dCoroners

Office

Courts

Police

CrownCorrections

FireMarshall

TransformingPublic Safety

and Justice forthe good of all

Ontarians

Implement

Iterate

IntegrateOntario’s IJP Project Ontario’s IJP Project

October 2002October 2002

Derek R. FreemanDerek R. Freeman

Breaking NewsBreaking News

“Ontario plan to modernize justice system scrapped”– Toronto Star, October 9, 2002

“It’s time to go our separate ways”, says the Attorney General at the end of the partnership of private consortium members and the three Ontario Justice sector Ministries (“IJP”)

WHY did the grand vision beginWHY did the grand vision begin

Bernardo– Grim details of a heinous couple– “The different police forces might as well have been operating in

different countries” - Justice Archie G. Campbell, 1996

Like Australia’s R v. X, X1 et al. as reported in August, 2002 and of legend like England’s Sutcliffe (the “Yorkshire Ripper”)

HOW to fix itHOW to fix it

“2001: SUPECT IN BEDROOM RAPE HEADS TO COURT IN POLICE VAN” – “Bedroom Rapist” case

– Computer (PowerCase) gets credit for arrest– Patterns and profiling of data– Software was able to connect vague tips

IJP’s Planned Scope IJP’s Planned Scope

all courts administered by MAG courtrooms and court offices the private bar the judiciary

OPTIC police services OPP municipal police services in OPTIC

all Crown Attorney offices and services (includes Victim/Witness Assistance Program)

Correctional Services institutions probation and parole Ontario Parole and Earned Release Board

integration of the above services and systems integration with other municipal police services

Why was the IJP initiated?Why was the IJP initiated?

justice system in Ontario is labour intensive, paper driven and fragmented into separate information silos. It is characterized by:

1. duplication

2. delays in information transmittal

3. information that is difficult to access

4. scheduling and case management bottlenecks

1. a number of recent judicial inquests recommended that better information sharing among justice sectors could save lives

2. “Civil Justice Review” reports of 1995/96 made 124 recommendations to streamline and improve the civil justice system

3. growing public pressure for improved services

What does a typical year look like?What does a typical year look like?

1997/98 justice statistics:– 400,000 criminal code charges received by Ontario courts– 1.5 million provincial charges laid, many under Highway

Traffic Act– 12,000 civil matters added to the trial list– 190,000 civil and family proceedings commenced

all managed in separate, paper-based systems

convert manual systems to electronic systems to reduce multiple entries, speed processes, improve information quality, and reduce long-term costs

1. replace existing electronic systems with new technology

2. provide electronic information exchanges across justice data systems

3. provide the public and the legal community with faster, easier and secure access to electronic court processes

4. provide authorized justice personnel with “e-query” function to improve information sharing across justice community

5. respond to public demand for safer communities

6. improve support to victims and witnesses

What was Integrated Justice to do?What was Integrated Justice to do?

Vision Statement for Courts ProjectVision Statement for Courts Project

To enhance the administration of justice and service to the public by providing more accessible, efficient and affordable, effective and secure court administration and courtroom support services through:

the introduction of integrated solutions for all aspects of the justice system

the effective management of cases through all stages of court

the introduction of creative business solutions for all aspects of courts

the capability for anytime, anywhere, access to authorized information

the provision of an environment that fully supports electronic case files and case flow management

the recording and production of, and access to the court record in digital form

the creation of a court environment which supports the efficient filing, distribution and use of information

the optimization of all stakeholders’ resources

Guiding Principles of the Courts Vision Guiding Principles of the Courts Vision Accessible use and cost of technology cannot

be a barrier to access to justice business solutions should have a

‘common look and feel’ multiple means and methods of

access must be available chosen technology and applications

must be supportable to agreed upon service levels

Efficient and affordable a high degree of integration among

all justice agencies is a critical factor information already in electronic form

will be re-used for court purposes wherever possible

Effective technology must be used to enhance

but not limit the independence of the administration of justice

chosen solutions should anticipate but not define the future, recognizing that the law and the courts are dynamic environments

development of business processes and technology solutions must be driven by the principles of justice

plans must include meeting the needs of the public, people and organizations affected by change

Security security and confidentiality, either

perceived or real, cannot be compromised

5.BusinessProcess

Redesign

Phase V Implementation

3.Target &

Focus

M

ManagementCheckpoint

M

1.Strategic

Development

MManagementCheckpoint

andApproval to

Proceed

ManagementCheckpoint

8.Technology

Redesign

7.Organization

Redesign10.

