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The Scottish Government's plans to enhance the Integrated Case Management System (ICMS) to support full digital case management and online hearings in criminal cases. The project includes the roll-out of high-quality video links, online case submission and management, and increased transactional services. Key considerations include user engagement, risks and resourcing, training and support, and evaluation and review.
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Criminal court business Civil court and tribunal business Online services and information Core infrastructure
About SCTS – Who we are and what we do
The Scottish Courts and Tribunals Service is a non-ministerial department established by the Judiciary and Courts (Scotland) Act 2008. Our statutory function is to provide administrative support to the Scottish Courts, devolved Tribunals and the Office of the Public Guardian (OPG).
Our purpose is supporting justice. We fulfil that purpose by providing the people, buildings and services needed to support the judiciary, the courts, tribunals and Office of the Public Guardian. We touch the lives of many people across Scotland administering justice the length and breadth of the country. We play a crucial role in delivery of the Scottish Government’s Vision & Priorities for Justice, which aim to build “a just, safe and resilient Scotland”. Our Corporate Plan 2017-2020 sets out the key outcomes we will deliver in order to fulfil our purpose and help realise the Government’s vision.
Our vision is to build a Stronger Courts and Tribunals Service focused on providing access to justice, maximising the benefits of technology and improving the service we provide to all users. All the work we do is underpinned by our core values of respect, service and excellence. Our people are skilled, motivated and committed to these key values and the behaviours that support them.
As we take forward an ambitious reform agenda we need to focus on changes that will deliver the greatest benefit. Our approach to digital innovation is based on sound principles, organised through clear priorities and managed with good governance – bearing capacity and affordability in mind.
Our Digital Vision – Executive Summary
Over the next 5 years the Scottish Courts and Tribunals Service will deliver an ambitious programme of reform, working continually to improve the administration of justice. This strategy sets out the key digital developments of that programme on which we will focus. Digital is not an end in itself – but it is clear that well targeted development and investment in digital technology can increase the effectiveness and efficiency of the services and support we provide to the judiciary, to all those who use our services and to those who work to deliver them.
To ensure that our work is well informed, developed and delivered this strategy is founded on three key principles that underpin our approach to digital development and investment. Our approach to digital will be:
Informed by policy and evidence; Developed with the right systems and infrastructure; Delivered with our people and partners.
Further detail on these principles can be found at pages 5-6.
The strategy identifies four priority areas – these are the areas in which digital innovation and development can deliver significant improvements to the administration of justice.
Criminal court business; Civil court and tribunal business; Online services and information; Our core infrastructure.
The bulk of this strategy (pages 7-16) considers these areas in turn – setting out why each is a priority; where we are at present; and what we will do to make progress – the key actions. A summary of the fourteen key actions set out under the four priority areas is provided below.
Criminal court business (priority 1, pages 7-10)
Our Approach to Digital – Key principles
Whilst the case for making greater use of technology to improve the administration of justice is compelling, it is crucial that we choose the right developments for the right reasons; that we plan and invest in them properly so they will succeed; and that we implement them in such a way that they are understood, adopted and used to the full.
Over the course of the next 5 years we expect to see a continuation in several trends that have emerged as we have started to take advantage of the benefits that technology can bring –
The shift from paper based to electronic processes will continue; Uptake of digital services will lead to a reduction in the number of people attending court and tribunal facilities – and to the frequency of visits required for those who do need to attend; The public expectation for information and advice to be available online and for services to be delivered digitally will continue to grow; Our understanding of what constitutes the “best evidence” to be presented in a hearing may change – as we consider both the role technology can play and the impact of appearances in person on particular groups – especially child and vulnerable witnesses; The desire of all particpants to move to electronic evidence presentation and virtual courts.
These are significant trends that could lead to quite fundamental changes to the way in which court and tribunal business is delivered over the longer term. For those reasons we have established three key principles that underpin our approach to digital development and investment – to ensure that all our activity is effectively informed, developed and delivered. As we take forward specific initiatives and projects over the coming years we will ensure that their development observes these principles, supporting the efficient and effective administration of justice and maximising the likelihood of success.
