFIRMS SUCH PERSON HAS RECEIVED A COPY OF THE CONFLICTS OF INTEREST POLICY, HAS READ AND UNDERSTANDS THE POLICY, AND HAS AGREED TO COMPLY WITH THE POLICY. DETERMINATIONS OF WHETHER A CONFLICT EXISTS, AND APPROPRIATE RESOLUTION OF THOSE CONFLICTS, IS MADE EITHER BY THE GOVERNING BOARD OF DIRECTORS OR BY A COMMITTEE APPOINTED BY THE BOARD OF DIRECTORS. NO PERSON DETERMINED TO HAVE A CONFLICT OF INTEREST IS ALLOWED TO PARTICIPATE IN THE DELIBERATIONS OR DECISION REGARDING RESOLUTION OF THAT CONFLICT OR THE APPROVAL OF TRANSACTIONS RELATED TO IT. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE POLICY WITH RESPECT TO THE EXECUTIVE DIRECTOR'S COMPENSATION IS AS FOLLOWS: WITH ITS NEW EXECUTIVE DIRECTOR WHO JOINED IN JUNE, 2022, THE BOARD REVIEWED HER PERFORMANCE AT ITS MEETING IN DECEMBER, 2023. THE BOARD CONSIDERED THE ORGANIZATIONAL ASSESSMENT SURVEY THAT WAS DONE BY A 3RD PARTY CONSULTANT, THE SITE VISIT REVIEW BY LSC IN THE SUMMER OF 2023, ITS OWN OBSERVATIONS AND PARTICIPATION IN THE STRATEGIC PLANNING PROCESS AND ALL-STAFF AND BOARD RETREAT, AND THE EXECUTIVE DIRECTOR'S REGULAR REPORTS ON PROGRESS REGARDING THE ORGANIZATIONAL GOALS. GOING FORWARD, THE BOARD'S EXECUTIVE COMMITTEE WILL EVALUATE THE EXECUTIVE DIRECTOR FOR 2024 AND WILL REPORT ITS CONCLUSIONS, INCLUDING ANY SALARY ADJUSTMENTS, TO THE ENTIRE BOARD FOR THEIR APPROVAL. THE BOARD IS NOW CONSIDERING CHANGING THE TIMING FOR THE EXECUTIVE DIRECTOR'S EVALUATION FROM DECEMBER TO JUNE. THIS CHANGE WOULD BE IN ANTICIPATION OF AND TO ALIGN WITH THE ANTICIPATED CHANGE OF MARYLAND LEGAL AID'S FISCAL YEAR FROM A CALENDAR-BASED FISCAL YEAR TO A JULY-THROUGH-JUNE FISCAL YEAR IN 2025. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION'S GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART XII, LINE 2C: | THE PROCESS HAS NOT CHANGED FROM PRIOR YEAR. |
| FORM 990, PAGE 2, PART III, LINE 4A: | OVERVIEW AS THE LARGEST PROVIDER OF FREE CIVIL LEGAL SERVICES IN MARYLAND, LEGAL AID BUREAU, INC. (DBA MARYLAND LEGAL AID/MLA) PROVIDED LEGAL ASSISTANCE TO MORE THAN 29,000 LOW-INCOME AND VULNERABLE MARYLANDERS IN 2023. FROM ITS 12 OFFICES AROUND THE STATE AND THROUGH ITS MANY COMMUNITY-BASED CLINICS, MARYLAND LEGAL AID HELPED ITS CLIENTS PRESERVE AND ACCESS SAFE AND AFFORDABLE HOUSING; MAINTAIN CUSTODY OF THEIR CHILDREN AND BE SAFE FROM DOMESTIC VIOLENCE; AND INCREASE THEIR ECONOMIC SECURITY BY DEFENDING AGAINST CONSUMER DEBT INCLUDING