WHITE PAPER

Judicial Departments Ride the CRM Wave

CRM’s New Avatar: Case Management Solution

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Customer Relationship Management (CRM) is a strategic management

concept that has been widely adopted by Organizations worldwide from both

the process and technology perspective. Organizations initially imbibed CRM

concepts and re-engineered their processes to develop a customer centric

focus. As Industries evolved, organizations matured and so did their

customers; resulting in complex requirements from customers and rising

expectations the dominance of the customer was undisputable. At this

stage,organizations needed a catalyst to enhance their CRM processes and

create a sustainable competitive advantage; the catalyst was Information

Technology.

Over the last decade, various IT organizations have developed CRM solution

offerings that automate CRM process for organizations across industries.

These CRM solutions have made significant contributions across industries

and have evolved from being generic Call Center, Field Service,Marketing and

Sales automation solutions to industry specific comprehensive CRM solutions

addressing niche industry requirements like claims processing for Insurance

companies, dealer management for automobile companies, application & loan

processing for the banking industry, clinical trials management for

pharmaceutical companies, trade management and store audit functionalities

for FMCG companies.

Over the last few years CRM concepts and applications have been widely

adopted by the Public Sector in the form of Case Management Solutions and

have evolved to address requirements of Government Departments like

Social Services & Welfare Departments, Justice & Public Safety Departments

and Revenue & Tax Agencies automating key processes like Outreach

Management, Benefits Plan & Disbursement, Investigative Case

Management, Citizen Self-Service, Court Case Management and other Citizen

interaction processes that facilitate the creation of an eGovernment

Framework.

CRM applications for the Public Sector have been very successful are widely

used by departments of many Governments worldwide. A few Government

departments1 using CRM solutions for the Public Sector are:

©Justice & Public Safety Departments: Department of Homeland

Security (USA), Department for Immigration and Citizenship (Australia),

Department of Justice (USA), Abu Dhabi Judicial Department (UAE)

©Social Service & Welfare Departments: Centre for Work and Income

(Netherlands), Department for Work and Pensions (UK), Kansas

Department of Human Resources (USA)

©Tax & Revenue Departments: Australian Tax Office, Virginia

Department of Taxation (USA),Ohio’s Regional Income Tax Agency

(USA), Inland Revenue Department (New Zealand)

CRM is as critical for the Public Sector as it is for the Private Sector; a

key difference being that for the Public Sector, CRM would mean

Citizen Relationship Management rather than Customer Relationship

Management. This whitepaper focuses on how a Judicial Department

can benefit from a CRM Solution highlighting the need for a CRM

solution (in the form of a case management solution), evolution of

CRM solutions for Judicial Departments, maturity model of a Court’s

CRM solution, overview of a Court’s IT Landscape and relevant CRM

trends pertaining to a Judicial Department.

The Need for a Case Management Solution

Over the last few years, judicial departments have been beleaguered with an increasing number of cases,increasing number of courts per region and introduction of stringent compliance requirements. While trying to cope with the dynamic environment, Judicial Departments face a few challenges that adversely affect the Case Management process, hindering the efficient execution of cases. Key Challenges

(depicted below) faced by Judicial Departments pertain to Improving

Operational Efficiency, Facilitating access to information while

addressing security requirements and architecting an agile and flexible

IT Architecture to address the dynamic requirements of a Judicial

Department.

Operational EfficiencyProcess Formulation,

Collaboration & Compliance

Information Availability & Access

Centralized & CommonInformation Repository

SecurityInformation & Application

Access by Internal & External Entities

IT ArchitectureIntegrated Systems &

Application Expandability

Figure 1 – Key Challenges faced by a Judicial Department

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Operational Efficiency: A Court’s Case Management process is an

intertwine of multiple intricate subprocesses involving several stakeholders

and employees participating in numerous activities and interactions between

internal and external entities over a period of time. Each stakeholder has a

unique role to play during the case management process whilst adhering to

stringent compliance requirements. The complexity of a Court’s Case

Management process increases with the increasing number of courts and

cases, affecting the ability to standardize processes and adhere to compliance

requirements. The intricacies involved in obtaining the right combination of

people, processes and information for executing a case causes bottlenecks in

the Case Management process. Key factors that hinder the efficiency of the

Court’s Case Management process are:

©Assigning Cases to relevant stakeholders: The timely and apposite

assignment of cases to relevant stakeholders is very critical for the case

management process. In the current scenario, with an increasing number

of cases and court sites the manual assignment process instigates

bottlenecks in a Court’s Case Management process and results in a

backlog of cases.