Our approach to digital will be:
i. Informed by policy and evidence
We do not begin with the notion that digital is “the solution” to the challenges we face in the abstract. We start from the position that we want to deliver the most effective and efficient service in the future – and consider what needs to be done in order to achieve that. We do this through a range of well-established and organised policy programmes, run in collaboration with other justice organisations. At present these include the Evidence and Procedure Review, the Civil Court Reform Programme and the Tribunal Reform Programme. The principal objectives for these programmes over the coming years are set out in the SCTS Corporate Plan. These, in turn, support delivery of the broader vision and priorities for Scotland’s justice system – agreed by the Justice Board for Scotland.
Each of our programmes brings together the right people to consider how the operation of the system can be improved – and the role that digital services and new technology could play in that improvement. They also consider the sequencing of activity, with a view to avoiding the risk that we invest in automating existing ways of working without asking whether they are as effective as they can be and whether the potential benefits of technology may require the way in which we do business to be reconsidered.
By taking this approach we ensure that digital development is informed by the needs of the judiciary and service users and that, we “innovate before we automate”.
Our approach to digital is informed by our broader plans and programmes of work
ii. Developed with the right systems & infrastructure
Having determined that a digital solution will help us achieve our goals we take a careful approach to design, - taking time to ensure that we develop and select the right systems, which will work effectively with our infrastructure – and that of other justice organisations and the public where appropriate.
In common with all central government bodies in Scotland, we will develop our new digital services in accordance with the Digital First Service Standard – a set of 22 criteria that all digital services developed by Scottish central government bodies must meet. This ensures that our systems are user- centred , accessible , and innovative. By following the standard we benefit from lessons learned in previous projects and promote the uptake of new services, ensuring they are both resilient and secure.
In addition to the criteria set by the standard we add the criteria that our systems must be transparent and just. It is a long established principle of the court system that justice must not just be done, but must be “seen to be done”. Transparency is crucial to a number of aspects of our work, so that both the process and the outcome of that process can be seen to have been properly discharged. This does not mean that business must continue to call in an open court in every case. It means that, as we develop new systems, we must be sure that they support the open administration of justice. In many situations an electronic record, message or process now provides greater transparency than a process carried out in a single court room, requiring personal attendance in order to witness it.
On a practical level ensuring that the changes we take forward are ones that our core IT infrastructure can support effectively is crucial if we are to be able to realise the benefits of innovation. Over the course of the past few years we have significantly improved that core infrastructure, securing Public Service Network (PSN) security accreditation by upgrading and modernising the network and core platforms that we use. Section 4.4 explains how we will continue to invest in that infrastructure as it is the, often unseen, bedrock required if we are to build an innovative approach.
iii. Delivered with our people and partners
As we introduce new systems and infrastructure we must never lose sight of the environment in which they will be used and those they will be used by – the judiciary, our staff, the legal profession, other justice organisations and the general public. We need to invest in their desire and readiness to make the most of new processes and systems as much as we invest in those systems themselves. With that in mind there are a number of key areas that we will assess throughout the development and delivery of all our work which involves new digital processes and systems (or the review and updating of existing systems):
User/customer engagement and communication will be embedded in our development process – a system must meet the needs of those it is intended to serve, so we need to listen to those needs; Risks and resourcing will be kept under constant review – delivering digital programmes is challenging and there is a track record of past difficulties in the public sector. We will take a managed approach to our work, delivering at a pace that balances the need for reform with the resources available and the capacity of our people and others to successfully realise change; Training and support is a key consideration throughout the development and roll-out of any new digital initiative – we must be sure that all those who will use it can use it to the full – and want to; Not all members of the public will be willing or able to use some of the digital services that may be developed – we will bear in mind the need for assisted digital support to be built into our work; Evaluation and review will be an ongoing process as we pilot, introduce and roll out new systems and approaches – so we can improve systems and learn lessons ahead of further reform.