FORECLOSURES AND TAX SALES, REMOVING BARRIERS TO EMPLOYMENT AND ACCESSING CRITICAL INCOME SUPPORTS SUCH AS UNEMPLOYMENT, FOOD STAMPS AND OTHER VITAL PUBLIC BENEFITS. OUR ADVOCATES ALSO REPRESENTED VULNERABLE MARYLANDERS INCLUDING SENIORS, NURSING HOME RESIDENTS, CHILDREN IN ALLEGED ABUSE AND NEGLECT CASES, MIGRANT FARMWORKERS AND THOSE IN MENTAL HEALTH INSTITUTIONS. MLA ASSISTS ITS CLIENTS IN RESOLVING THEIR MOST FUNDAMENTAL LEGAL PROBLEMS TO BRING GREATER STABILITY AND POSSIBILITIES TO THEIR LIVES. WHILE MOST CLIENTS UNDERSTAND THEY HAVE A CRISIS OR A PROBLEM, THEY OFTEN DO NOT KNOW THEY HAVE A LEGAL PROBLEM. THEY RELY ON MLA'S LEGAL STAFF TO DETERMINE WHAT THEIR LEGAL PROBLEMS ARE AND HOW THEY CAN BE RESOLVED. MLA'S ADVOCATES TAKE GREAT CARE TO ASSIST PEOPLE IN NEED WITH RESPECT WHETHER THEY FIND US ONLINE, VIA TELEPHONE OR WALK IN TO OUR OFFICES OR CLINICS. |
| FORM 990, PAGE 2, PART III, LINE 4A: | LEGAL AND ADVOCACY HIGHLIGHTS: MLA IS FOCUSED ON DEEPENING THE IMPACT OF OUR WORK IN OUR INDIVIDUAL CLIENT REPRESENTATION AND ON THE SYSTEMS IN WHICH OUR CLIENTS OPERATE TO MAKE THEM MORE EQUITABLE, FAIR AND JUST. IN 2023, MARYLAND LEGAL AID LAUNCHED THE TENANT RIGHT TO COUNSEL PROJECT (TRCP) AS PART OF THE STATEWIDE IMPLEMENTATION OF THE MARYLAND ACCESS TO COUNSEL IN EVICTIONS ("ACE") PROGRAM. ONLY ONE OF THREE STATES TO PROVIDE A RIGHT TO COUNSEL FOR LOW-INCOME MARYLANDERS FACING EVICTION, THE PROGRAM HAS TREMENDOUS POTENTIAL TO MAKE A REAL DIFFERENCE FOR TENANTS AND, IN THIS EARLY PHASE OF IMPLEMENTATION, IT ALREADY HAS. WE HAVE EXPANDED OUR CAPACITY, RESULTING IN MORE THAN 50 PARALEGALS AND ATTORNEYS SPENDING 22,700 HOURS TO PROVIDE VITAL LEGAL REPRESENTATION TO MARYLAND TENANTS UNDER THREAT OF EVICTION. TO REACH MARYLANDERS WHO QUALIFY FOR REPRESENTATION BUT MAY NOT KNOW THAT THEY HAVE A RIGHT TO COUNSEL, THE ACE PROGRAM INCLUDES "SAME-DAY REPRESENTATION" IN RENT COURT. MARYLAND LEGAL AID AS THE ONLY STATEWIDE LEGAL SERVICES PROVIDER IS PART OF THESE EFFORTS IN EVERY JURISDICTION THAT HAS ESTABLISHED DAY-OF-COURT ASSISTANCE TO TENANTS, INCLUDING IN BALTIMORE CITY, WASHINGTON COUNTY, CARROLL COUNTY, CHARLES COUNTY, MONTGOMERY COUNTY AND FREDERICK COUNTY. MARYLAND LEGAL AID'S STAFF AND ITS EQUAL JUSTICE WORKS HOUSING JUSTICE FELLOWS HAVE BEEN ENGAGED IN COMMUNITY-BASED OUTREACH EFFORTS AS WELL TO INFORM TENANTS ABOUT THEIR RIGHTS AND THE LEGAL REPRESENTATION AVAILABLE BY LAW. HEAVILY INVOLVED