Collaborative Justice Technology: a compounding investment in the pandemic era (and beyond)

By Ketan Kulkarni – Linkedin

In 2021, technology is not only fundamentally changing how industries function, but also the ecosystems they are a part of, in no small part due to the global pandemic. An organization can choose the degree to which they will embrace the purposeful evolution of their ecosystem in uncertain times. The organizations with the strongest embrace will see the other side while also leading the innovation of their industry. Such innovation is the domain of teams of highly collaborative teams versus the great insight of an individual innovator.

Transforming a Traditional Ecosystem

The Justice system is a traditional ecosystem with hardened processes (laws are about as hardened a process as you can get) and well-established training initiatives. Is it possible to apply new technology tools to realize drastic benefits?

The opportunity to improve communication lies in the application of technology, precisely because the processes are hardened and the training is well-ingrained into the traditional culture of Justice systems, wherever you look.

With this backdrop let’s see how the four categories below can be applied to the Justice ecosystem, transform it with collaborative technology and compound the ROI of the initial business case.

©️ ET Group

Operational Savings

The lowest hanging fruits in any ecosystem are operational savings. Operational savings are when you either stop doing something you used to do, or do it differently in a way that allows you get the same result but with less cost. Let’s take the remand process as an example.

Remanded inmates are individuals who do not qualify for bail and who instead are being held in pre-detention facilities, waiting to have their trial. When they are required to appear in front of a judge it is referred to as a remand appearance. Remand appearances require a lot of people and activity to conduct. Accused individuals typically need to spend an entire day being moved from the detention facility to the courtroom and then back. This requires accompanying guards (at least 2, sometimes up to 4), specialized vehicles for transport, all the costs of being away from the facility for the day – food, gas, etc., facilities at the courthouse to hold the prisoners until it is time for their hearing, and the risk of moving prisoners around is inherent in the undertaking.

Applying video conferencing technology to facilitate remand appearances is a perfect example of how substantial cost can be taken out of the ecosystem, maintaining the same end result.

The Operational Savings = Cost avoided / Cost of video conferencing technology

While it is difficult to obtain costs for all the components involved, here is a high level estimate of the costs that could be avoided:

Costs Avoided
1)    Guards (avg. of 3) for a day = 3 x 8 hours x burdened hourly rate of Guards = 3 x 8 x $50 = $1,200 day
2)    Cost of transportation: specialized vehicle + expenses = $750/day
3)    Facilities requirements to handle prisoners in courthouse = $300/day

So, one remand appearance is probably costing taxpayers at best about $2,000. Multiplied by the number of appearances in a year that could be delivered via technology ~ 14,000 x $2,000 = $28,000,000 / year. Over a 10-year period, that is $280,000,000. Even if the estimate for the cost of one remand appearance is 50% above actual costs, there is still significant opportunity to realize operational savings.

Investing in the infrastructure required to facilitate these hearings would be significantly less than the 10-year cost of doing it without technology. One of the key investments in this process is the technology in the courtroom that allows the remand appearances to be conducted remotely.

In any organizational ecosystem there are always rooms where people from different parts of the ecosystem come together to meet. In the judicial system, these are the courtrooms in the various courthouses across the country.

A courtroom is where the 4 different constituents (Judicial, Legal, Law Enforcement and Corrections) come together to conduct their trials and is the focal point for moving the judicial process forward. To enable new communications tools to change the processes, the courtrooms must be equipped with the technology required to conduct electronic communication, which are rich experiences – just like being there.

Productivity Improvements

Courtrooms that have been enabled in this way can now be much more productive in processing the courtroom workflow (the proceedings) – a must given the backlog created by the shutdown of physical locations as a result of the pandemic. A judge in court can hold remand appearances sequentially, connecting with prisoners who appear, via video, from various correctional facilities – one after another. The physical scheduling and logistics that used to be a key component of the “old method” suddenly becomes vastly simpler and less costly. The simplified scheduling and logistics of remand appearances through the use of video conferencing technology also increases the number of appearances processed. The beneficial results of doing this:

©️ Unsplash

The opportunity for greater productivity in the Justice ecosystem can be found in many other processes. Many jurisdictions have learned that leveraging video can reduce — or eliminate — many of the hidden delays and costs of the Justice system associated with logistics such as travel time for a variety of participants including witnesses, interpreters, attorneys and inmates. In an ecosystem where everyone wants to talk to the inmate (prosecutors, probation officers, public defenders, judges, etc.) easier access via video can accelerate workflow.