RFP Process

11.Vendor

Selection &Negotiation

6. Rapid Return Actions & Early Wins

4. Project Management, Integration & Architecture Planning

2. Communication and Change Management

Phase I Planning

Phase IIBPR & Integrated

Business Case

Phase III RFP Process &

Vendor Selection

13. Master Implementation

Plan

14.Implementation

and Roll-out

15.Continuous

Improvement

9.Integration &Gap Analysis

Phase IV Detailed Design

12.Detailed

Systems and Process

Design and On-site Testing

M

ManagementCheckpoint

We are hereBusiness Process Review (BPR) [1999]

Courts “As Is” ProcessesCourts “As Is” Processes

Document Intake& Filing

Document Processing

Receivingand Updating of Documents in Court andRecording ofProceedings

Production andDelivery of Documents for Release/Enforcement

Archiving

Production of Transcripts

Doc

umen

t M

anag

emen

tS

ched

ulin

gM

anag

emen

t In

form

atio

n S

yste

ms

Data CollectionCompile Data for Various Regions / Time Periods

Reports placed in Repository and Distribute Automatically / On Need Basis

Data Used for Planning / Budgeting /Statistics

Selecting a Jury Panel

Fin

anci

al

Man

agem

ent

Assemblingand

OrganizingDocumentsfor Court

Provincial Division Scheduling

Criminal Courts Financial Management

Civil & Small Claims Courts Financial Management

Admin Services Financial Management

General Division Scheduling

CT1 CT2

CT3

CT4 CT5

CT6 CT7

CT8

CT11

CT13

CT14CT15

CT16 CT17

CT9

CT10

CT12

MultipleCase

InitiationPoints

e.g. Info Center,Kiosk,

InternetElectronic Case Flow ManagementSystem with integrated scheduling

and financial management processes

ElectronicDocument orDisbursement

Electronic courtroom supportincluding document view and

production capabilities and digital recording of record

Potential FuturePotential Future

IJP ApplicationsIJP Applications

Non-OPTICPolice

CISM*• Web Portal• E-filing• Message handling• Security• Document rendering

*CommonInfrastructureSystemsManagement

Non-OPTICPolice

ExternalAgencies

(RCMP, MTO, etc.)

Lawyers[Practice

ManagementSoftware]

OPTICPolice

Records Management

System (RMS)

CrownCase

Management

Courts Case

Management

CommonInquiry System

CorrectionsCase

Management(OTIS)

DigitalAudio

Recording

Custom Software Third-Party Software

OPTICPolice

Computer Aided Dispatching

(CAD)

XML DataExchanges

Direct DataTransfer

Our ProgressOur Progress

ministries began planning

RFP for private-sector partner

contract signed documented current

and developed new business processes

released RFPs for electronic systems

1995/1998Plan Project and

Define requirements

1999 - 2002Development and Design

phased implementation process began in late 2000 and continues

2000 / Phased

Implementation select technology customize software policy issues test and develop

new systems organization design

We are here

Key initiativesKey initiatives Courts

electronic filing (e-file) digital audio court recording electronic case management

1. Crown1. electronic Crown Brief exchange

2. Crown case management

2. Police1. computer-aided dispatch

2. electronic records management system

3. Corrections1. institutions case management

2. probation and parole case management

4. Common information services management (CISM)

5. Common Query System

Integration – Common Query SystemIntegration – Common Query System

foundation for integration between police, Crowns, courts, and corrections

improved facility to identify a person ability to link a person to all involvements access to involvement details from all integrated applications supporting security

Technical architectureTechnical architecture

use of industry standard and open system products; e.g., Java, C++

portability across programs; e.g., Unix, NT standards developed for both process exchanges and

information exchanges extensive code developed in-house and provided to vendors

for their use in product development standardized tools and test products provided to vendors to

support compatibility integration layer allows integration sharing in a secure

environment

IJP ApplicationsIJP Applications

Non-OPTICPolice

CISM*• Web Portal• E-filing• Message handling• Security• Document rendering

*CommonInfrastructureSystemsManagement

Non-OPTICPolice

ExternalAgencies

(RCMP, MTO, etc.)

Lawyers[Practice

ManagementSoftware]

OPTICPolice

Records Management

System (RMS)

CrownCase

Management

Courts Case

Management

CommonInquiry System

CorrectionsCase

Management(OTIS)

DigitalAudio

Recording

Custom Software Third-Party Software

OPTICPolice

Computer Aided Dispatching

(CAD)

XML DataExchanges

Direct DataTransfer

Actual Software utilizedActual Software utilized

Thanks to Jim Hughes of EDS there is a detailed list of the software products

Please see attachment,

Integrated Justice computing environment1.doc

Courts Project - AimsCourts Project - Aims

Focused on the court-related elements of the IJ initiative Will include courtroom support, criminal, civil and family case

management Will allow courts, courts administration and lawyers to get the greatest

use and value from electronic information

Three principal components: Electronic filing of court documents (E-file) Digital Audio Recording of court proceedings (DAR) Electronic court case management

Crown ProjectCrown Project

Aims Will streamline Crown processes and create an electronic system for:

– scheduling resources– recording information– exchanging information with the police and courts – reduces time and effort spent capturing information.

