Fostering an Innovative Court Hon Marsha G Slough

Fostering an Innovative Court Hon. Marsha G. Slough Associate Justice, California Court of Appeal, Fourth District Robert Oyung Chief Operating Officer, Judicial Council of California

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Expectation Page 3

Reality Page 4

Not like this…. Page 5

More like this… Page 6

It’s risky Not enough money We’re too busy Why Not More Innovation? We’ve always done it that way Resistance to change There are rules or statutes that dictate the process Page 7

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1984 Quality: High HP Laser. Jet Speed: 8 PPM Speed: 30 PPM Cost: $3500 Cost: $130 Print: B&W Quality: Low Quality: High Speed: 2 PPM Speed: 14 PPM Cost: $995 Cost: $100 Print: Color 1988 HP Desk. Jet 2018 Page 9

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Personality § Creative Personality § Openness Demographic § Education § Tenure Motivation What Drives a Person to Innovate at Work? § Intrinsic Motivation § Extrinsic Motivation § Job Self-Efficacy § Creative Self-Efficacy Job Characteristics § Job Complexity § Autonomy § Role Expectations Context § Climate for Innovation § Positive Climate § Resources § Supervisor Support § Leader-Member Relationship § Transformational Leadership Source: M. Hammond, N. Neff, J. Farr, A. Schwall and X. Zhao. "Predictors of Individual-Level Innovation at Work: A Meta-Analysis. " Psychology of Aesthetics, Creativity, and the Arts, 2011, Vol. 5, No. 1. Page 11

Nature Is Not the Most Important Factor Level of Correlation With Innovation Job Characteristics Motivation Context Personality Demographic Role Expectations Creative Self-Efficacy Job Complexity Autonomy Leader Member Relationship Resources Job Self-Efficacy Creative Personality Openness Intrinsic Motivation Positive Climate Supervisor Support Climate for Innovation Education Extrinsic Motivation Transformational Leadership Tenure Source: M. Hammond, N. Neff, J. Farr, A. Schwall and X. Zhao. "Predictors of Individual-Level Innovation at Work: A Meta-Analysis. " Psychology of Aesthetics, Creativity, and the Arts, 2011, Vol. 5, No. 1. 0. 44 0. 33 0. 32 0. 29 0. 27 0. 26 0. 25 0. 24 0. 23 0. 21 0. 18 0. 15 0. 14 0. 13 0. 05 Page 12

• Excellent external and internal communication What Drives a Workgroup to Innovate at Work? • Strong vision • Leader support for innovation • Task oriented • Shared, interdependent goals Source: Hulsheger, Anderson, Salgado, 2009 Page 13

Ideo Vectors of Innovation Page 14

Examples from Texas - Culture • Judges should have better information when setting bonds since they’re disrupting people’s lives. • Prototyped a façade for people to look at (cheap, easy) • Culture is set to expect better than nothing, but we know it’s not the end. • Culture expands beyond IT – other groups kick in seed money to develop new processes – provide feedback knowing it’s a throw away. • Data will be gathered to validate that the direction we’re headed is the right one. Ultimate goal is to get good requirements for the permanent solution. Page 15

Take Action to Encourage Innovation Freebies • Promote a culture of innovation • Collaborate • Set aside time to innovate Feebies • Set up Innovation Center • Establish funding for experimentation Page 16

California Judicial Branch The largest court system in the nation Serving 39 million people In 58 counties At 500+ court locations 4. 5 million self represented litigants 2. 6 million jurors 18, 000 court employees Funded by 1. 5% of the state General Fund Page 17

Access 3 D Vision Safe, secure, accessible courts Physical Remote Ability to conduct business online Equal Serve all languages, abilities, and needs Page 18

Technology Strategic Planning Business Goals Guiding Documents Goals for Branch Strategic Plan Goals for Technology Strategic Plan 2014 -2018 Technology Initiatives Technology Tactical Plan 2014 -2016 2017 -2018 Page 19

