Technology Planning Task Force Final Recommendations California Judicial Branch August 21, 2014
Request for Action The Judicial Council Technology Committee recommends that the council, effective September 1, 2014: Adopt the Technology Governance and Funding Model; 1. Adopt the Strategic Plan for Technology; 2. Adopt the Tactical Plan for Technology; and 3. Direct Judicial Council staff to prepare any amendments 4. to rules 10.16 and 10.53(a) and (b) of the California Rules of Court that may be necessary to implement the model and plans and to present these for council action at a future date. Page 2
Background Upon the cancellation of CCMS in March 2012, the Judicial Council asked the Technology Committee to work with the trial courts on technology initiatives. The collaboration started with the Judicial Branch Technology Initiatives Working Group and the workstream efforts. The Legislative and Executive branches have communicated the need to create a strategic plan for technology to support long-term funding to meet judicial branch technology needs. The workstreams presented their work at a Judicial Branch Technology Summit In October 2012. Following the summit, the Chief Justice authorized the creation of the Technology Planning Task Force Page 3
Taskforce Objectives Authorized by the Chief Justice in February 2013 to address judicial branch technology governance and strategy. Objective Results Propose a strategic plan, Technology Governance and Funding Model tactical plan, and funding model Four-year Strategic Plan for Technology for managing technology. Two-year Tactical Plan for Technology Identify and promote Budget Change Proposal on Foundation for opportunities for court Digital Courts – Phase One (Case collaboration and consortia. Management System Replacement and Expansion of LAN/WAN Telecommunications program). Supports Access 3D: Physical, Remote, and Equal Access Page 4
Milestones Action Month Taskforce launch. Feb 2013 Regional meetings to present proposals, get Nov 2013 feedback and input. Provide process update to Judicial Council. Dec 2013 Present updated proposals to Judicial Council. Jan 2014 20-day internal branch comment period. Apr 2014 60-day public comment period. Jun 2014 Seek Judicial Council approval for final Aug 2014 documents. Page 5
Inclusive and Transparent Process Taskforce Formation Governance FEB Strategic Plan 2013 Funding 20 Superior Courts 14 task force 3 Courts of Appeal 27 participants members 3 tracks Judicial Council staff Regional Meetings Internal Comment Public Comment 20-days 60-days NOV JUN APR 2013 2014 2014 Sacramento San Francisco 32 44 Comments 50 Pages San 11 Superior Courts 40 Bernardino 13 respondents 2 Courts of Appeal 1 working group (language access) 40 Page 6
Public Comments Summary Generally supportive of the recommendations. Several suggestions emphasizing that technology should not create barriers to access, especially for indigent clients, people with disabilities, and those who need language assistance. Language added to documents addressing this comment. Multiple requests to participate in the review and input process for new technology initiatives. Input can be provided through public open meetings and through liaisons that participate in advisory committees. Two commentators recognized that the successful implementation of the recommendations, strategic plan and tactical plan depend upon proper funding for judicial branch technology. Page 7
Overview of Proposed Recommendations Page 8
Strategic Planning Business Goals Guiding Documents Goals for Branch Strategic Plan Branch Technology Strategic Goals for Plan Technology 2014-2018 Technology Tactical Technology Plan Initiatives 2014-2016 Page 9
Proposed Initiative Categories Branchwide Programs and Solutions Branchwide Standards and Guidelines Consortium Programs and Solutions Defined, Local Extensions managed, and maintained at Established at Multi-court the branch the branch Local Locally managed consortium level. level. and developed Programs and based on collaboration. Mandatory Mandatory branchwide Locally managed participation. compliance of solutions. Optional and developed. standards if participation. court decides to participate. Page 10
Working as an IT Community Workstreams approach. Judicial Council Tightly scoped projects that deliver Technology Committee specific results in a short time frame. IT Advisory Business driven with participation Committee from courts and Judicial Council staff. Supreme Courts of Court Appeal Leverage the knowledge and expertise within the branch. Judicial Superior Solicit participation to represent key Council Staff Courts stakeholders. Page 11