©Collaboration between internal/external entities: Typically, during

the life cycle of a Case, numerous internal and external entities need to

seamlessly collaborate throughout the Case’s Lifecycle necessitating

seamless information and process collaboration with multiple internal

and external entities. Semi-automated processes hinder the ability of

stakeholders to collaboratively work on the case, resulting in the creation

of silos within the Judicial Department.

©Monitoring the Case Management process: It is very important for

Senior Judges and Supervisors to manage the case management process

by monitoring the process and identifying a possible bottleneck that can

hinder the Case Management process. Most Courts lack the insight

required to understand the efficiency of processes and identify the source

of bottlenecks.

Information Access: During the Lifecycle of a Court’s case, the case is

assigned to multiple entities within the Judicial Department and external

entities. For instance, when the Plaintiff files a complaint, the complaint is

registered by the Commercial Officer from the registration department. The

Complaint is then assigned to the Settlement Clerk and the Settlement

Committee from the settlement department, depending on the status of the

Settlement Meetings the Complaint might be routed to the Judge. The Judge

would promote the Complaint to a Case and fix a Trial Date. After the Trail,

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the Case might be assigned to the Execution or Appeals Judge2 at a different

court (the court of appeals in the case of an appeal). Key factors that hinder

Information access are:

©Information Availability: The rapid increase in the number of Cases

being handled along with increasingly stringent security and data access

policies has made processes related to the dynamic assignment of Cases

and centralized information access very challenging.

©Information Accuracy: During the life cycle of a case, a lot of

stakeholders work on the case editing and adding more information to the

case that over a period of time affects integrity of the information.

Because of the lack of an effective information infrastructure,

stakeholders end up with different sets of information about the case

affecting their understanding of the case and the ability to create a 360°

view of the case.

©Collaboration: It is very important for the Court’s Case Management

process to facilitate seamless process and information collaboration with

internal and external entities. Most internal entities are disparate and

function as silos hindering organizational collaboration. In most cases,

coordination and sharing information with external entities is not

seamless because external entities might not be aligned with the Judicial

Department and most processes involving external entities are manually

executed.

Throughout the life cycle of a Case, Information will be obtained from

external parties that are very critical for the Case. For example, Evidences that

might be obtained from an external entity needs to be capture in the Case

Management System and stakeholders need to be constantly updated on the

status of the case and the current activities.

IT Architecture: A Judicial Department’s IT landscape comprises of various

systems and is briefly described in this whitepaper. Other than the Case

Management System, a Judicial Department would have other critical

applications like Document Management Systems, Financial applications,

Employee Management applications and Reporting applications. It is very

important for the Case Management System to seamlessly integrate and share

information with other systems that are part of a Judicial Department’s IT

architecture. The seamless integration and information sharing capability

between various IT systems is very critical for automating the Case

Management process. During the Case Management process, information is

obtained from and shared with various systems like the payment application,

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reporting application, portal, etc. In many Judicial Departments, IT systems

are disparate and maintained in silos (department or process specific silos)

affecting process collaboration and hindering the development of a

centralized Information repository, affecting information collaboration,

accuracy and availability. The disparate IT architecture also affects user

adoption and accessibility of the systems.

Security: The most important aspect for a Judicial Department is application

access security and information security. In other words, stakeholders should

be able to access only required information and usage of the

application/information must be closely monitored. In the current scenario,

the manual processes prevent monitoring of application/information usage

and changes made to the data. Each department within a Judicial Department

stores data in silos, affecting the ability to monitor access/modifications of

data. Judicial Departments are finding it increasingly challenging to adhere

with stringent security compliances while working on information

access/sharing initiatives. Important aspects of Security with respect to a Case

Management Solutions are:

©Access to Application: It is very critical for a Judicial Department to

monitor access to the Case Management application; for instance, a

registration clerk will have access only to screens related to the registration

process and need not access screens related to the settlement process or

trial/execution process.

©Access to Information: Throughout the life-cycle of a case, a lot of

data/information is captured and stored. While information needs to be

accessible, it should usage of information needs to be monitored

appropriately. Information needs to be accessed by internal entities

(within the Judicial Department) and eternal entities. Information access

processes need to be established and standardized which is currently very

challenging as data is stored in silos hindering information access policy

enforcement and analysis.

The Judicial Department is a very important component of a

Government representing integrity, fairness and Justice that is

bestowed upon citizens, taking citizen and information management to

new heights. Over the last few years, the rapid increase in population led

to the inevitable increase in number of courts and cases that resulted in

serious challenges around Citizen, Case and Information management.