Current status Rigorous testing of the application is being done in London and Toronto Training and implementation strategies are being completed Progress is being made with police representatives towards the

exchange of an electronic Crown brief between police and the Crown.

Courts Project - StatusCourts Project - Status

Digital Audio Recording (DAR): Testing system extensively, making modifications as required Field-testing of DAR is set to occur in a simulated court environment,

recording mock proceedings in an Ontario courthouse Planning is underway to implementation DAR in the Ontario Court of Appeal

Electronic Filing of court documents (E-File) Currently being field-tested by users in selected locations in both French and

English Once the application has proven itself, we will gradually phase E-File in

across the province.

Court Case Management System (CCMS): Currently engaged in an evaluation of alternatives to expedite the

development and implementation of this crucial system.

Police ProjectPolice Project

Aims Records Management System (RMS) organizes the recording and

management of details regarding criminal occurrences. Computer-aided Dispatch (CAD) assists in the management of police

emergency calls, using digital maps to display the location of calls. Better information is captured to aid investigations. Systems provide improved, more efficient ways of sharing information

across police services and the justice system.

Current Status Implementation of CAD and RMS began in September 2000. The new, integrated CAD and RMS have been deployed across the

Ontario Provincial Police (OPP). CAD and RMS have been installed in eighteen Ontario Police

Technology and Information Co-operative (OPTIC) municipal police services, with the remaining 21 scheduled for implementation.

Corrections ProjectCorrections Project

Aims1. More effective management of cases and programs

2. Provide corrections staff with a single, comprehensive file following offenders from their entry into an institution or start of probation or parole until the conclusion of their sentence or period of supervision.

3. Electronic sharing of information with other justice partners, e.g. courts, police

Current Status1. On August 10, 2001, the Offender Tracking Information System (OTIS)

went live across the province, and is being used on a 7x24 basis by staff in 45 institutions, 40 area offices and 94 satellite offices.

2. Over 2,600 end users trained.

Privacy and securityPrivacy and security

ensure systems allow connectivity but remain separate

access to information is restricted to those who are authorized, sign-on screens providing access on a need-to-know / right-to-know basis

security and blocking features in place to deny access where there is a legislative requirement to do so; e.g., if a record or file is ordered sealed by a judge, the system will ensure it remains sealed

Next StepsNext Steps

continue to improve systems already implemented continue to test and review results for systems in

development complete necessary modifications finalize training plans finalize marketing strategies continue to introduce new technology province wide

BUT …BUT …

Examples of what happened– Communications– Software purchases– Command and Control– Lawyers, lawyers, lawyers everywhere– Financial projections and the realities– Classic “Frustration” at law, in Freeman’s opinion

Lessons learned?Lessons learned?

From CTC-7 in Baltimore, August 2001:

1 Top management/Judicial Commitment

2 Adequate user involvement

3 Experienced project management

4 Clear business objectives

5 Minimized scope

Lessons, CTC-7 continuedLessons, CTC-7 continued

6 Standardized software infrastructure

7 Firm basic requirements

8 Formal methodology

9 Reliable estimates

10 Other criteria (small milestones, proper planning, competent staff, and project “ownership”) 

Practical ObservationsPractical Observations

Unless full buy in, and very large scale investment,

(e.g. Singapore)

– Keep it simple and small: dolphins not whales

Australia’s Federal Family Court

• One ccms for one court

Practical Observations continuedPractical Observations continued

Beware the simplicity of “Thin client”

– Pipeline issues

– Intended Traffic (!)

Or did you really intend a mainframe all along?

– ICON in Ontario

– Existing ccms in Canada’s Federal IRB

Practical Observations continuedPractical Observations continued

Define the scope with adequate input

– BUT LISTEN TO USERS, please!

Lawyers are the single largest group of users of the Court system, for example

Having the scope, stick to it, with proper staging

Practical Observations continued ..Practical Observations continued ..

Be patient and focused

– Eurofighter ten years out Economist, September 14-20, 2002

– Ontario “E-Reg” Real Property system

Many serious challenges Helped to be a monopoly!

Practical Observations continued .. ..Practical Observations continued .. ..

Before you start, look to other disciplines

– Medicine, recording and transcription of notes– Payroll call centres’ “Personalization”

Look to the winners

– NOW, we can look to Singapore– FUTURE look to Tyler’s Odyssey in Minnesota

What the Future may holdWhat the Future may hold

From a rather well known computer company

A brief look at .Net