Working in partnership is key to our success
A New Model for Summary Criminal Justice
The case for further reform of the summary justice system is strong. In 2015-16 approximately 52,000 trial diets called in the sheriff court but only 9,000 proceeded with evidence being led. In the same year it was estimated that some 460, witnesses were cited to give evidence but only 92,000 were required to do so. The propositions of the Evidence and Procedure Review seek to improve the operation of the system, putting stronger case management at its core, based around the following principles:
Wherever possible all pre-trial procedure should take place as part of a digital case management process, with court hearings only for contested pre-trial pleas or case management issues. Intermediate and trial diets should no longer be allocated when a not guilty plea is lodged. Trial diets should only be allocated (and witnesses cited) once the case management process is complete. Strong judicial oversight of the case management process should be applied to bring about more agreement of evidence where possible, and to ensure trials focus on what is truly in dispute. In those cases in which guilty pleas are tendered, there should be the option, where appropriate, for sentencing to be conducted without the need for the accused to appear in court.
Implementing this model would represent the most significant overhaul in our criminal justice process in living memory – and will take time. One of the key prerequisites will be the development of a cross justice solution for the handling of digital evidence. The Scottish Government is leading the development of this through the Digital Evidence Sharing Capability project. The objective of this project is to allow digital sharing of all evidence required to manage criminal cases – evidence would be captured once and made available, as appropriate, to all parties involved in a case. This has the potential to deliver significant efficiencies by:
removing delay by providing real-time access to evidence whenever and wherever required; enabling early case management hearings to take place; witnesses only being cited for trials that are likely to proceed; avoiding the repeat handling and storage of physical productions; and providing accurate audit logs for disclosure purposes i.e. who has seen what and when.
The project is still in the design stage – the timescale on which significant change can be achieved will be heavily dependent on its successful introduction and uptake.
Action 1– We will fully support the development and implementation of the Digital Evidence Sharing Capability (DESC) project – as a key prerequisite to reform of the summary justice system
The second significant change that will be required to realise this model is an enhanced digital criminal case management system. This will also be a major undertaking as the system will need to be able to facilitate full digital case management. For such a system to be effective it will need to be able to support communication between all parties to a case including the judiciary, prosecution, defence and court administrators. Ideally a system of this nature would provide the ability:
for participants to appear virtually via video link; for all parties to view the same version of the “electronic case file” with real time access to supporting case papers for the hearing in question; to simultaneously view and comment on any “digitised evidence” led at the hearing; and to store a record of the proceedings as part of the official court record.
In relation to more minor offences where guilt is not disputed such a system may also allow the accused to respond online to the charges made and for financial penalties to be administered by the court without any need for physical appearance.
There should be no doubt that the changes proposed represent a radical shift from the existing system – redefining access to justice based on a digital model as opposed to the current outdated processes. Implementation of this approach will require leadership and collaboration across the justice system. It will also require legislative change and significant investment up-front to create a faster, fairer system that can be delivered at a lower ongoing cost. And it will require a recognition that the costs and savings may not fall equally to any one organisation. The full realisation of this approach will extend beyond the 5-year span of this strategy – we believe it to be the best approach however – which will deliver a modern system meeting public expectation and at a lower public cost in future.
Action 2 – As the DESC project develops we will enhance our criminal case management system – ensuring it will be ready to support full digital case management and online hearings.
Improving processes and tackling case “churn” is at the very core of the proposals of the Evidence and Procedure Review. As it will take time to develop and introduce the proposed new model a number of other actions will be taken forward in parallel. A range of “ interim measures ” will be piloted over the coming year to identify reforms to the summary justice system capable of delivering improvement, which will be developed and implemented as part of our work to create a new “system model”. These pilots may further inform our digital agenda, but may also lead to practical improvements that can be introduced more quickly.
