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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
7
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:
8
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
10
©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
11
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)
13
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
14
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
15
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
16
perspective.
About HCL’s Siebel Center of Excellence
HCL is Oracle’s Certified Advantage Partner and has been a key Consulting
Partner for Siebel Systems. HCL’s relationship with Siebel dates back to 2000
and HCL’s Siebel CoE had successfully executed over 35 engagements most
of which have been for Fortune 1000 companies. HCL has offered Siebel
CRM services to a vast customer base across diverse verticals such as Public
Sector, Hi-Tech / Manufacturing, Financial Services, Life Sciences and
Telecommunications across all functional areas of Siebel i.e. Marketing, Sales,
Service, Call Center and Analytics (for intelligent data analysis). HCL offers
end to end services across the entire Siebel Spectrum – ranging from
Consulting Services, Implementation, Upgrades/Migration and Application
Maintenance Services.
Some of the key highlights of HCL’s Siebel CoE are:
©10000 Man–Months across successful Siebel project experience with a
Siebel Team of 300+consultants
©Delivering Value Added Services across various Siebel Modules (Sales,
Service & Marketing) & different versions - Siebel 6.x, 7.x and 8.0)
©Dedicated Public Sector CRM CoE with domain experts and expertise
around Public Sector specific solutions like Court Case Management,
Investigative Case Management, Tax & Benefits Case Management, Data
Consolidation, Online Registration and Case Analytics
About HCL Enterprise
HCL Enterprise is a $ 4.9 billion leading Global Technology and IT Enterprise
that comprises two companies listed in India - HCL Technologies & HCL
Infosystems. The 3-decade-old enterprise, founded in 1976, is one of India's
original IT garage start-ups. Its range of offerings spans Product Engineering,
Custom & Package Applications, BPO, IT Infrastructure Services, IT
Hardware, Systems Integration, and distribution of ICT products. The HCL
team comprises over 55,000 professionals of diverse nationalities, who
operate from 18 countries including 360 points of presence in India. HCL has
global partnerships with several leading Fortune 1000 firms, including leading
IT and Technology firms. For more information, please visit www.hcl.in
Write to us: [email protected]
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