Northern Mariana Islands
ST R AT EGIC PLA N 2018-22
T h ir d -Yea r A ssessmen t R epo r t Just ic e-Eq ua l it y -Fa ir n ess
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TABLE of CONTENTS Strategi c Planni ng Leadershi p Com m i ttee
3
Message from the Com m i ttee
4
Vi si on and Mi ssi on Statem ents
6
Goal 1
Mai ntai n Fai r and Effi ci ent Case Flow and Ti m e Standards
10
Goal 2
Ensure Access to Justi ce
20
Goal 3
Develop and Support Speci alty Courts
28
Goal 4
Im prove Technology and Court Data System s
36
Goal 5
Prom ote a Modern and Professi onal Work force
46
Goal 6
Increase Com m uni ty Engagem ent
54
Goal 7
Renovate Gum a?Husti si a, Rota Centron Husti si a, and Kotten Ti ni an
60
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STRATEGIC PLANNING Leadership Committee
Just ice John A. Manglona, Chief Just ice Alexandr o C. Cast r o, and Just ice Per r y B. I nos
StrategicPlanning Team Pr esiding Judge Rober t o C. Nar aja
Car men V. Bor ja, Law Cler k
Judge Kennet h L. Govendo
Emily Dombr owski, Law Cler k
Judge Joseph N. Camacho
Br endan Layde, Law Cler k
Judge Ter esa K. Kim-Tenor io
Rochelle Vazquez, Law Cler k
Judge Wesley M. Bogdan
Gr egor y Cenac, Law Cler k
Sonia A. Camacho, Dir ect or of Cour t s
Br anwen Fr ances, Law Cler k
Nor a V. Bor ja, Deput y Cler k, Supr eme Cour t
Rober t Mang, Law Cler k
Judy T. Aldan, Cler k of t he Supr eme Cour t
Rellani Ogumor o, Law Cler k
Pat r ick M. Diaz, Cler k of t he Super ior Cour t
Jack Robinson, Law Cler k
Hyun Jae Lee, Gener al Counsel
Alan Gudino, Law Cler k
Josephine Est r ada, Judicial Assist ant t o Just ice John A. Manglona
Obiobodo Onyeoziliname, Law Cler k
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Message from the STRATEGIC PLANNING Committee Hafa Adai and Tirow Wóómi, In 2016, members of the Judiciary and other external stakeholders met for a conference to develop a Strategic Plan. Over the next two days, this large working group discussed and surveyed many areas of improvement including access to justice, court system time standards, language access, and community outreach. The result was a five-year Strategic Plan, to start in 2018, that outlined the Judiciary?s future goals. Each goal addresses concerns discussed at the Strategic Plan Conference and then breaks down the goal into several strategies and projects necessary to achieve those goals. Since implementing the Plan in 2018, several events have rocked our local courts and the community. On October 21, Super Typhoon Yutu decimated parts of the islands, including the Guma? Hustisia and Kotten Tinian. As a result, those courthouses have undergone significant repairs. Of particular concern was the Guma Hustisia?s Heating Ventilation Air Conditioning System, which shut down due to its age. Thus, the Judiciary?s main physical operational space was shut down, and staff were displaced and operating out of alternate court sites. Slowly, as repairs were made, parts of the courthouse have opened and services out of the Guma? Hustisia have been restored.
The Novem ber 2016 Professional Developm ent Conference brought Judiciary st aff under one roof t o draft t he 5-year plan.
In the meantime, the Strategic Plan Committee members have been hard at work. Time standards for trial and appellate court decision-making have been assessed and revised based on the recommendations of the 2008 Van Duizend Report. The Language Access Policy Plan has been implemented and several trainings have taken place for both potential interpreters and staff. All case types have been transferred to an online electronic filing system. The Judiciary continued to host and participate in community outreach events including the High School Mock Trial Competition, Judges and Justices in the Classroom, and the Law and the Freshman Legislator. The Judiciary will continue to follow the structured Strategic Plan as it takes the next steps under each goal.
-Justice John A. Manglona
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Guma ' Hust isia
Ro t a Cent r o n Hust isia
Ko t t en Tinia n
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V ISION A fast, fair, and just system of courts and services tailored to provide open access and maintain the equitable administration of law.
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M ISSION To ensure an independent judiciary that provides impartial, timely, responsive, and accountable judicial services focused on the continuous pursuit of judicial excellence.
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Strategic Plan
GOALS
Superior and Supreme Court Law Clerks attend a Strategic Plan Committee meeting in March 2021.
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Goal No. 1 Fai r an d Ti m el y Case Resol u t i on Efficiency in the judicial process is critical to obtaining justice, ensuring community trust, and protecting parties' rights. The underlying requirement for judicial efficiency is consistent excellence in caseflow and time standards. Excellence in caseflow encompasses procedural fairness, respectful treatment of parties, impartial case processing, clear explanations of court proceedings, and a fair and timely resolution of pending matters. Time standards must be consistent across cases and proceedings as well as made readily available to parties and the community. Time standards should be reviewed regularly to ensure compliance with best practices and responsiveness to the needs of the Judiciary and the community. Internal processes should be streamlined to ensure consistency and timeliness across the Judiciary. W ith the advent of electronic filing and online technologies, there is an imminent opportunity to streamline case filings and enhance internal efficiencies. A timely move to new technologies requires internal and external education, which will result in enhanced efficiencies and smoother caseflow. Str ategies 1.1 Develop consistent internal Standard Operating Procedures and Time Standards for each division of the Judiciary 1.2 Reduce case backlog 1.3 Analyze calendar structure 1.4 Revise procedural rules to improve case flow management 1.5 Improve Differentiated Case Management and Channeling of Cases into Optimal Resolution Paths 1.6 Develop Methods to Share and Provide Additional Resources to Court Officers who Support Judiciary Operations
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St rat egy 1.1
Develop Consist ent Int ernal St andard Operat ing Procedures and Time St andards for Each Division of t he Judiciary
The Superior Court has developed time standards to balance the Judiciary's financial constraints with public demand for court matters to be resolved promptly. It carefully reviewed and considered issues relevant to case age, including time standards, efficiency within the Superior Court, and the proper administration of justice. The Superior Court Committee recommends adopting the 2008 VanDuizend Report recommendations as to the length of the time standards. It recommends altering the tiers, however, implementing a 3-tiered 75-90-98 standard, as Guam does, rather than the 75-90-100 standard proposed in the report. This
(right to left) Presiding Judge Roberto C. Naraja with Superior Court Clerk of Court Patrick Diaz and Law Clerk Robert Mang presenting updates on Goal No. 1.