We will also ensure that our core infrastructure remains resilient, flexible and up to date – in order that it can accommodate new developments. Further information on our core infrastructure can be found at section 4.4. It is clear at this point that we will increasingly need to be able to support remote communications to realise the benefits of digital case management and hearings – and that effective video links will play a key part in that development.
Action 3 – We will complete the roll-out of high quality video links across our estate to allow the efficient handling of procedural business between courts, prisons and, in due course, police custody units.
Scotland’s Civil Courts – moving towards digital case management
Priority 2 Civil court and tribunal business
Our systems of civil and administrative justice exist to allow disputes to be addressed, rights asserted and specific actions ordered where appropriate. Around 80,000 civil cases were registered in 2017-18. Those turning to the courts and tribunals to seek help in resolving disputes want them to be resolved fairly, quickly and in a cost-effective way. There can be no doubt that the traditional system of civil justice in Scotland delivered fairness – over the past few years a programme of significant change has commenced – intended to improve both the speed and efficiency of that system, whilst maintaining the integrity and independence of which it can be proud. New technology will play a significant role in the success of that programme.
Where are we now?
Considerable reform has already taken place across Scotland’s civil justice system, with the recommendations of the – Civil Courts Review leading to the passage of Courts Reform (Scotland) Act 2014 – which also paved the way for the successful merger of court and devolved tribunals’ administration. These reforms created the first new judicial office in Scotland for over a century (the Summary Sheriff) and established both the Sheriff Appeal Court and the national Personal Injury Court.
Coupled with these structural changes the most significant review and reform of the rules governing civil court business in over a century is currently under way. The rules rewrite has led to the creation of the new Simple Procedure for lower level claims, which have been developed with the use of online transactions in mind. The process of reviewing and updating court rules across the civil sphere will continue, under the auspices of the Scottish Civil Justice Council – ensuring that future processes are designed to make best use of technology, as opposed to automating the current system. As the rules are rewritten they will support a move towards more active judicial case management.
Ensuring that we have the bedrock of a sound case management platform from which to build was essential if we are to realise the benefits of active judicial case management across Scotland’s civil courts and tribunals in the future. In 2016 our back office systems were upgraded with the launch of our new Integrated Case Management System (ICMS). ICMS currently provides the “back office” support for the processing of civil business in Scotland’s 39 Sheriff Courts, the Sheriff Appeal Court and the All- Scotland Personal Injury Court. Since its launch we have continually developed the system to build on its initial functionality – and are now looking to deliver greater levels of integration for broader and more specialist areas of civil business. ICMS provides us with a critical platform for the development of civil business in the future, paving the way for increased use of online services.
Over the period of this strategy we will see the introduction and growth of online management of procedural steps in both civil and administrative business. This will reduce the need for physical attendance at a court or tribunal at those hearings where it is genuinely necessary. Online submission of cases will be introduced, active judicial case management through the ICMS system will become the norm and increasing use will be made of digital evidence presentation for cases that do call in court and in tribunal hearings – making use of the electronic case file developed by the system.
To deliver on these ambitions we have developed the Civil Online – a customer-facing portal providing access to the case papers, linking these with the procedural and programming information that already makes up the backbone of ICMS. Civil Online was launched in March 2018, allowing the parties to a Simple Procedure case, or their representatives, to track details of the case online – to check whether the case has been contested and to view the dates of any scheduled hearings in the case. The system has been optimised for use on PCs, tablets and phones.
Civil Online will be extended from 2019 onwards – marking the beginning of cases being fully documented in a digital case file , with the ability to submit a case electronically. Those using Civil Online will be able to complete an online claim form, submit all supporting documents and pay their fees online. Court staff will be able to use this form to effect service on the respondent(s) and be able to account for fees paid online. Sheriffs will be able to view the electronic case file that will enable them to make decisions in both chambers and the court room. Over time a greater proportion of procedural steps will be capable of being carried out without the need for attendance in court, with the system notifying parties and supporting online management of the case. “Virtual hearings” where parties “appear” by audio or video conference will minimise the need for appearance in person.