Clearly these productivity improvements, which were not planned for as part of the initial business case, would likely add even more financial benefits. Often, the productivity benefits that are realized in an ecosystem will quickly outweigh the operational savings provided.

Strategic Transformation

As new communications infrastructure and endpoints have been put in place over recent years – a process accelerated by the pandemic – the Justice ecosystem is being unintentionally transformed with far greater capability than was initially envisioned. The people who are using the new communications tools will start to apply the same tools to situations that were never envisioned at the start of the ecosystem’s transformation.

Let’s look at three real life examples of strategic transformation in the Justice ecosystem:

1) International Trials

With the globalization of business, there are now occasions where the globalization of court communications could greatly help the operation and productivity of trials that happen where multiple countries are involved. Our company, ET Group, facilitated a trial like this where two courtrooms in two different countries were in a single combined session at exactly the same time. The benefits were substantial:

One court session brought together two different jurisdictions simultaneously.

©️ Pexels

2) Virtual Meeting Rooms (VMRs)

The use of VMRs in a collaborative ecosystem typically happens at a later stage in the development of the ecosystem. VMRs are very powerful because they can:

In the Justice ecosystem a perfect example of using VMRs would be to allow the general public to pay their traffic tickets with a hearing in a VMR. When you use a VMR you don’t need a courtroom (massive cost savings), and you allow a person who received the traffic ticket to call into the VMR for their trial. The judge, the officer, the lawyer (if required) and the defendant would all be participants in the VMR. The result is significant savings in travel costs for all involved.

Using VMRs as described in the traffic ticket scenario above would also require software which would would mimic the workflow of the traffic court. People would need to check in online, be held in a queue waiting to see the judge in the VMR with the other participants. But over time this additional expense stands to be minimal compared to what could be saved through the strategic use of VMRs within the Justice collaborative ecosystem.

3) Collaborative Portals

With technology infrastructure in place, new functionalities can be implemented that were not possible before. With software, recordings of the courtroom proceedings can now be captured in a way that was not previously possible. Video and audio streams can be recorded simultaneously from the different cameras and microphones in the courtroom and can be captured as the record of the court.   These court records can be:

Extending capabilities leverages the initial investment in technology already in place and further accelerates the velocity of collaboration in the Justice ecosystem, thus compounding the initial investment.

There are more than just these three strategic transformation examples which stand to further influence the business case for investment in a new collaborative technology platform. Being able to continue to conduct business and enable access to justice for citizens using VMRs in the face of a global pandemic – in some cases more than ever before – is a prime example.

Conclusion

The natural evolution of a collaborative ecosystem is to capture operational savings first, then to realize productivity gains as a by-product through the extension of the technology to new processes, and finally, hit the home runs through the strategic transformation of the ecosystem.

It takes considerable fortitude by those steering the ecosystem to make the investment without truly understanding how the ecosystem will function when the collaborative technology is fully implemented and enabled. They must resist the temptation to cut corners and compromise on the building of the platform that will become the foundation for transformation for years (if not decades) to come.

All its woes aside, COVID-19 helped accelerate a fundamental systemic change that was already occurring – one that has now proven itself here to stay. The technology stakeholders in Justice systems around the globe would do well to take notice.

The Benefits of Collaboration Between Companies and Communities

ThinkstockPhotos-139970757Mayor Van Bynen, the Mayor of Newmarket, received a call one day from a business owner in his community. The business was in a break out stage having developed an innovative service for the global Gaming community and needed to grow their company – fast! Their challenge was they couldn’t find any space in Newmarket that could provide adequate bandwidth for their service. It just wasn’t available and they were looking to relocate to Toronto to access the bandwidth required. Their call for help to the Mayor was a last minute attempt to find a way to stay in Newmarket. Collaborative workspaces are key to business growth.