standard accounts for a small number of cases that will prove too complex or experience delays even within the longest time standard. Under this tiered approach, the Superior Court anticipates that the least complex cases will be resolved within the first tier and the most complex within the third tier. Some cases, ideally 2% or less, will be too complex or encounter too many delays within the 15-month time standard. The Committee therefore recommends the following time standards for each case type on page 12.
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Table 1: Committee Recommended Time Standards Type of Case
Pr ocedu r al St ages Cover ed
Pr oposed Tim e St an dar ds
Cr im in al Felony
Initial Appearance to Sentencing
75% concluded within 9 months 90% concluded within 12 months 98% concluded within 15 months
Misdemeanor
Initial Appearance to Sentencing
90% concluded within 4 months 98% concluded within 6 months
General Civil
Filing of the Complaint to Judgment
75% concluded within 12 months 90% concluded within 18 months 98% concluded within 24 months
Small Claims
Filing of the Complaint with perfected service to Judgment
90% concluded within 6 months 98% concluded within 12 months
Appeal of Administrative Orders
Filing to Decision
90% concluded within 6 months 98% concluded within 12 months
Probate of Estates
Filing to disposition
Uncontested cases 98% concluded within 6 months
Civil
Contested cases 90% concluded within 18 months 98% concluded within 36 months Fam ily Divorce
Filing to initial dispositional order
Uncontested 98% concluded within 2 months Contested 90% concluded within 6 months 98% concluded within 12 months
Juvenile
Filing to initial dispositional order
90% concluded within 6 months 98% concluded within 12 months
Payables
From ticketing to sentencing
98% concluded within 2 months
Non-payables
From ticketing to sentencing
98% concluded within 12 months
Tr af f ic
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The Supreme Court has also assessed time standards for appeals. Timelines of appeals vary by case. Generally, the life of a case on appeal starts with the Notice of Appeal, then submission of briefs, followed by oral argument, and concludes with an opinion. Appeals are governed by the NMI Supreme Court Rules. The Supreme Court has its own Internal Operating Procedure (IOP) that sets a goal of disposition of an appeal of six months from oral argument. See 2014-ADM-0003-MSC. The Court plans to develop the IOP publication time standard and convert that standard to a rule. Generally, the Supreme Court has not been able to publish in accordance with the 2008 VanDuizend report?s proposed standard of 12 months from the notice of appeal. Table 2 indicates the percentage of cases disposed of in certain time periods and how long it took to dispose the case in reference to two timelines: from notice of appeal to disposition and from oral argument to disposition. Table 2: Supreme Court Timeline of Published Cases Year
Pr ocedu r al St ages Cover ed
2015
Not ice of Appeal t o Disposit ion
Or al Ar gu m en t t o Disposit ion
Tim e St an dar ds
63% of cases were disposed of within 12 mos.
56% of cases did not have OA 25% of cases were disposed of within 6 mos. after OA
37% of cases were disposed of after 12 mos.
13% of cases were disposed of between 6-12 mos. after OA 6% of cases were disposed of a year or more after OA
2016
Not ice of Appeal t o Disposit ion
Or al Ar gu m en t t o Disposit ion
Tim e St an dar ds
50% of cases were disposed within 12 mos.
46% of cases did not have OA 7% of cases were disposed of within 6 mos. after OA
50% of cases were disposed after 12 mos.
11% of cases were disposed of between 6-12 mos. after OA 36% of cases were disposed of a year of more after OA
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2017
Not ice of Appeal t o Disposit ion
Or al Ar gu m en t t o Disposit ion
Tim e St an dar ds
29% of cases were disposed within 12 mos.
29% of cases did not have OA 45% of cases were disposed of within 6 mos. after OA
71% of cases were disposed after 12 mos.
23% of cases were disposed of between 6-12 mos. after OA 3% of cases were disposed of a year or more after OA
2018
Not ice of Appeal t o Disposit ion
Or al Ar gu m en t t o Disposit ion
Tim e St an dar ds
33% of cases were disposed of within 12 mos.
50% of cases were did not have OA 5% of cases were disposed of within 6 mos. after OA
67% of cases were disposed of after 12 mos.
28% of cases were disposed of between 6-12 mos. after OA 17% of cases were disposed of a year or more after OA
2019
Not ice of Appeal t o Disposit ion
Or al Ar gu m en t t o Disposit ion
Tim e St an dar ds
56% of cases were disposed of within 12 mos.
31% of cases did not have OA 56% of cases were disposed of within 6 mos. after OA
44% of cases were disposed of after 12 mos.