In conjunction with the Scottish Civil Justice Council we will set out a timescale for the extension of Civil Online and digital case files across all other types of civil action including appeals, commercial and family including divorce and child protection actions.
Action 6 – We will continue to invest in the development of the ICMS system, introducing online case submission and management – commencing with Simple Procedure cases ahead of a phased roll-out across the full range of civil court business in the sheriff court.
The ICMS system has been designed specifically with reuse in mind. As a case management platform it provides a number of core business functions that need to be carried out in order to manage most court and tribunal processes effectively – including:
High quality document management allowing papers to be collated into an “electronic case file”; Calendar, caseload & scheduling tools for allocating and communicating hearing dates & venues; Case management tools, allowing procedural decisions to be taken, recorded & communicated; Data analysis and the production of management information reports; and The ability to process fees and caveats where required.
Once the roll-out of Civil Online across Sheriff Court business has been completed we will review the potential of the system to act as our core case management platform. Provided that review confirms this approach we intend to use the platform provided by ICMS to migrate the broad range of case management systems we currently operate across courts and tribunals – creating a modern, streamlined approach to case management. This process will be iterative – learning lessons from one migration to the next. Its pace will be influenced by the availability of resources to manage and introduce new systems effectively – something which requires training and communication in addition to system development and testing. We will prioritise this process of migration – ensuring that those systems that will benefit most take priority – starting with the Court of Session and moving to a range of devolved tribunal jurisdictions and to the Office of Public Guardian.
Action 7 – We will use the platform provided by ICMS to enhance our digital case management capabilities in the Court of Session, followed by the devolved tribunals and OPG on a phased basis
- supporting the further roll-out of online case submission and active judicial case management.
In developing our systems and infrastructure we need to be conscious of the fact that Scotland’s devolved tribunals have particular ways of working, which can be supported through effective use of technology. Tribunals and their panel members often work remotely – their judiciary are principally part-time and the operating practices of each tribunal vary in order to provide the greatest level of accessibility and support to those who use them. Bringing the administration of devolved tribunals into the SCTS has created the opportunity to develop more effective, secure and innovative resources and systems to support the delivery of administrative justice. We have already developed an innovative, child-friendly website for the Additional Support Needs jurisdiction of the Health and Education Chamber of the First-tier Tribunal for Scotland – and are piloting a new approach to the secure provision of case papers for a number of tribunal members across Scotland.
Action 8 – We will use technology to enhance and support the work of Scotland’s devolved tribunals, recognising the need to develop approaches that support the tribunal judiciary as they deliver justice across a wide range of locations and operating models.
The appetite for a service of this nature underscores the importance of providing case information in a format that can be accessed digitally. Moving from the ability to access such information to a position where more of the administration of cases can be carried out online has significant potential benefits for both SCTS and those using its services.
Across the broader range of services administered by SCTS we will continue to review those that are capable of supporting online transactions with a view to introducing these. In particular, we believe that the payment of fees and fines is a core transaction that should move towards online processing as fully as possible – as this offers efficiency and security benefits for both customers and the organisation.
The introduction of our Integrated Case Management System will increasingly allow fees to be paid as an integral part of the application process. In relation to fines some legislative constraints currently exist which preclude certain road traffic offences from online payment – we are working with the UK and Scottish Governments in order to remove those constraints.
Action 9 – We will continue to increase the range of transactional services that we make available online, introducing the ability to pay court fees via the ICMS system and extending the ability to pay fines online to all fine types, removing the restriction on online payment in cases where a driver’s licence requires endorsement.
Whilst we currently offer a range of advice and information to jurors online, there is scope to improve the service so that communication, attendance and the payment of expenses are co-ordinated through an online hub – providing convenience to jurors, more accurate information for court administrators and increased speed and security in the payment of expenses.
Action 10 – We will develop a jurors’ hub – creating a one stop shop for jurors to access online – providing information on their role, attendance and supporting claims for expenses.
