Chief Justice Toal Highlights Accomplishments for SCJD Staff
The South Carolina Judicial Department under the leadership of Chief Justice Jean H. Toal has made great strides in achieving its goal of integrating technology at every level of court. Chief Justice Toal highlighted the accomplishments and shared her vision for the upcoming year with the SCJD Staff on Monday, November 4, 2002.
The scorecard below demonstrates the gains achieved as well as the plans for the upcoming year.
|AREA||Prior to 2001||FY 2001||FY 2002||FY 2003|
|Website||Nonexistent before going live with results of the Bar exam in October 2000||Overview information including general descriptions, judges biographies, contacts, locations; Supreme Court and Court of Appeals Opinions; Orders; Advance Sheets; CDR Codes; Searches; Court Register; Web links||Publishing of court calendar including scheduling of judges, court reporters and terms of court; Web presence for every County Clerk of Court; Electronic Monthly and Quarterly Reports; Listserv for Circuit Court Judges; Selected as one of the most notable documents of 2001 by SC State Library||Current manuals including Criminal Trial Benchbook, Clerks Manual, Magistrates Benchbook; Forums for Family Court Judges; Internal Judicial Directory Reference System; Posting of employee benefits for info and reference; Posting of Appellate case issues as part of online rosters; Posting of rosters online for county Clerks of Court|
|Disciplinary Counsel||Used index cards and manila case folders||Attorney Grievance case mgt system; Judicial Grievance case mgt system||Ongoing system operations, enhancements, maintenance and support||Process re-engineering to better leverage case management systems|
|Supreme Court and Court of Appeals||Opinions and Orders published in hardcopy only; Caseload reports developed manually; Court rules managed and updated in hardcopy format||Opinions and Orders published on the web; Bar Admissions application form downloadable from web; Caseload reports generated by Appellate Case Mgt System (CMS); Court rules web-database system developed||Initial imaging/archival system implemented at Supreme Court and Court of Appeals; Statewide legal research contract engaged for all SC judges||Revamp bar admissions application and internal processes as preparation for an automated bar admissions system next year|
|Trial Courts||Many County Clerks of Court offices did not have web capable computers; Judges and clerks used dial-up modems (some from fax lines)||Judges and staff in largest counties connected to county WANs; CMS pilot counties selected (Greenville, Pickens and Richland)||Solicitors Differentiated Case Management implemented in several judicial circuits; Connect judges and staff to county WANs; County Clerks of Court received 4 desktop PCs, 1 laptop and 1 network printer as well as technology and CJIS training (Byrne); Statewide court case management system COTS selected and began customizations for SC||Connect judges and staff to county WANs; Deploy statewide CMS in 5 counties; Develop direct interface with SLED for dispositions, protective orders and warrants (NCHIP)|
|Probate Judges||Few judges could afford legal research||Negotiated very economical legal research rates for the Probate Judges Association||E-mail addresses established for Probate Judge||Electronic caseload reporting will replace the current manual reporting process; Homeland security issues being explored|
|Court Administration||All correspondence was issued in paper form; Audits were done manually||Email and the website have become a primary communications mechanism; Exception reports have been automated for auditing purposes; County Clerks of Court are transmitting Circuit and Family case load reports electronically||Publishing, printing and postage for monthly, quarterly and annual reports as well as the court calendar were eliminated by publication on the website and/or intranet||Magistrate Benchbook, Clerks of Court manual and forms published online|
|Information Technology||Technology deployed was basic and primarily supplemental to court operations; Requirements determination, support and training were done with little organization; Numerous products were licensed and supported for a single function including word processors, email, browsers, legal research||Systems Integrator was engaged; Project management methodology established; Call logs established at Help Desk; Training curriculum begun (First Fridays); Communications begun with statewide meetings, task forces, conferences and newsletters; National exposure at NCSC CTC7 and Conference of Chief Justices; Weekly status reporting on all IT efforts begun||Infrastructure reconstruction to support bandwidth, security, storage and processing needs for the SC Courts; Migration to a single word processor (Microsoft Word), email (Microsoft Outlook) and web browser (Microsoft Internet Explorer) and legal research provider||Call center system implemented; Assist counties in establishing WANs; Ongoing technology training for SCJD personnel: judges and staff|
|Federal Grants||None||Byrne Grant; Court Improvement Program Grant (CIP); National Criminal History Improvement Program (NCHIP); Total federal funds received was nearly $1.2M||With Senator Hollings assistance, SCJD has received $3.2M Crime Identification Technology Act funds; SCJD has follow-on of $1M Byrne Grant Funds; NCHIP and CIP grants were also received; Total federal funds received were approximately $6.5M for 2001 & 2002||Because of the technology initiatives, SCJD is positioned to compete for these federal funds this year and in the future|
|Collaboration||Minimal on an as needed basis||County Clerks of Court; SLED; DPS; SCDC; PPP; DOR; DSS; County Governments; Solicitors; Public Defenders; SC Bar ; County IT; SC Office of CIO||Plan on continued collaboration; Non-technology oriented efforts are also resulting from this collaboration such as the Richland County General Sessions Backlog Reduction project with Judge Henry Floyd||Problem solving with the primary state and local criminal justice agencies continues|
|Intangibles||Technology vision and direction was undeveloped||Clear technology vision has produced a fundamental change in the culture of our organization including: Employee self confidence; Quality of work; Communications; Meeting of deadlines; Teamwork; Self-ownership; Commitment; Belief in self and SCJD leadership||Staff self-initiating their working nights, weekends, holidays to achieve results; Exposure on a national level - Keynote speaker for SC Center for Digital Government Conference and interview of Chief Justice conducted by Center for Digital Government; Minimal standards and quality of service and deliverables are increasing||Malcolm Baldrige criteria beginning to become engrained in the SCJD culture and work environment|
|Staffing||SCJD is already lean compared to other states||Project management disciplines established||Several staff positions saved due to greater efficiencies||Satisfaction of staff is the focus|