13% of cases were disposed of between 6-12 mos. after OA None of the cases were disposed of a year or more
2020
Not ice of Appeal t o
Or al Ar gu m en t t o
Tim e St an dar ds
100% of cases were disposed
No oral arguments were held
We aim for our time standards to be consistent across the board. However, factors such as public health, natural disasters,technological capabilities, and the need for sufficient staff and adequate funding affect when a case is completed. Since 2018, the Judiciary has experienced a super typhoon, the breakdown of its HVAC system, and a global pandemic. Through it all, the Judiciary operated out of multiple alternate sites and worked tirelessly to ensure the community had direct access to justice. To do so, the court implemented uniform video conferencing using MicrosoftTeams for meetings, conferences, and hearings, increased broadband capacity, and distributed laptops to court staff. All of these measures aimed to facilitate timely progression of cases and administration of justice. Over the next two years, the Judiciary intends to hire additional staff and solidify the court?s time standards. It plans to use American Rescue Plan Act (?ARPA?) funding for the Judiciary?s broadband and technology needs. Otherwise, the Judiciary will identify other barriers to fair and efficient case flow and continue to provide meaningful, equal access to justice.
St rat egy 1.2 Reduce Case Backlog
The Superior Court is developing a In the Supreme Court, process to track cases to ensure time standards are met. It would like to adopt an automated process using existing technology because it would ensure cases are accurately tracked. Members of the bar frequently develop discovery schedules and case timelines that do not align with the Judiciary?s time standards. Parties request to postpone hearings and extend deadlines. But the Superior Court will strive to bring all practices in line with time standards so cases move at a faster pace with fewer continuances.
several
factors contribute to the backlog of cases, including the failure of appellate parties and court staff to adhere to deadlines and transcript delays. Transcribers often experience delays due to poor recording or personal issues (including health issues and funeral events). Despite delays from extensions, however, the Court has reduced case backlog. Since 2015, the Court significantly reduced the time cases are pending on appeal, resulting in a majority of cases being published within 6 months of oral argument. For example, on January 1, 2021, the Court had 7 pending cases under advisement, of which 4 were published within 6 months of oral argument.
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Table 3: Strategy 1.2 Accomplishments and Next Steps Pr oject
Descr ipt ion
Accom plish m en t s
Au t om at ed Tr ack in g Process for tracking cases
Next St eps Research feasibility of automated process using existing technology Acquire additional technological services and equipment.
St af f in g
Additional staff needed to accommodate larger caseload
Hire additional staff to resolve outstanding cases along with newly filed cases.
St rat egy 1.3 Analyze Calendar St ruct ure
Superior Court Judges meet
daily with their law clerks to monitor case
progress. The Presiding Judge plans to meet monthly with Associate Judges to monitor the Superior Court's progress toward time standards goals.
Supreme Court Justices and
law clerks meet weekly to discuss cases and
deadlines, which have proven to be effective in moving cases and other matters forward. Over the next two years, the Court will continue holding weekly meetings and adjusting its calendar structure. Table 4: Strategy 1.3 Accomplishments and Next Steps Pr oject
Descr ipt ion
Su per ior Cou r t Calen dar St r u ct u r e
Daily meetings to monitor cases.
Su pr em e Cou r t
Meetings with law clerks to monitor case status.
Calen dar St r u ct u r e
Accom plish m en t s
Next St eps Presiding Judge will meet with Associate Judges monthly to monitor case flow.
During most of 2020, justices and law clerks met daily to discuss case updates.
Devise repercussions for judges and justices who unreasonably fail to meet deadlines.
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St rat egy 1.4 Revise Procedural Rules t o Improve Caseflow Management The Superior Court expects that the Supreme Court will issue an administrative order, to be supplemented by internal polices, adopting the time standards with the associated case flows. No changes are anticipated to the NMI Rules of Civil Procedure but the Rules of Criminal Procedure are currently being reviewed by the Supreme Court. At the beginning of each criminal case the presiding judge issues a case management order which includes a timeline of pre-trial steps. Judges will continue to have wide latitude to modify the order as the needs of the case dictate. The criminal case management order will be updated to reflect case flow and time standard goals. Civil case management orders are created through a more flexible process and often drafted by the parties. The proposed case flows for civil cases will be integrated into that process.
In the Supreme Court, the life of a case on appeal is illustrated by the timeline in Strategy 1.1, which is comparable to that of other jurisdictions. The procedural rules in place are sufficient, the Court need only require strict adherence in the future to limit delays.
Table 5: Strategy 1.4 Accomplishments and Next Steps Pr oject Su per ior Cou r t Case Flow
Su pr em e Cou r t Case Flow
Descr ipt ion
Accom plish m en t s
Process that allows cases to proceed through the court system at the proper rate. Process that allows cases to proceed through the court system at the proper rate.
Next St eps Evaluate current case management practices. Integrate time needed for jury polling.
Followed comparable timeline for appeals.
Strict adherence to current appeal timeline.
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St rat egy 1.5 Improve Different iat ed Case Management and Channeling of Cases int o Opt imal Resolut ion
(divorce or neglect/abuse), and traffic cases. Case flows need to be developed for the administrative appeals and probate cases.
The Superior Court has different
The Supreme Court'stime
timelines for criminal and civil cases; criminal cases are divided into misdemeanors and felonies. As discussed in Strategy 1.4, the Court already has a time standard strategy in place for criminal cases. The same process will apply to civil cases going forward.
standards do not differentiate between criminal and civil cases. According to the IOP, all cases must be published within 6 months from oral argument. [statement re improvement]
Separate criminal time standards exist for probation revocation and juvenile delinquency. Within the civil docket there are case flows for small claims, family
Table 6: Strategy 1.5 Accomplishments and Next Steps Pr oject Su per ior Cou r t Case Ch an n elin g an d Opt im al Resolu t ion
Su pr em e Cou r t
Descr ipt ion Case flows for specific case types.
IOP requiring all Case Ch an n elin g an d appeals to be published within 6 Opt im al Resolu t ion months of oral argument.
Accom plish m en t s Case management orders for criminal cases.