As an organisation our span of responsibility has grown over the past 5 years, through changes in policy and the merger of the administration of Scotland’s courts and devolved tribunals to create the SCTS. Whilst we continually update the content published on our websites to ensure it remains relevant and up to date the organisation has inherited a range of different sites, many of which were developed by other organisations. There are a variety of underlying technologies and hosting partners involved in the current development and maintenance of these sites.
Consolidation of our “web estate” has the potential to improve consistency, ensure that high security and design standards are met and to provide value for money as we develop and maintain our online advice, information and services over the coming years.
As we consolidate the maintenance and hosting of the sites we have the opportunity to redesign those sites where appropriate – providing more intuitive advice and information services that will allow users to quickly find the right information and seek a speedier resolution of their dispute. We have already launched several new websites for devolved tribunal jurisdictions – and plan to pilot our new approach in the development of the Mental Health and Social Security Chamber websites which will be developed towards the end of 2018.
Action 11 – We will consolidate our web presence, reviewing and updating sites on a prioritised basis – including a full upgrade of the core SCTS website to ensure it provides high-quality access to information, advice and services.
Current Internet use in Scotland (source – Scottish Government Digital Strategy)
Priority 4 Core infrastructure
In the past the majority of our business has been delivered through hearings conducted in court and tribunal buildings – which provide effective, secure and accessible venues in which justice can be administered. We continue to use that physical infrastructure to good effect, but if we are to increase the digital delivery of services we must ensure that our core digital infrastructure is also effective, secure and accessible.
In addition to paving the way for services to be delivered in more effective ways our core infrastructure forms a key part of the backbone which keeps SCTS running every day. As the judiciary and staff of the SCTS work to improve the administration of justice we must ensure they have the tools to do so – supported by a flexible, resilient infrastructure through which they can transact, communicate and administer the business.
Where are we now?
Over the past 5 years we have invested significantly in addressing long-standing “technical debts” – upgrading out-of-date infrastructure which, whilst still functional, did not provide a firm foundation for a step change in digital delivery of services. Some of the key activities completed include:
A complete upgrade of our local and wide area networks – ensuring that they are fit for the future; A consolidation of our data centres , and upgrade of all key infrastructure components, leading to improvements in efficiency and resilience; An ongoing “ courtroom technology refresh ” programme – ensuring that the hardware used in courts across Scotland is up to date and that those using it are confident in doing so; Securing and retaining Public Service Network accreditation – demonstrating that our infrastructure and associated policies and processes meet rigorous, independently set standards in relation to security and data handling, which are regularly reviewed.
Whilst much of this work has taken place behind the scenes it has brought a number benefits – both to those working in SCTS and those using its services. Our core network is fast, stable and resilient. We have been able to build on it – providing Wi-Fi access to the judiciary, staff and professional court users
The need to balance accessibility and flexibility with resilience is an ever present tension in this area – as we seek to capitalise on the benefits an enhanced infrastructure can bring without introducing new risks. In order to support remote working we have established a secure Virtual Private Network (VPN) allowing the judiciary and staff to remotely access our network from SCTS devices – to work securely “on the system” regardless of their location.
Whilst these developments are significant, further investment and reform will be required if we are to deliver the priorities set out in the preceding sections. We have identified several key actions in the early period of this strategy. Once delivered we will continue to review the suitability, capacity and resilience of our infrastructure – to ensure it can support our ambitions – introducing further changes if required – and as resources allow.
Maintaining a modern infrastructure is fundamental to providing digital services that the public can trust
Realising our priorities – how this strategy will be delivered
This strategy contains an ambitious list of actions brigaded under four key priority areas. By taking these actions forward SCTS can demonstrate delivery of the outcomes set out under strategic priority 6 (Digital Innovation) of its corporate plan, alongside the delivery of a number of other significant outcomes that will improve our services and the support provided to our staff.
Successful delivery will require us to have:
the right governance – to oversee and deliver our priorities; the right culture – to create an environment in which we can develop and succeed; and the right skills – to be able to develop, deliver and continually innovate the services of the future.