Working as an IT Community • Courts, Judicial Council and advisory bodies, and staff. • Leverage the knowledge and expertise within the branch. • Solicit participation to represent key stakeholders. Page 20

Technology Summit August 23 -24 2017 Participants Judicial Officers 48 Court Executives 60 Technologists 40 148 v Keynote: Exponential Government Dustin Haisler, Chief Innovation Officer e. Republic v Embracing Change in the Judicial Branch Heather Pettit, CIO Contra Costa Superior Court v Service Focused Web Design Jack Madans, Managing Director Open. Cities v Judicial Branch Workstreams Hon. Sheila Hanson and Court CIOs v Futures Commission Workshop Hon. Ming Chin, Supreme Court Justice Hon. Louis Mauro, Appellate Court Justice v Cyberstrike: Warfare in the Fifth Domain Morgan Wright, Security Analyst v Private Industry IT Perspective Alexandra Grimwade, CIO 20 th Century Fox TV Hon. Jackson Lucky, Riverside Superior Court v Small Court Technology Summit Review Linda Romero Soles, CEO Merced Superior Court Richard Feldstein, CEO Napa Superior Court v Technology Barriers Workshop Snorri Ogata, CIO Los Angeles Superior Court v Using Data Analytics Jake Chatters, CEO Placer Superior Court Dr. Randie Chance, CA Department of Justice Kathryn Holt, National Center for State Courts Jeffrey Marecic, CIO North Carolina Courts v Technology and the Branch Chief Justice Tani G. Cantil-Sakauye Page 21

Futures Commission Goal: Make recommendations to improve the state’s court operations and accessibility by examining ways to increase the efficiency of adjudicating cases • Established July 2014 • 2 year investigation • 25 executive committee members • 39 subcommittee members Chief’s directives from the recommendations Civil adjudication of minor traffic infractions Revision of civil case tiers and streamlined civil procedures Assistance for self-represented litigants Expansion of technology in the courts Page 22

Governor Funds Court Innovation in 2016 Allocation • $12 M for Collaborative Courts • $8 M for Family, Juvenile and Self-help programs • $5 M for other efficiencies Award • 118 applications from 42 courts • 52 grants awarded to 29 courts Innovation Examples • Veteran’s Treatment Court • Human Trafficking Court Planning and Implementation • Homeless Court Program • Self-Help Avatar Page 23

Incubating Innovation • Attorney and Public Courtroom Check-In Using Beacons and Near Field Communications Vision Prioritize and Execute • Self-Help and Automated Assistance Using Chatbots and Machine Learning Supportive Bench • Using Data Analytics to Improve Court Operations • Human-Centered Service Oriented Web Design • Cloud Based Disaster Recovery Stakeholder Buy-In Business Process Reengineering • Ability to Pay Calculator • Plain Language Online Interviews to Facilitate Document Assembly Page 24

Innovation in the California courts Before the Strategic Plan After the Strategic Plan Page 25

Career Development Model: An Example of Process Innovation Page 26

California and Texas Partnership • Digital Evidence Management Solution Investigation • Cross-state Collaboration • Leverage Diverse Expertise • Work Smarter Together • Explore Secure Shared Platform Page 27

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“Where do I start? ” MEET COURTNEY - Virtual Assistant - NLU (Natural Language Understanding) - Machine Learning Page 31

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What’s under the hood? • Natural Language Understanding (NLU) engine: api. ai • Benefits: NLU provides flexibility in user input – “Courtney” versus “Gina” Natural Language Input Intent How do I serve small claims papers? I have filed my SC 100. What do I do next? Machine Learning Model Small Claims: how to serve How do they know I filed a claim against them? …… Page 33

Set a vision and direction Encourage experiments, expect some failure Agility Experiments Perspective Take a different perspective, encourage interdisciplinary solutions Be comfortable tuning a solution or throwing it away Learn from everything you do Knowledge Establish a culture of innovation Vision Culture How Can We Foster an Innovative Court? Page 34