Next St eps Case management orders for civil cases. Develop case timelines for administrative appeals and probate cases.
Published many cases Continue meeting within 6 months of time standards. oral argument.
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St rat egy 1.6 Develop Met hods t o Share and Provide Addit ional Resources t o Court Officers who Support Judiciary Operat ions
This particular strategy requires the implementation of new technology to streamline case filings and remedy internal efficiencies. As a result, and with the advent of the global pandemic, the Judiciary worked with its filing and service provider to ensure all case types, with few exceptions, are capable of being electronically filed and served. This resolved many of the inconsistencies that came with manual filing and cases now proceed at a faster pace. Other
enhancements
of
technology
include employee-issued laptops, which court employees are now able to use to work from anywhere. Laptops and mobile work stations were crucial for the efficient flow of cases during the global pandemic and at alternative worksites. They also allowed many employees to telework, for which the Judiciary issued a telework policy on March 19, 2020. As for administration of the Judiciary's services to the public, it will continue accepting and assisting court patrons with in-person and online inquiries. To facilitate these services, the Judiciary will hold internal training for existing and new employees. Subject to available funding, the Judiciary will hire additional staff and acquire new equipment for employees and patrons.
Table 7: Strategy 1.6 Accomplishments and Next Steps Pr oject Tech n ology
Telew or k Policy
Descr ipt ion
Accom plish m en t s
Next St eps
Additional digital, online, or technological equipment or services
Implementation of e-filing and e-service for all case types.
Hold trainings for online services.
Issued laptops to all employees (according to 4-year IT plan).
Acquire additional technological services and equipment.
Policy allowing employees to work remotely while abiding by court protocol and standards
Telework Policy issued March 19, 2020.
Hire additional staff.
Many employees teleworked and followed telework policy? specifically, when the court was closed during the early days of the pandemic and throughout the HVAC repairs.
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From left: Judge Wesley M. Bogdan, Judge Kenneth L. Govendo, Presiding Judge
Roberto C. Naraja, Judge Joseph N. Camacho, and Judge Teresa K. Kim-Tenorio
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(Top) Court files await scanning in the Rota Centron Hustisia.
(Immediately above) The Superior Court's temporary courtroom setup at the Multipurpose Business Plaza, one of the Judiciary's alternate sites as the courthouse underwent construction and HVAC system repair. (Right) Photo of the files stored in the Commonwealth Recorder's Office at Marianas Business Plaza.
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Goal No. 2 En su r e Al l Par t i es Have Equ al Access t o Ju st i ce Access to justice comes in many forms. Courts exist to provide justice, but there can be no justice without access to the necessary information, procedures, persons, and forums. A variety of barriers can prevent people from accessing justice, particularly in a diverse community such as ours: language, information, and education are just a few of the existing barriers. The Judiciary is committed to developing programs to assist people in overcoming these barriers. The Language Access Policy and Procedure (LAPP) provides critical translation services to litigants. Our community outreach programs educate our community about resources available at the court. Our specialty courts provide non-adversarial treatment plans to better serve at-risk populations. We will continue to ensure equal access to justice for all, regardless of the potential barriers a party may face. Str ategies 2.1 Integrate Means of Alternative Dispute Resolution 2.2 Expand Support Programs and Funding Opportunities for Indigent Parties 2.3 Develop Plain Language Forms 2.4 Create a Comprehensive Online Form Database 2.5 Ensure Our Diverse Community is Provided Translation and Interpretation Services 2.6 Continually Assess Public Needs and Concerns Regarding the Judiciary
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Throughout the years, the Judiciary has Str ategy 2.1 Int egrat e means of Alt ernat ive Disput e Resolut ion (ADR)
provided the public access to ADR services through rules and lists of court approved mediators published on its website. It must also take steps to expand the reach of such means. Its next steps, therefore, include extending ADR to other case types, such as Small Claims, and mediator reciprocity with Guam.
Table 8: Strategy 2.1 Accomplishments and Next Steps Pr ogr am ADR
Descr ipt ion Come up with and implement other means of resolving disputes than litigation
Accom plish m en t s ADR continues to be utilized in various proceedings, including civil and family matters. The Judiciary's webpage now provides a list of court-approved mediators. The Supreme Court has completed its review of the ADR Rules and has presented it to the Bar Association for feedback and comments.
Law Clerk Jack Robinson presenting updates on Goal 2. (From left) Associate Justice John A. M anglona, Presiding Judge Roberto C. Naraja, Associate Justice Perry B. I nos, and D eputy Clerk of Court Nora V. Borja.
Next St eps Identify other matters/proceedings that could benefit from utilizing voluntary and/or court-mandated ADR (including Small Claims).
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St rat egy 2.2 Expand Support Programs and Funding Opport unit ies for Indigent Part ies The Judiciary has created a few support programs for indigent parties, including pro se services in its Family Court Division and filing support in the Office of Adult Probation Supervision, as the greatest number of indigent parties appear in criminal and family court cases. Moving forward, the Judiciary plans to create additional self-help resources and an online directory of attorneys to represent indigent individuals, and increase avenues for pro bono, volunteer, and court appointed representation in non-criminal matters.
Table 9: Strategy 2.2 Accomplishments and Next Steps Pr ogr am Fam ily Cou r t Division
Descr ipt ion Pro Se Center
Accom plish m en t s Center has been established. It provides administrative support for filing/distributing orders, coordinating interpreter services and referrals to third party services, such as the Community Guidance Center and Hope Recovery Center.
Next St eps Develop more ways to provide pro bono, volunteer, and/or court-appointed representation for indigent parties in non-criminal proceedings (such as Family Court and Small Claims Court). Create online ?self-help? resources for indigent parties (short of providing any legal advice), with information on how to prepare for court, what to do if one?s been sued, glossary of court terms, how to access relevant court rules/procedures, etc. Provide an online directory of relevant attorneys/legal services for litigants seeking legal counsel. There are plans to convert Family Court forms into fillable PDFs.