Community Collaboration’s Rapid Mobilization Response

The Mayor immediately put a call into his trusted team of community collaborators to see what could be done. Led by the Chamber, the team of senior leaders were able to mobilize a response that not only arranged for a 1Gb internet connection where none was previously available but also provided new space for the company which was quickly expanding to 50 people. Other advisors and assistance was offered to help this company capture their opportunity and move it forward. They became the first tenant in a new Business Accelerator for the Town and are now building out a global analytics service that will provide jobs in Newmarket.

This rapid mobilization response was only possible because there was a close, trusted relationship between multiple partners. Each brought different pieces of the puzzle together quickly and in a coordinated fashion to benefit the whole community.

As per my last blog, this type of response would not have been possible 10 years ago. At that time, the partners all operated as separate institutions with very little collaboration together.

Institutions Establish the Rules of Engagement and Membership

Institutions have traditionally served as the organizing framework for bringing people together towards a common goal or cause. Currently, we are all working within an organization of some sort: a school, an army, a company, a government, or perhaps a religion. These institutions establish the rules of engagement and membership that prescribes how its members will engage with each other and how they will add value to each other.

By definition however, these institutions are exclusionary in their makeup. If you are a member, you can share in the process, tools, resources and community. If you are not a member, a citizen, an employee – you will not have access to the resources and information available thereby limiting your ability to interact effectively with that community. As a member of an institution, should we wish to work more closely with people in other institutions, we quickly run into barriers because:

These institutional models are rapidly becoming limited models for the kinds of work and innovative solutions that are being demanded today.

There are ways of interacting between these large institutional organizations but these arrangements are fairly limited in the numbers of participants that can be included. Usually these take the form of partnership agreements or memorandums of understanding (MOUs), which limit the types and numbers of potential participants to a few at a time.

What happens when we want to include input from all potential stakeholders, even the ones we don’t know exist? What rules of engagement apply? What technology tools do we need to implement in order to find each other, communicate & collaborate together? Is it possible to build a Collaborative Ecosystem that provides for extensive inclusivity? Are there ways to capture the value offered by a diverse group of stakeholders no matter if they are institutional partners or individuals, if they are a small group of participants or virtually unlimited numbers?

Increasingly the answer is ‘yes’.

We require new models and new tools to manage collaboration between institutions.

Examples of Community Collaborative Ecosystems

Two examples of this type of Community Collaborative Ecosystem (CCE) that are developing can be found in Canada:

Saint John, NB

There are 5 municipalities who have come together over the past few years to establish a group of 130 partners, and growing. They include Municipalities, Chambers of Commerce, schools, businesses, other government entities, libraries, hospitals and more. All of these partners understand that they need to work together to achieve sustainable models for their economic, environmental and social environment. They have established a ‘True Growth’ model that is designed to allow all partners to add and realize value from the community in new ways, to their mutual benefit.

Newmarket, ON

As 1 of 9 municipalities in the Region of York, a small group of partners including the Town, Southlake Regional Hospital, the Chamber of Commerce and the library came together a few years ago to discuss how to better collaborate. This modest beginning has already yielded millions of dollars of benefit to the partners. More importantly however, it has established a group of community leaders that know and trust each other. They know how to collaborate in ways that were not happening previously. Where there is synergy now, there used to be distrust and suspicion. The group is now able to identify projects that will benefit the community and execute on those quickly and efficiently in ways that none of the individual partners can do on their own.

Looking at these two CCE examples as well as other similar examples, some principal requirements begin to emerge.

Building Collaborative Community Ecosystems (CCE)

Consider the CCE pyramid, at the base level, there is a requirement for a new governance model that provides for innovative flexibility between partners but also helps set the rules of engagement. We need to understand the vision and goals of the community so that it is understood what the community is working towards.

Secondly, there needs to be a technology platform that helps manage many of the organizational functions that are previously the domain of institutions and not available to individuals. Technology tools now open these capabilities to the world, crossing institutional, geographical and cultural barriers. That provides a platform for inclusivity rather than exclusivity.

Once these pieces are in place, the collaborative community can begin to execute projects that will accelerate them towards their vision and goals in ways that could not have been previously imagined. For more information on Collaborative Communities, Contact us and stay tuned for my next blog about Technology Platforms for Collaborative Communities.