The Challenges were addressed in a two pronged approach – process

re-engineering and technology adoption. A key component of a

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Judicial Departments IT Landscape was a CRM solution tailored for

Judicial Departments providing ‘Case Management Functionality;

focusing on automating the Case Management process – from filing a

complaint to closure of the case. It’s very important to note that a

Judicial Departments CRM solutions is more than just the Case

Management application; it is a combination of strategic management

initiatives; citizen-centric process, employee management along with

adoption of relevant technologies.

Evolution of the Court Case Management Solution

The need for using Technology within Judicial Departments was fueled by the

requirement for Document management and archiving applications. Courts

were faced with the task of processing and storing of a massive amount of

documentation that were generated and reused thought the case’s lifecycle

which was being done manually with documents filed and stored in binders in

large document storage rooms. The process of locating the required

document and document distribution was time consuming and resulted in a

prolonged court case processing cycle, involvement of numerous employees,

repetition of work, compromise of confidentiality and security and also

resulted in corruption.

The requirement of electronically storing and archiving data lead to the

adoption of Document Management Systems to automate the document

management process. The adoption of Document Management System did

result in significant improvements in a few areas but was not a holistic solution

by itself. The existence of data silos and manual case management execution

processes hindered the usage of the Document Management System. The

effectiveness of a Document Management System depended on the Case’s

execution processes and the availability of a centralized case repository. The

First Generation of a court’s case management solutions revolved around

Document Management Systems; Case Management solutions, in a way, have

evolved from the initial need to automate the document management process.

The Second Generation of court’s case management solutions was focused

on developing applications to automate the case management life cycle. The

applications were custom developed and integrated with the Document

Management System. The second generation solutions had drawbacks in the

areas of data integration, data access and security, expandability and

interoperability. The IT architecture was plagued with multiple integration

points with external systems that affected system performance, user adoption

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and data access.

The Third Generation court case management solutions focused on data

and process consolidation, enabling the Judicial Department to achieve a 360°

view of the case. From the process perspective, the Court’s Case Management

processes were standardized and were automated by case management

applications. The standardization of processes was a critical component of

data unification initiatives. Many Judicial Departments are currently evaluating

third generation case management solutions. A key drawback with the third

generation case management solutions was lack of multi-channel support.

The solution primarily focused on obtaining and processing cases based on

courts visits, overlooking the online (internet) channel.

The Fourth Generation court case management solutions were about

multi-channel enablement focusing on providing self-service capabilities.

Judicial Departments were reaping benefits from e-filing capabilities that

allowed citizens to file cases online (via the internet). All information and files

provided by the plaintiff to file the complaint would be made available in the

case management system and in the unified case repository. Another key

aspect of fourth generation case management solutions is intragovernment

collaboration; sharing information and cases between government

departments. For instance, police departments will be able to share details of a

criminal activity along with the suspect and victim to the court; the court will

conduct the trial for the suspect and share the judgment with the police

department.

The Fifth Generation court case management solution focused on real-time

reporting and advanced analytics. With the availability on a centralized case

repository and historical data, Courts are able to execute complex analytic

operations and forecasts like predicting the number of cases expected in the

next year for planning purposes or comparing case execution times across case

types. Judicial Departments are able to obtain real-time reports on the case’s

status and chain of events related to a case, gaining in-depth visibility into the

case and activities related to the case.

The following table describes the various generation’s of a Court’s Case

Management Solution, highlighting the focus, technology usage, information

and data management, reporting and Multi-Channel enablement for each

generation of the case management solution:

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The court’s case management solution has evolved over period of time along

with the maturity of a court’s case management process. Today case

management solutions are very mature and flexible and can automate cases

management processes across geographies. The next section of the

whitepaper highlights the Maturity Model of a Court’s Case Management

Solution – the case management solution adopted by a court is heavily

depending on the court’s positioning in the maturity model.

Maturity Model of a Court’s Case Management Process

A Court’s Case Management process matures over four phases focusing on

process re-engineering and technology adoption; the initial two phases focus

on process formulation and re-engineering and the remaining two phases

focus on leveraging state of the art technology for process automation and

information collaboration.