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Of f ice of Adu lt Pr obat ion Su per vision
Provides supervision for those serving probation; serves treatment courts providing alternate types of supervision and programs
Office provided supervision, treatment, and accountability through court-provided support as well as third-party services throughout the community.
Create online ?self-help? resources for indigent parties (short of providing any legal advice), with information on how to prepare for court, what to do if one?s been sued, glossary of court terms, how to access relevant court rules/procedures, etc. Provide an online directory of relevant attorneys/legal services for litigants seeking legal counsel.
The Judiciary has developed a St rat egy 2.3 Develop Plain Language Forms
list of forms for filing that use plain language understandable to pro se litigants. The goal for the remaining years of this Strategic Plan is to set readability guidelines for all forms created by Judiciary divisions.
Table 10: Strategy 2.3 Accomplishments and Next Steps Pr oject For m s Dat abase
Descr ipt ion
Accom plish m en t s
Next St eps
A ?Court Forms? tab has been created on the Judiciary webpage, with forms organized by legal issue.
All Court Forms should have a brief description of the usage/purpose so litigants can more easily understand which forms to use (See ?Consent of Natural Mother/Father " (A child may use this form if a child?s name is being changed)). Judiciary Divisions should continue to communicate what forms should be added to the Judiciary webpage, as well as forms that should be translated into languages other than English.
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St rat egy 2.4 Creat e a Comprehensive Online Forms Dat abase
Court forms are now available on the Judiciary website (www.nmijudiciary.com), organized by legal issue, but the Judiciary plans to provide descriptions and translations for certain forms and implement readability standards. Such additions will increase public access and usability.
Table 11: Strategy 2.4 Accomplishments and Next Steps Pr ogr am Plain Lan gu age For m s
Descr ipt ion Templates for common motions, petitions, etc.
Accom plish m en t s
Next St eps
Made plain language pleadings/motions/court forms available for pro se litigants on Judiciary webpage (as well as in-person at various Division locations) with fillable blanks.
Create Judiciary-wide readability guidelines that set standards for all current/future forms.
Since the start of the Strategic Plan, the Judiciary has made significant strides St rat egy 2.5 with respect to translation and Ensure Our Diverse Communit y is interpretation services. Signage has been Provided Translat ion and posted around Judiciary facilities for Int erpret at ion Services visitors who may need interpretation or translation services. The Language Access Policy Plan (LAPP) was implemented, resulting in several staff LAPP trainings including one by Debi S. Tulang-DeSilva, Program Director of the Hawai'i State Judiciary's Office of Equality and Access to the Courts. The Judiciary has identified other areas of growth, such as translation of court forms and colloquies and recruitment of interpreters, which it plans to carry out during the remainder of the Strategic Plan.
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Table 12: Strategy 2.5 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Next St eps
Tr an slat ion / In t er pr et at ion Ser vices
The LAPP program provides language access services for litigants who need interpretation/ translation assistance in Court proceedings. The LAPP program also coordinates the hiring/training of Court interpreters.
Signage in/outside of Judiciary courtrooms/offices allow litigants to point to postings in their preferred language to indicate they are seeking interpretation services.
Efforts to designate high-priority court forms needing to be translated into certain languages will continue.
In January 2020, Debi S. Tulang-De Silva, J.D., conducted a Judiciary-wide training, ?Working Effectively with Limited English Proficiency Persons? with Judges, Justices, LAPP committee, government agencies, division managers, CNMI Bar Association, interpreters, and Judiciary staff.
Explore development translated colloquies for critical stages of criminal proceedings (initial appearances, arraignments, changes of plea, etc.).
On August 21, 2020, Director of Courts Sonia Camacho and General Counsel Hyun Jae Lee conducted a training for new LAPP interpreters. New employee LAPP trainings occurred in January and March, 2021. The Judiciary webpage now includes LAPP information and the website itself can be translated into several languages.
Continue to recruit interpreters by identifying the need/demand for certain languages.
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St rat egy 2.6 Cont inually Assess Public Needs and Concerns Regarding t he Judiciary The Judiciary has always strived to keep the public updated and address its needs as quickly and diligently as possible using pubic notices, press releases, and continual capital project renovation. It will continue to address certain public needs, however, including the resumption of jury trials and a more effective method for public feedback.
Table 13: Strategy 2.6 Accomplishments and Next Steps Pr oject Pu blic Needs
Descr ipt ion
Accom plish m en t s
Next St eps
Capital projects and renovation strategies were in place to address changing needs.
Relocation back to Guma?Hustisia will address public need to resume jury trials.
Public notices and press releases posted to Judiciary webpage to keep public up to date.
Continue to look for methods that allow for public feedback.