IN THIS OUTREACH WORK. IN THIS EARLY STAGE OF THE PROGRAM, THE TENANT RIGHT TO COUNSEL PROJECT HAS MADE A MEANINGFUL DIFFERENCE. OUR REPRESENTATION HAS PREVENTED AN EVICTION OR SUBSIDY TERMINATION IN 39% OF CLOSED CASES AND DELAYED AN EVICTION IN 30% OF CASES., THEREBY HELPING CLIENTS AVOID SUDDEN DISPLACEMENT. IN MANY OTHER CASES, CLIENTS WERE ABLE TO HAVE CRITICAL REPAIRS DONE, AVOIDED UNFAIR CHARGES, OR OBTAINED OTHER BENEFITS SUCH AS A REASONABLE ACCOMMODATION. MARYLAND'S RIGHT TO COUNSEL LAW ENSURES THAT INCOME-ELIGIBLE RENTERS SHALL HAVE ACCESS TO FREE LEGAL REPRESENTATION WHEN FACED WITH EVICTION. MLA IS PLEASED TO PLAY A PART IN OUR STATE'S TRANSFORMATIONAL EFFORT TO PREVENT EVICTION, ENSURE SAFE HOUSING AND PROMOTE GREATER HOUSING STABILITY. IN OTHER HOUSING WORK, WE CONTINUE TO REPRESENT CLIENTS TO ENSURE THEY HAVE SAFE, HEALTHY AND STABLE HOUSING. FOR EXAMPLE, WE RECENTLY ASSISTED A BALTIMORE CITY SENIOR HOMEOWNER IN A GROUND RENT CASE. MLA WORKED THROUGH MANY ISSUES TO ASSIST HER IN REDEEMING THE GROUND RENT AND COLLABORATED WITH MVLS TO UNTANGLE THE TITLE. MLA STAFF HELPED THE CLIENT SECURE A GRANT FROM THE NONPROFIT S.O.S. TO PAY HER GROUND RENT. THIS COLLABORATIVE, HOLISTIC ADVOCACY MADE IT POSSIBLE FOR THIS CLIENT TO REMAIN IN HER HOME AND BUILD GENERATIONAL WEALTH FOR HER SON. ON THE EASTERN SHORE, MARYLAND LEGAL AID ACTED WHEN RESIDENTS OF A LOW-INCOME HOUSING TAX CREDIT (LIHTC) PROPERTY WERE THREATENED WITH EVICTION AFTER THE PROPERTY WAS TRANSFERRED TO A NEW OWNER. MLA'S ADVOCATES WON A JURY TRIAL AGAINST THE NEW OWNER FOR FAILING TO COMPLY WITH DUE PROCESS REQUIREMENTS AND AGREEMENTS GOVERNING THE LIHTC PROPERTIES. IN ADDITION TO A SIZEABLE JURY AWARD OF $75,000 IN THIS CASE, THE OWNER WAS UNABLE TO SUMMARILY EJECT THE RESIDENTS FROM THE PROPERTY. |
| FORM 990, PAGE 2, PART III, LINE 4A: | FAMILY LAW: MARYLAND LEGAL AID CONTINUED ITS PARTNERSHIP WITH DOMESTIC VIOLENCE PROVIDERS OFFERING VITAL LEGAL ASSISTANCE TO PEOPLE WHO ARE VICTIMS OF INTIMATE PARTNER ABUSE. THROUGH THIS PARTNERSHIP, MARYLAND LEGAL AID REPRESENTS THESE CLIENTS IN OBTAINING PROTECTIVE ORDERS AND ASSIST THEM IN FILING FOR DIVORCE AND CUSTODY OF CHILDREN IF NECESSARY AS WELL AS OBTAINING THE RESOURCES THEY NEED TO RESTART THEIR LIVES AND LIVE FREELY WITHOUT ABUSE. MLA IS ALSO EMBARKING ON A NEW PARTNERSHIP WITH THE COLLABORATIVE JUSTICE LAW CENTER AND THE CIRCUIT COURT OF PRINCE GEORGE'S COUNTY. THROUGH