Focus

Technology

Information &Data

Management

Reporting

IT/ApplicationArchitecture

CommunicationChannels

FirstGeneration

SecondGeneration

ThirdGeneration

FourthGeneration

FifthGeneration

DocumentManagement &

Archiving

PackagedApplications

Informationstored in Silos

No focus onreporting

Very Limitedfocus onIT/ApplicationArchitecture

Court Visits

Automation of casemanagementprocesses

Custom Built

Informationstored in Silos

Focus onreportinginhibited bysiloed databases

Focus on EIA

Court Visits Court VisitsCourt Visits,Internet, Email,Phone, SMS

Court Visits,Internet, Email,Phone, SMS

Focus on EIA

SOA based

architecture -

closelyintegratedapplicationarchitecture

SOA basedarchitecture thatfacilitates realtimedataanalysis

Deployment of

pre-defined

reports andusage ofreportingapplications

Real-time and

interactivereportingwith advancedperformancemanagementcapabilities

External entities(Citizens andPartners) canaccess the caserepository viaportal

The Caserepositoryfacilitatesorganization

wide real-time

reporting andanalysis

Reporting andAnalytics

PerformanceManagement

Citizeninteraction andprovision of

Self-Service

capabilities

Partnercollaboration

Data andprocessconsolidation

Obtaining a 360°view of the case

Packagedapplications

DataConsolidationinitiatives tocreate a unifiedcase repository

Deployment of

pre-defined

reports andusage ofreportingapplications

Packagedapplications

Packagedapplications

Table 1 – Evolution of a Court’s Case Management Solution

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Phase 1: A court has various departments performing unique activities like

registration, settlement, payments, citizen and employee management, trials,

execution, appeals, etc. Each department would have a specific process that

would be executed either in parallel or sequentially. During this phase, courts

focus on the formulating and optimizing of the case management processes.

Courts in this phase typically have disparate processes across departments that

would be supported by homegrown applications that would be used be

employees of the Court to record and view information.

Phase 2: Gradually courts enter into the second phase. In this phase courts

focus on re-engineering their processes to and adhere with compliance

requirements that focus on improving employee productivity and the

efficiency of the court’s case management process. Previously established

disparate processes are standardized and unified and automated using case

management solutions that in this phase are mostly homegrown.

Phases one and two had the following limitations that adversely affected

citizen experience and overall efficiency of the court

Basic CaseManagement processformulation andoptimization

Disparate Processesacross departments

Disparate systems enablingroutine operations providingminimal functionality

Cases registered only at the court (via manually filled forms)

RegulatoryCompliance andprocessreengineering

Processstandardization and unification

Establish complianceparameters

Homegrown systems(Customdevelopment)addressing casemanagement

Cases registered only at the court (via manually filled forms)

Cases primarilyregistered via theCourt and basiccapability to accessinformation via theinternet and eFilingcapabilities

Full fledged onlinefiling (eFiling)capabilities andcommunicationacross multiplechannels (web, callcenter, etc)

Multi-channel

enablement

Self-Service Interface

Business intelligenceapplications

Packaged CaseManagementapplications

Integration withexternal systems

Applicationsfacilitating Dataconsolidation

Collaborative and

cross-departmental

processes

360° view of thecase.

Web-enabled

processes acrossmultiple governmententerprises

Technology enabledprocess/InformationCollaboration

Streamlined andCollaborativeProcesses.Citizen centricprocess with selfservicecapabilities

and multi-channel

interfaces

Phase One Phase Two Phase Three Phase Four

Strategy

Process

Technology

Channel

Table 2 - Maturity Model of a Court’s Case Management Solution

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©Information Access: Information is stored in silos across various

departments affecting access to information, availability of information

and quality of information.

©Scalability and User Adoption: The complexity of the homegrown

solutions developed to automate case management process limited the

scalability of the solution (expandability to new users/departments and

enhancement of the solution to increase functionality and adapt to

flexible processes).

©Multi-channel enablement: The process and technology set-up did not

support interactions via multiple channels – information could be

submitted and accessed only by visiting the court.

©Collaboration: The inadequate level of collaboration between

departments hindered the case management process resulting in lack of

information exchange between departments and increased the case

closure duration.

Phase 3: In this phase the focus is on improving information availability &

access, collaboration between departments and technology usage to imbibe

agility and flexibility into the courts case management process. Technology

plays a very important role during this phase and lays the foundation for

enabling process and information collaboration.

A key objective of this phase is to enable a 360° view of the case throughout

the Judicial Department by initiating technology driven data and process

consolidation initiatives. During this phase, courts also leverage the

multi-channel enablement provided by leading case management solutions to

facilitate information access over the internet with initiatives that provide

eFiling and online case access functionality.