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Int er pr et er Tr a ining Fo r Jud ic ia r y St a f f (Ja nua r y 2020)
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Goal No. 3 Devel op an d Su ppor t Speci al t y Cou r t s Our specialty dockets provide non-adversarial treatment programs to better serve at-risk populations. Issues such as drug addiction may be addressed alternatively through treatment courts, rather than through traditional models. Our newly established Drug Court, for example, is already successfully working with many participants, building on successful models from other jurisdictions. A variety of other specialty dockets, including Juvenile, Veterans, and Mental Health courts, are also being developed. These specialty dockets better serve vulnerable members of our population and create long-term cost savings by reducing recidivism and lessening the strain on our prison system. Str ategies 3.1 Support Drug Court while also developing Juvenile, Veterans, Mental Health, and other Specialty Dockets 3.2 Increase Community Integration and Community-based Prevention Initiatives 3.3 Create Additional Specialty Courts to Address Specific Areas of Concern Through Non-adversarial Treatment-based Models 3.4 Seek Long-term Cost Savings through Diversion and Treatment as Opposed to Incarceration and Isolation 3.5 W ork with Community Stakeholders to Address Areas of Pressing Concern
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St rat egy 3.1 Support Drug Court while also developing Juvenile, Vet erans, Ment al Healt h, and ot her Specialt y Docket s
Specialty courts and dockets
provide non-adversarial treatment programs
to serve at-risk populations. The Judiciary has recognized that issues contributing to crime, such as drug addiction, may be addressed through treatment courts rather than through traditional models. A prime example is the Judiciary's Drug Court, which was built on successful models from other jurisdictions and continues to see many participants pass through its program. This was followed by the new Mental Health court docket, which was implemented in July 2021. The Judiciary hopes to use this momentum to develop other specialty courts, as they better serve vulnerable members of our population and create long-term cost savings by reducing recidivism and relieving the strain on our prison system. The Judiciary does its best to support the existing Drug Court. Although implementation of austerity measures resulted in a reduction of Drug Court staff by 50%, they still preserved and assisted participants with their treatment programs. To date, the Drug Court remains successful, and the Judiciary aims to create more successful courts in the future. In fact, seven courts to explore in the future have been identified: (1) Domestic Violence; (2) DUI/DWI; (3) Re-Entry; (4) Mentor; (5) Post-Conviction Drug Court; (6) Juvenile; and (7) Environmental. Presiding Judge Roberto C. Naraja had assigned certain courts to the associate judges to explore, but in 2021, Presiding Judge Naraja decided to head the implementation of all specialty courts. Below is a summary of each court and its progress.
Mental Health Court Docket Committee meets to review Policies and Procedures. (June 30, 2021)
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Table 14: Strategy 3.1 Accomplishments and Next Steps Pr ogr am Dr u g Cou r t
Descr ipt ion
Accom plish m en t s
Next St eps
Drug Court seeks "to improve the lives of individuals and their family by providing a multidisciplinary approach, integrating evidence-based and culturally sensitive treatment services, and promoting sobriety and positive behaviors."
Drug Court received the BJA 4-year $900,000 grant award and the $63,550 subgrant from the CJPA JAG.
Review the Drug Court?s Policies and Procedures and other vital program documents.
Since its inception, Drug Court had eight commencement ceremonies, graduating a total of 63 participants. Due to the COVID-19 pandemic, Drug Court suspended graduation ceremonies. Participants who successfully complete the program have their charges dismissed during court hearings. A total of 23 participants have completed the program during the pandemic.
Obtain uniforms for all staff members. Revive staff levels to pre-COVID-19 staffing numbers. Provide support for continuous training for Drug Court and law enforcement team members (firing range) to ensure adherence to best practices.
Open a resource center where participants may use The Drug Court reviewed its and access computers, Policies and Procedures and printers, scanners, and other vital program other electronic devices to documents in 2019 and complete program updated them in 2020. requirements such as Unfortunately, due to budget public benefits applications, cuts, Drug Court staff was cut educational/vocational in half. Though the program training, and community continues to receive referrals, it projects. is unable to accept all of them Obtain a Drug Court truck and must place most on a to assist Drug Court with waiting list. Due to staff daily operations, specifically reduction, the program is for supervision of capped at 30 participants, per participants who live in best practice standards. hard-to-reach areas.
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Pr ogr am
Descr ipt ion
Accom plish m en t s
Dr u g Cou r t
Ju ven ile Dock et
Vet er an s/ M en t al Healt h
Next St eps Employ a technical assistance specialist under IT Services to assist with the maintenance of Drug Court?s data management system and generation of data reports.
A reformed juvenile docket to provide holistic wrap-around treatment to juveniles and their familial units.
The Mental Health Court Docket provides intensive supervision to individuals charged with a misdemeanor or felony offense as a direct result of mental health symptoms or intellectual and developmental disabilities. It is a voluntary program and utilizes problem-solving docket and non-adversarial models to provide participants with accountability,
The 1st annual Juvenile Justice Stakeholder ?s Conference was held on March 29, 2019 to discuss the current state of the Juvenile justice system in the CNMI.
Revive the Juvenile Justice Taskforce and re-engage relevant stakeholders to reform the Juvenile Justice System. The Family Court Division will work with the Superior Court on both of these projects and plan for a Juvenile Justice Stakeholder 's Conference in 2022.
Met with DYS in late 2019 to discuss growing concerns surrounding the Juvenile Justice System.
Review and revise the Juvenile Justice Act and the Juvenile Delinquency Procedure simultaneously for harmony and cohesiveness.
Met with relevant stakeholders (AGO; PDO; CHCC; Kagman Community Health Center; YES CNMI) to discuss the emerging Mental Health Court Docket.
Adopt forms.
Completed Memorandum of Understanding signing process.
Research and observe other
Employ staff for the Mental Health Court Docket. Observe a Mentor Mental Health Court for research. Continue to engage stakeholders.
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Pr ogr am
Descr ipt ion
Vet er an s/ M en t al Healt h
management, criminal justice services, and social support services. This program also assists eligible veterans and service members with mental health treatment in lieu of incarceration.
En vir on m en t al
Environmental courts vary by jurisdictions but most cover legal issues affecting water, forests, beaches, air, mountains, and terrestrial and marine life.
Dom est ic Violen ce
Post -Con vict ion Dr u g Cou r t
DV Court models vary across the country, but most have general commitments to victim safety and offender accountability, provide connections to services for victims and their children, and provide abusive partner intervention programs for those who have caused harm in the relationship.
Post-Conviction Drug courts are for participants who do not qualify for Drug Court, have already been sentenced, and are on probation, but need treatment for their substance use disorder.