Evolve CTAC to ITAC Current Structure Recommended Structure Court Technology Advisory Information Technology Advisory Committee Committee 60% Judicial officers Increase technology subject matter expertise and strengthen 15% Court executive officers executive sponsorship Membership 10% Chief information officers capabilities. 15% External members 1. Rules and legislative 1. Technology projects proposals Responsibilities 2. Rules and legislative proposals 2. Technology projects Selected by committee Determined by branch strategic Project Source members. plan and tactical plan as approved by the Judicial Council. Primarily from Judicial Council IT community—appellate courts, Project Staffing staff trial courts, and Judicial Council staff. Page 12
CTAC to ITAC ITAC sponsors technology initiatives that require branch resources or funding. ITAC members act as executive sponsors. Initiatives can be managed through a workstream approach, traditional approach, or hybrid. Executive sponsor is responsible for identifying program/project manager and assembling a team of experts to serve as staff on the initiative. Team members would be identified from throughout the judicial branch, including appellate courts, trial courts, and Judicial Council staff. Page 13
Proposed Goals • Improve access, administer timely, • Encourage technology innovation, efficient justice, gain case collaborative court initiatives, and processing efficiencies and professional development, to improve public safety through maximize the use of personnel electronic services for public resources, technology assets, and interaction and collaboration with leveraged procurement. E.g. justice partners. E.g. CMS, DMS, technical communities, contracts. Promote Optimize e-filing, online services. the Digital Branch Court Resources Promote Optimize Rule and Infrastruc- Legislative ture • Leverage and support a reliable • Drive modernization of statutes, Changes secure technology infrastructure. rules and procedures to Ensure continual investment in facilitate use of technology in existing infrastructure and court operations and delivery of exploration of consolidated and court services. E.g. e-filing, shared computing where privacy, digital signatures. appropriate. E.g. network, disaster recovery. Page 14
2014-2016 Focus Areas Goal 1: Promote the Digital Court Supporting IT Strategic Goal Business Objective Initiatives 1.1.1. Establish a digital court 1.1.2. Divest of local government infrastructure • CMS assessment • DMS expansion 1.1.3. Provide shared technology infrastructure for courts without local resources • Jury management 1.1.4. Enable extended access, data sharing, collaboration • CMS data exchanges 1.2.1. Provide secure remote access to court information Promote the and services • Courthouse video Digital Court • CCPOR • Portal for self-rep litigants • EFSP 1.2.2. Increase operational efficiencies • E-filing deployment • Innovative services • Application sharing 1.2.3. Enhance public safety • CCPOR 1.2.4. Establish data exchanges with state and local • CMS data exchanges partners Page 15
2014-2016 Focus Areas Goal 2: Optimize Branch Resources Supporting IT Strategic Goal Business Objective Initiatives • Establish master 2.1. Form groups and consortia to leverage procurements agreements 2.2. Develop workforce to deliver the full potential of IT 2.3. Maximize the value through innovative technology Optimize Branch 2.4. Maximize the return on investment Resources 2.5. Integrate strategic priorities into professional education 2.6. Promote continual improvement 2.7. Identify and implement technology best practices Page 16
2014-2016 Focus Areas Goal 3: Optimize Infrastructure Supporting IT Strategic Goal Business Objective Initiatives • Expand LAN/WAN • Next generation hosting 3.1. Ensure secure and reliable data network • Security policy framework • Disaster recovery framework 3.2. Provide a consistent level of infrastructure security • Security policy framework Optimize Infrastructure 3.3. Determine efficiency of converged voice and data 3.4. Develop a next-generation data center hosting model • Next generation hosting • Next generation hosting 3.5. Ensure that critical systems and infrastructure can be • Disaster recovery recovered framework Page 17
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