THIS PARTNERSHIP, CHILD CUSTODY CASES IN WHICH BOTH PARENTS ARE UNREPRESENTED WILL BE REFERRED TO THE EXPEDITED COLLABORATIVE LAW PILOT PROJECT UPON FILING. THIS PROJECT PROVIDES AN ALTERNATIVE, NON-ADVERSARIAL APPROACH TO RESOLVING CHILD CUSTODY DISPUTES. THOUGH NOT APPROPRIATE IN ALL CASES, COLLABORATIVE LAW ALLOWS PARENTS TO RESOLVE THEIR ISSUES IN A LESS ADVERSARIAL WAY WHICH CAN HELP MAINTAIN A WELL-FUNCTIONING CO-PARENTING RELATIONSHIP FOR THE FUTURE. IF THE PARTIES REACH AN AGREEMENT DURING THE COLLABORATIVE LAW SESSION, THAT AGREEMENT IS MEMORIALIZED IN A CONSENT ORDER ENTERED BY THE COURT. ADMINISTRATIVE LAW: MARYLAND LEGAL AID WORKED TO ENSURE THAT MARYLANDERS WITH LOW INCOMES COULD ACCESS HEALTHCARE. THE MARYLAND DEPARTMENT OF HUMAN SERVICES, WITHOUT CONSULTATION, LISTED MARYLAND LEGAL AID'S CONTACT INFORMATION ON 1.7 MILLION LETTERS TO MEDICAID RECIPIENTS WHO WERE ADDED TO MEDICAID ROLLS DURING THE PANDEMIC AND WERE THEN FORCED TO FILE FOR A REDETERMINATION OF ELIGIBILITY OR LOSE THEIR HEALTHCARE BENEFITS. MLA MOUNTED A MASSIVE SOCIAL MEDIA CAMPAIGN INCLUDING "MEDICAID MONDAYS," AN ONGOING SERIES OF MESSAGES DESIGNED TO ALERT PEOPLE ABOUT THE NEED FOR REDETERMINATION AND TO INFORM THEM ABOUT THE AVAILABILITY OF LEGAL ASSISTANCE SHOULD THEY BE WRONGLY DENIED COVERAGE. MLA ALSO SENT OUT POSTCARDS INFORMING AFFECTED PEOPLE ABOUT THE SITUATION. MLA WAS INCLUDED IN THE GOVERNOR'S TASK FORCE ON THE PREVENTION OF ELDER ABUSE TO STUDY LAWS, POLICIES AND PRACTICES RELATED TO ELDER ABUSE AND CRIMES COMMITTED AGAINST OLDER ADULTS, ESPECIALLY VULNERABLE, LOW-INCOME SENIORS. CONNI BRIGHT GORDON, MLA'S ADVOCACY DIRECTOR FOR ADMINISTRATIVE LAW, SITS ON THE TASK FORCE WHICH WILL PRODUCE A REPORT TO IDENTIFY GAPS IN MARYLAND'S ELDER ABUSE LAWS. |
| FORM 990, PAGE 2, PART III, LINE 4A: | ADMINISTRATIVE LAW (CONTINUED): OUR LAWYERS CONTINUED THEIR ADVOCACY TO FIX MARYLAND'S BROKEN UNEMPLOYMENT INSURANCE SYSTEM WHICH HAS CAUSED OUR CLIENTS FRUSTRATION AND HARM. MLA HAS BEEN EFFECTIVE IN GETTING CASES HEARD AND RESOLVED WHILE ALSO ARGUING FOR SYSTEMIC FIXES. WE WORK ON BEHALF OF INDIVIDUALS WITH DISABILITIES. IN ONE CASE, WE ASSISTED AN 11-YEAR-OLD BOY WHOSE SOCIAL SECURITY DISABILITY BENEFITS AND MEDICARE COVERAGE WERE INADVERTENTLY TERMINATED. OUR REPRESENTATION RESULTED IN A LIFE-CHANGING DECISION FOR THE CLIENT REINSTATING HIS BENEFITS AND PROVIDING A RETROACTIVE AWARD OF $23,000. IMPACT