Phase 4: Technology is used to create and facilitate citizen centric process with

self-service capabilities facilitating information access across multiple

channels. Technology will enable citizens to interact with the Court over

multiple channels and access information via multiple channels. A key

objective of this phase is the facilitation of information access between

multiple government entities.

During this phase courts adopt performance management solutions that

provide real time information on the efficiency of processes based on which

the (technology enabled) case management process can be reengineered to

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increase operational efficiency and process agility.

Adoption of a case management solution (technology perspective)

needs to be aligned with the Court’s maturity model (process

perspective). The success of an initiative to automate case

management within a court depends on the maturity of the court’s case

management process. During each phase, a court would adopt certain

applications that would become apart of the court’s IT landscape. It is

very critical for a court’s IT Landscape to be holistic and focus on

applications that facilitate the case management process. The next

section of the whitepaper provides an overview of a Judicial

Department’s IT Landscape.

The IT Landscape of a Judicial Department

A Judicial Department’s IT landscape consists of five key components that are

mentioned below (also depicted in Figure 1):

©Multi Channel Enablement: Enables interaction with Citizens,

Businesses or other Government over multiple channels like Internet,

Call-Center, etc and leverages the internet to provide selfservice

capabilities

©Analytics and Reporting: Provides real-time and dynamic insight into

the performance of the Judicial Department aided by Business

Intelligence (BI) applications

©Court Case Management: Automates the entire case management

process from filing the complaint to closure of the case and facilitates

Citizen and Information management

©Back Office Administration: Comprises of IT solutions like Financials,

HRMS, Document Management Systems, internal Help Desk and other

applications that automate routine operational processes and work with

the Case Management solution

©Infrastructure: Comprises of the technology backbone (database,

application servers, security services, etc) that hosts other components,

the integration framework that integrates disparate components in the IT

landscape and the data consolidation framework that helps create the 360°

view of the case.

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The Focus of this whitepaper is on the Court Case Management component

of the IT Landscape that facilities the automation of the entire Case

Management process. Listed below and depicted in Figure 2 are key

functionalities of a Case Management Solution that are very critical for Judicial

Departments:

©Complaint Management: Filing the complaint and obtaining the

appropriate information that is required to process the complaint and

promote it to a case

©Settlement Management: Processes related to creating and presenting

the Settlement offer to the Defendant and Plaintiff, setting up the

settlement committee and scheduling settlement meetings.

©Individual Management: Managing all individuals involved in the case

especially the Plaintiff, Defendant, Attorney, Witness and Interested

Parties. Specific information is obtained about the individuals which in

maintained and updated throughout the Case

©Trail & Hearing Management: Ability to allocate Cases to Judges and

provision to schedule Trial sessions and record information throughout

the trial & hearing sessions

©Payment Management: Facilitates the Clerk to decide the payment

depending on the type of the case and other payment related attributes

and capture payment/invoice related information

©Evidence Management: Facilitates the Case team by recording and

maintaining all evidences used during the trial of the case

©Victim, Offence, Crime and Arrest Management: In case of a

Criminal case the system would facilitate the capture of specific

information related to a Criminal Case like information on the Victim, the

Figure 2 – Key Components of a Court Case Management Application

Multi Channel Enablement

Infrastructure

E Filing Self Service Call Center Partner Mgt.

Court Case Management

Back Office Administration

Analytics & Reporting

Government to Consumer (G to C), Government to Business (G to B), Government to Government (G to G)

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type and circumstances of the Offence and information related to the

Crime like arrests made, suspects involved, witnesses, evidence obtained,

confessions, testimonies, etc

©Notifications and Correspondence Management: The application

would have the capability to generate correspondence (like summons, trail

appearance forms, settlement forms) and issue notifications/alerts to all

relevant parties whenever appropriate

CRM Trends for Judicial Departments

The future of the Case Management process and Case Management solution

will be shaped by four key trends that will significantly impact the case

management process and case management solutions,

delivering more value to Judicial Departments:

©Online Self-Service

©Electronic Filing (e-Filing)

©Electronic Authenticating

©Business Intelligence and Analytics

Online Self-Service: Online Self-Service is a customer-centric concept that

enables customers to access information and execute routine activities via the

internet without the physical presence of an employee of the Judicial

Department.