Overall responsibility for delivery of this strategy rests with the SCTS Board. Specific actions outlined in the strategy will be prioritised and delivered over the period of the strategy. Implementation of these will be led by SCTS staff under the authority of the Chief Executive.
A structured approach is taken to managing major change projects in the SCTS, based on best practice. Significant change projects will be categorised as “corporate projects” and will be required to establish sound, costed plans before work commences. A robust process of project reporting and monitoring is used to ensure both progress and expenditure are properly controlled and exceptions highlighted and managed. Major projects report to both the SCTS Board and the relevant programme of which they are a part, allowing the organisation to maintain effective oversight of the key actions set out in this strategy and to keep under review whether we are on track to deliver them.
The Strategy will need to be flexible as business priorities and other factors can change our focus. The SCTS Executive Team will periodically review whether the activities set out remain relevant, are properly prioritised and achievable. It will also ensure that our approach remains aligned with that of other justice bodies – supporting the vision and priorities for the justice system as a whole.
Successful implementation of this strategy will require it to be owned and delivered across SCTS. Our leaders, managers and staff all have a role to play in supporting the actions proposed. Whilst the IT function will play a key role in a number of the technical and infrastructure developments, the strategy is much broader than a plan for the work of the IT Business Unit – and will create new ways of working across traditional teams and units. New systems and ways of working facilitated by technology provide the opportunity to change the way in which we work across the organisation – where that is the case we will take a flexible approach to manage both the opportunities and challenges that arise.
We need to support our people as digital innovation changes the way we work, where we work, how we organise our work, the tools we use and how we communicate. A rapid pace of change can be the norm when working with digital technology – and while this allows us to rationalise and innovate it creates the risk that we leave people behind.
A key step in avoiding that risk will be to ensure that the changes we make demonstrably improve our systems and processes – both for those using our services and those administering them. As we deliver on this strategy we need to find ways for people to use more of the digital skills they have developed in their daily lives, as approaches that make use of these will be embraced and effective.
New technology will only be successful if our people are engaged in its development and skilled in its use
Our People Strategy identified that we will only make a success of new systems and technology if our people have the skills to exploit them:
The need for increased digital literacy generally, coupled with specialist service delivery and support within corporate functions, must inform our recruitment and development agendas over the coming years. Improvements to succession planning and skills matching regimes will be required to ensure we can move at the pace of the change. (p10)
As the way in which we learn, develop and improve (both as individuals and as an organisation) evolves to exploit the use of technology our approach must be one that is supportive. Our focus must be on learning and development – to ensure that our people understand and are eager to get the most out of new approaches – not just on training to ensure people can use new systems.
At the organisational level we need to ensure our medium and long term approach is one that creates a supply of people who are willing to lead and innovate in this new environment – and that our approach to each and every change is one that is carefully planned, well-executed and brings benefits for all those involved. To achieve these goals we need to ensure that we are:
Attracting people who want to work in digital. We want SCTS to be an employer where staff (existing or new) can start and develop a digital career. We need to highlight the unique opportunities available over the coming years in order to develop and attract people who can help us to realise the ambitions set out in this strategy – and be both advocates and leaders of change.
Creating opportunities for people across the organisation to lead and be involved in digital initiatives. We need to think carefully about how we develop and create a digital culture. That means giving people permission to experiment, work across teams and supporting them to take risks. We need to create space for experimentation and learn from the approaches we use to developing new systems – such as agile.
Giving people the time to learn and adapt to new systems and ways of working – many good systems have failed in organisations because the organisation (and its people) have not been ready for them. We must invest at least as much time, effort and expertise into ensuring that the judiciary and our staff:
o Understand the need for change; o Are allowed to become familiar with new systems before they are launched; and o Have the ability to influence the development of new systems and to suggest improvements once they are in place.
Collaboration across the organisation will be necessary to ensure we develop the skills required, as we embark on a major programme of change which has the potential to significantly improve the administration of justice over the coming years.