LITIGATION: MLA FILED THREE CASES WITH POTENTIAL WIDE-RANGING IMPACT ON THE CLIENTS WE SERVE. IN BALTIMORE CITY, WE FILED SUIT ON BEHALF OF SENIOR CITIZENS MANY OF WHOM HAVE DISABILITIES, LIVING IN UNLICENSED PROPERTIES WITH NUMEROUS HOUSING CODE VIOLATIONS. WE FILED AN AMICUS BRIEF IN THE MARYLAND SUPREME COURT IN THE WESTMINSTER MANAGEMENT, LLC V. TANAE SMITH CASE WHICH WILL DETERMINE THE DEFINITION OF "RENT" IN MARYLAND. LASTLY, MLA JOINED THE TEXAS ADVOCACY PROJECT IN FILING AN AMICUS BRIEF AT THE US SUPREME COURT IN US V. RAHIMI TO ENSURE THE SAFETY OF DOMESTIC VIOLENCE SURVIVORS THROUGH APPROPRIATE FIREARM REGULATIONS. |
| FORM 990, PAGE 2, PART III, LINE 4A: | ASSESSING SERVICES: DURING 2023, MLA FULLY IMPLEMENTED CENTRALIZED INTAKE BRINGING ALL OFFICES AROUND THE STATE ON TO A NEW CLOUD-BASED TELEPHONE SYSTEM. WE HAVE CUSTOMIZED IT TO STREAMLINE THE INTAKE CALL PROCESSES AND WILL MONITOR DATA TO CONTINUE TO IMPROVE THE CLIENT EXPERIENCE. MLA HAS RAISED AWARENESS ABOUT THE WIDE VARIETY OF SERVICES THAT MLA PROVIDES TO THE PUBLIC BY CREATING AND LAUNCHING SUCCESSFUL DIGITAL AND MARKETING INITIATIVES. WE REACHED A MILESTONE OF 1,000 FOLLOWERS ON INSTAGRAM. MLA INCREASED ITS MEDIA PRESENCE INCLUDING PLACEMENTS ON NPR, WALL STREET JOURNAL AND LAW360. WE HAVE CREATED CAMPAIGNS TO EDUCATE THE PUBLIC ABOUT MEDICATED RE-ENROLLMENT, EVICTION AND FORECLOSURE PREVENTION AND EXPUNGEMENTS. TO REACH LIMITED ENGLISH PROFICIENCY (LEP) CLIENTS MORE EFFECTIVELY, WE HAVE IDENTIFIED MATERIALS FOR TRANSLATION AND CREATED A PROGRAM WHEREBY MULTILINGUAL STAFF CAN TEST FOR PROFICIENCY AND RECEIVE A STIPEND TO ACT AS A LANGUAGE RESOURCE TO CLIENTS. TO DATE, 29 EMPLOYEES HAVE TESTED PROFICIENT IN MULTIPLE LANGUAGES AT MLA. PLANNING FOR MLA'S FUTURE: MLA MADE SIGNIFICANT PROGRESS IN OUR STRATEGIC PLANNING PROCESS. THE INCLUSIVE PROCESS, INVOLVING MORE THAN A HUNDRED STAFF IN TWELVE STAFF-LED WORKGROUPS, CULMINATED IN AN ALL STAFF AND BOARD RETREAT IN OCTOBER, THANKS TO THE SUPPORT OF A GENEROUS ONE-TIME GRANT. THE STRATEGIC PLAN, THAT WILL LAY OUT MLA'S STRATEGIC DIRECTION AND UPDATE OUR MISSION, VISION AND CORE VALUES, IS SET TO BE FINALIZED AND APPROVED BY THE BOARD OF DIRECTORS IN SPRING 2024. |