Accom plish m en t s
Next St eps
On July 3, 2021, the NMI Supreme Court adopted the NMI Judiciary Mental Health Court Docket Policies and Procedures.
Research and assess viability of this court. Engage stakeholders to gauge potential of this court.
In 2020, Associate Judge Govendo provided preliminary research on domestic violence courts across the country.
Research and assess viability of this court. Engage stakeholders to gauge potential of this court.
Research and assess viability of this court. Engage stakeholders to gauge the potential of this court.
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Pr ogr am Re-En t r y/ M en t or Cou r t
DUI/ DWI Cou r t
Descr ipt ion
Accom plish m en t s
Reentry courts assist individuals released from incarceration and their families with reintegration into the community by using the court's authority to address behavioral health issues contributing to a cycle of addiction or criminal activity.
DWI courts are specialized, comprehensive court programs that provide individual treatment, supervision, and accountability for repeat DWI offenders. These specialty courts follow the well-established drug court model and are based on the premise that impaired driving can be prevented if the underlying causes, such as substance use and mental health disorders, are identified and addressed.
Next St eps Research and assess viability of this court. Engage stakeholders to gauge the potential of this court.
Presiding Judge Naraja worked with DPS and secured funding for Judge Govendo, then law clerk Matthew Brown, OAPS Probation Officer Matilde Bermudes-Rasa, and CHCC Substance Abuse treatment Supervisor to go to the NHTSA/NCDC DWI Court Foundational training from December 2-5, 2019 in Athens, Georgia.
Implement low-cost methods to improve Traffic Court's handling of DWI cases and repeat DWI offenders:
After this training, Judge Govendo met with the Office of the Attorney General and the Office of the Public Defender to discuss findings and the need of such court in the NMI. They found the DUI/DWI court is not feasible at this time due to several factors, the Judiciary will revisit this specialty court.
- Provide translators with access to colloquy for acceptance of guilty plea in all languages spoken in CNMI
- Additional review hearings - Status reports and random testing from Office of Adult Probation Supervision
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St rat egy 3.2 Increase Communit y Int egrat ion and Communit y-based Prevent ion Init iat ives
The Judiciary's
plans for this strategy include exploring re-entry courts,
educational outreach partnerships with various stakeholders, and trauma-informed and mental health trainings for all first responders. See table in Strategy 3.1
St rat egy 3.3 Creat e Addit ional Specialt y Court s t o Address Specific Areas of Concern Through Non-adversarial Treat ment -based Models See table in Strategy 3.1
St rat egy 3.4 Seek Long-t erm Cost Savings Through Diversion and Treat ment as Opposed t o Incarcerat ion and Isolat ion
The Judiciary
seeks long-term cost savings through the Drug Court and
Mental Health Court docket. The Judiciary will continue exploring more treatment courts to further increase cost-saving measures. See table in Strategy 3.1
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St rat egy 3.5 Work wit h Communit y St akeholders t o Address Areas of Pressing Concern
The Judiciary continues to work with various community stakeholders to address pressing concerns in the community and how best to address them. For example, the 1st annual Juvenile Justice Stakeholder?s Conference was held on March 29, 2019, to discuss the current state of the Juvenile justice system in the CNMI. The Judiciary DUI/ DWI Planning committee then met with the relevant stakeholders, Department of Public Safety, Office of Adult Probation Supervision, Office of the Attorney General, and Office of the Public Defender to discuss the need for a DUI/DWI treatment court. Likewise, before implementing the Mental Health Court Docket, input from various stakeholders was sought. The Judiciary will continue to meet with community stakeholders for the development of future treatment courts to ensure effectiveness and collaboration. See table in Strategy 3.1
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Goal No. 4 I m pr ove Tech n ol ogy an d Cou r t Dat a Syst em s Rapid developments in technology have created both opportunities and challenges for court systems. We will work to improve our electronic filing system, digitize new and existing case files, and offer increased access to online legal research tools for attorneys, pro se litigants, and the general public. The Judiciary will also update courtrooms with next-generation technologies to allow for video conferencing capabilities, electronic displays, and distance court proceedings to increase efficiency and reduce costs. Internally, we will update telephone and internet systems to provide for high-speed and high-quality services. We will continue to improve our online offerings, update our online form database, and increase opportunities for community engagement. Str ategies 4.1 Institute an Electronic Payment System and Expand Electronic Filing Capabilities and Online Document Access 4.2 Standardize Courtroom Technology and Equipment 4.3 Modernize Records Management Systems 4.4 Implement Video and Web Conferencing in all Three Island Courts to Expand Remote Judging Capability 4.5 Develop a Two-year Rolling Information Technology Plan 4.6 Upgrade Telephonic and Internet Capabilities 4.7 Develop Court Communication Plans Including Use of New Technologies
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St rat egy 4.1 Inst it ut e an Elect ronic Payment Syst em and Expand Elect ronic Filing Capabilit ies and online Document Access
The Judiciary has
enhanced
its electronic filing capabilities by bringing criminal, small claims, and traffic case types onto the File & Serve Xpress system. It has also revised the electronic filing rules, which will be finalized in 2021, and drafted and submitted the Electronic Recording Rules to the Legislature in early 2021. It is now in the process of procuring a vendor to provide electronic recording services. All prior recorded documents are in the process of being scanned and digitized. Members of the Judiciary have been working with the Executive branch to incorporate the Executive's new electronic finance services system into the the Judiciary's own financial processes.
Law Clerk Carmen V. Borja presents the E-Record Rules to the Rotary Club of Saipan. (May 4, 2021)
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Table 15: Strategy 4.1 Accomplishments and Next Steps Pr ogr am E-Recor d
Descr ipt ion Electronic recording of documents
Accom plish m en t s
Drafted new statutes for the Commonwealth Recorder ?s Office, which were passed as the Commonwealth Recorder ?s Act of 2020. The new statutes provide for electronic recording of all documents and place the Recorder ?s Office under the Chief Justice?s supervision. Supreme Court is in process of finding a vendor for e-recording. E-Recording Rules have been drafted and are under review by the Supreme Court Rules Committee.