With an increasing number of Judicial Departments adopting technology that

enables automation of the case management process and electronic filing of

complaints, the focus is on automating Citizen Interaction via multiple

channels (especially the internet). The trigger for the case management

process is the complaint filed by the plaintiff. The ‘Complaint filing’ process

sets the foundation and has a huge impact on the entire case management

process. For instance, if a Judicial Department is focusing on using Digital

Court Case Management

Automation of Case Management Processes

Notification & Correspondence Management

Business Rules & Workflow Engine

ComplaintManagement

SettlementManagement

PaymentManagement

Witness &Jury

Management

Trail Hearing& TransactionManagement

Plaintiff Defendant& 3rd Party

Management

Figure 2 – Key Components of a Court Case Management Application

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Signatures and reducing paperwork related to the case it is necessary that the

complaint be captured and processed electronically. If the complaint is filed

traditionally, by submitting a bunch of documents, the Judicial Department

would have to invest considerable time and recourses on converting the

documents into digital format and reprocess the digital information.

Self-Service solutions will also facilitate providing Citizens with instantaneous

updates on cases and allow citizen to track the status of the case without

visiting the court. Another benefit of Self-Service solutions is the online

collaboration that it will facilitate, all stakeholders will be able to track the case

and interact with relevant authorities via the internet while addressing the

security protocols.

Electronic Filing (e-Filing): With increasing case volumes and focus on

electronic data archiving and security compliance, Judicial Departments are

adopting e-Filing processes that facilitate online (electronic) filing of

complaints rather than submitting physical documents. Complaints would be

filed online by using a ‘complaint registration form’ with provisions for

uploading attachments (the necessary documents can be scanned and

uploaded).

The Ability to obtain and store files related to a Court’s Cases electronically

brings immense benefits to a Court from a business and technical (IT)

perspective. From a business perspective this increases operational efficiency,

document tracking & archiving and accessing information related to cases.

From an IT perspective, e-Filing address concerns related to security,

information validation, information collaboration and data archiving.

Electronic Authentication: Electronic Authentication or Digital Signatures

will have a major impact on a Judicial Department’s case management process

by reducing paperwork and manual processes related to approvals that would

be otherwise involved without comprising on security compliances. Digital

signatures enable authentication of digital messages, assuring the recipient of

a digital message of both the identity of the sender and the integrity of the

message3. Judicial Departments execute humongous amounts of paperwork,

approval processes and manual signatures that create bottlenecks in the case

management process that are very challenging to resolve. These bottlenecks

affect operational efficiency and hinder the access to information and the case

management process.

The Court Case Management Process involves critical documents that

undergo multiple approval cycles across various departments. Case

management solutions that provide the employees of the Court with

capabilities to electronically sign documents help reduce the paperwork

involved and expedite the case management process. We expect to see an

increasing number of Judicial Departments adopt digital signatures in the

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coming years.

Business Intelligence & Analytics: Business Intelligence and analytics takes

Judicial Departments to a new realm. Using Business Intelligence and

Analytics applications, Judicial Departments can view real time statistics on

case execution and use Key Performance Indicators (KPIs) to quantify the

case execution process, employee workload, case status, payment status, etc.

Judicial Departments can also use advanced analytics capabilities to forecast

anticipated cases for a particular period and plan accordingly. For instance, the

number of cases per region for the next year could be forecast based on which

decisions related to setting up new court sites or increasing the number of

Judges could be taken.

All the above mentioned trends are currently being adopted by various

courts and a lot of application vendors are focusing on developing

solutions to address these trends; for instance, pre-defined Case

Analytics KPIs and self-service applications integrated with case

management solutions are readily available. These trends have

immense potential and look promising for Judicial Departments that

intend to deliver a new level of Citizen Experience.

Conclusion

A Judicial Department represents the Judicial System of a county and

Governments are leaving no stones unturned in their efforts to

modernize Judicial Departments to deliver consistently superior citizen

service. Today’s Judicial Departments have come a long way from what

they were and a lot more is expected of them. Judicial Departments are

becoming more Citizen Centric focusing on improving operational

efficiency and delivering quicker justice to Citizens. CRM plays a very

important role in the modernization of Judicial Departments and is

addressed at two facets – process and technology. The case

management solution is a catalyst that catapults Judicial Departments

into a new era where Citizen Experience is at the forefront.

Case Management solutions can help streamline a Court’s Case

Management process by automating the entire case management

lifecycle, improving collaboration with stakeholders, facilitating

document archival, facilitating citizen interaction via multiple

channels and addressing security concerns. Judicial Departments

are growing more complex and remain a very critical component of

the Governments Public Safety strategy. There is a strong

commitment towards modernizing Judicial Departments for which

case management is pivotal from both the process and technology

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perspective.

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