| FORM 990, PAGE 2, PART III, LINE 4A: | BECOMING A DATA-DRIVEN ORGANIZATION MLA HAS AUGMENTED ITS OPERATIONAL INFRASTRUCTURE TO SUPPORT MLA'S PIVOT TO DEEPER DATA-DRIVEN DECISION MAKING. TO SUPPORT THIS TRANSITION, MLA HAS HIRED SOME KEY STAFF POSITIONS, EXAMINED CURRENT PRACTICES AND IS MOVING TOWARD A BEST PRACTICES APPROACH TO HOW WE COLLECT AND USE DATA. WE ARE REVIEWING DATA COLLECTION AND ANALYSIS PROCESSES, BEGINNING TO CRAFT A DATA DICTIONARY TO ASSURE DATA INTEGRITY, EXAMINING THE USE OF AI, AND IDENTIFYING IMPROVEMENTS. THERE WILL BE TRAINING FOR ALL STAFF SURROUNDING DATA COLLECTION AND ANALYSIS. USE OF DATA IS KEY NOT ONLY FOR OUR FUNDERS, BUT TO INFORM OUR WORK, UNDERSTAND OUR IMPACT AND ADJUST OUR SERVICES AS NEEDED. CREATING A POSITIVE WORK CLIMATE WITH A NEW LEADERSHIP TEAM, MLA IS COMMITTED TO BUILDING A SUPPORTIVE CULTURE TO ATTRACT AND RETAIN OUR VALUED STAFF. KEY TO THAT REBUILDING IS THE RELATIONSHIP BETWEEN LEADERSHIP AND STAFF PREDICATED ON TRANSPARENCY, INCLUSION AND STAFF INVESTMENT. SOME EXAMPLES OF HOW MLA IS BUILDING A CULTURE OF INCLUSION AND TRANSPARENCY INCLUDE: 1) INVITING ALL STAFF TO PARTICIPATE IN STRATEGIC PLANNING; 2) HOLDING MONTHLY ALL-STAFF MEETINGS ATTENDED BY 200+ STAFF AND SENDING A MONTHLY STAFF NEWSLETTER; 3) ESTABLISHING A COLLABORATIVE UNION/MANAGEMENT RELATIONSHIP; 4) IMPLEMENTING A SPACE ALLOCATION RUBRIC TO ASSIGN WORKSPACE EQUITABLY IN OUR HYBRID WORKPLACES; 5) ROLLING OUT A NEWLY REVISED EMPLOYEE HANDBOOK; AND 6) CONDUCTING A COMPENSATION EQUITY STUDY. MLA HAS ALSO INVESTED IN ITS STAFF. WITH A COMPLETED COMPENSATION EQUITY STUDY THAT FOUND OUR SALARIES, AND PARTICULARLY LEGAL STAFF SALARIES, WERE BELOW MARKET, WE PRIORITIZED SALARY INCREASES THAT BROUGHT ALL STAFF TO MINIMUM MARKET LEVELS. THAT STUDY, ALONG WITH MLSC'S PAY EQUITY GUIDELINES, INFORMED OUR APPROACH TO CBA NEGOTIATIONS AND THE COMPENSATION APPROACH IN 2024. MLA NOW HAS A DEDICATED TRAINING DEPARTMENT TO ENSURE HIGH-LEVEL SERVICES TO CLIENTS AND BECOME MORE EFFICIENT AND EFFECTIVE AS AN ORGANIZATION. ALL STAFF COMPLETED A SUITE OF ONLINE MANDATORY TRAINING RELATED TO DATA PRIVACY, WORKPLACE HARASSMENT, UNCONSCIOUS BIAS AND ACTIVE SHOOTER PREPAREDNESS IN 2023. THE TRAINING DEPARTMENT HAS PROVIDED A RANGE OF SUBSTANTIVE LEGAL TRAININGS INCLUDING A DAY-LONG SUMMIT ON THE ACE PROGRAM, A TWO-PART, MULTI-DAY INTENSIVE TRIAL ADVOCACY TRAINING FOR NEW LAWYERS AND IT COLLABORATED WITH OTHER LEGAL SERVICES PROGRAMS AND THE MANAGEMENT INFORMATION EXCHANGE TO HOLD A REGIONAL SUPERVISORY TRAINING FOR MORE THAN A DOZEN MLA LEGAL SUPERVISORS. |
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