Next St eps
The E-Record Rules became effective in May 2021 after no action by the Legislature. Procure vendor.
E-Record Rules were submitted to the Legislature mid-April 2021. E-Filin g
Electronic filing of All civil cases and appeals must be all case documents e-filed. Small claims, traffic, and criminal cases were permitted to be filed electronically through File & Serve Xpress in 2020.
Finalize and submit rules to the Legislature.
New, updated E-Filing Rules were drafted and are currently under review by the Supreme Court Rules Committee. E-Pr obat ion / Online system to Su per vision track probation cases
Preliminary information gathering conversations with vendors.
Procure vendor.
St af f Tr ain in g (eCou r t s Con f er en ce)
Coordinated eCourt demonstration and training for staff.
Continue similar professional development trainings.
Trainings to enhance skill sets of staff
Annual Professional Development included sessions on Microsoft Word and Excel to increase staff ?s skills for those programs.
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Judiciary?s on-boarding to the Executive Branch?s new portal for finance, procurement, contracts, and other fiscal transactions
Fin an ce Elect r on ic Syst em
The Budget and Finance Officer and Procurement Officer have completed more than 12 trainings and three tests on the new system since April 2021. The Department of Finance has upgraded system and in the process of migrating all finance and procurement matters to the new system. The procurement, financial management, and cashiering features on the system will go live in October 2021 for the fiscal year. End user training for other members of the Judiciary will take place in August 2021. Human Resources matters (e.g., NOPAs, payroll) will be incorporated after system goes live and everyone has been trained.
St rat egy 4.2 St andardize Court room Technology and Equipment
Updates to all types of courtroom and office technology continue to take place. The Judiciary has replaced staff laptops, installed televisions, cameras, and various other technology equipment, adjusted any corresponding court rules, and incorporated any specific trainings for staff in professional development programs.
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Table 16: Strategy 4.2 Accomplishments and Next Steps Pr ogr am Lapt ops
Cou r t r oom Tech n ology
Descr ipt ion
Accom plish m en t s
Next St eps
Distribution of The Judiciary?s IT team laptops to staff distributed new laptops to most of the Judiciary?s staff. Additional new laptops were distributed using CARES Act funding.
2022-2024 Laptop Completion: IT recommends replacing current models in 2022-2024. 25 Laptops per year or more depending on budget. Laptop tracking for distribution (laptop tag, numbers, GoCodes).
Enhance courtroom technology
Procure the following equipment:
ELMO document cameras purchased.
Get GoCode Laptop list for Excel.
-Counsel?s Tech Podium (2021-2022) -Jury Monitors for Gallery (2 on each side) -Stronger Wi-Fi/Internet connectivity -PD on Court Tech -All-in-one Printer -Bench? 2 screens (laptop docking station and 2 monitors for exhibits) -Judges Executive Chairs -Courtroom Clerk ? All-in-one printer, docking station and dual screens, FTR, microphones (2) -Courtroom Mic ? Lapel, wireless Procure equipment for Virtual Hearings ? mounted monitor and cameras.
Vir t u al Set up virtual Hear in g w / hearings with Depar t m en t of DOC Cor r ect ion s
Start project during 4th Quarter of 2021 and aim to completion in 2023. Meet with PDO, DOC. Research similar programs in other jurisdictions. IT will create a list of tech needs.
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St af f Tr ain in g (eCou r t s Con f er en ce)
Equ ipm en t
Training to enhance skill sets of staff
Coordinated e-Court demonstration and training for staff.
Continue to include Annual Professional Development included technical skills in staff sessions on Microsoft Word and Excel to training. improve staff ?s skill sets.
Installation of TV monitors, ELMO, cameras
Several TV monitors were purchased and installed inside and outside courtrooms to permit electronic dissemination of information. ELMO technology installed in courtrooms.
Ru les on Cam er as in t h e Cou r t r oom
Rules regarding the use of cameras and filming in the courtroom
Rules of Practice were updated to include Rule 53 which generally prohibits photographing, recording, broadcasting, and webcasting except for voice recording by court reporters and with court permission in certain circumstances.
CARES Fu n din g Federal funding given to state and territorial governments to use to
CARES Act funding was used to purchase TV monitors, laptops, cameras, speakers, internet upgrades, and other additional technology.
Em ail
IT team switched staff from justice.gov.mp to Microsoft Office email.
Transfer of email services to one with greater storage capacity
All Family Court email inquiries are now funneed to the FCD@NMIJudiciary. com email address.
Procure and install security cameras.
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St rat egy 4.3 Modernize Records Management Syst ems
Significant progress has been made toward digitizing all records, such as case files on the E-Filing system, recorded documents with the Commonwealth?s Recorder?s Office, and document regarding probation matters. Part of these success of the efforts is owed to court staff and volunteers who have scanned thousands of documents. Please see table in 4.1 for accomplishments and next steps for the E-Record, e-filing, case management system, and e-probation projects. The Judiciary is also currently in the process of looking into various case management systems (CMS) to replace an expired CMS. The new CMS must effectively and efficiently manage the life of a case from initial filing, through disposition, to probation or appeal and mandate. It will docket and each case, track each filing, issue immediate due dates for certain documents filed, assess fines, and ultimately generate reports. The Judiciary is also seeking one that is able to generate forms, pre-fill templates, permit electronic signatures, and retrieve documents with minimal involvement from the clerk. The CMS will be web-based and able to accommodate different users throughout the entire Judiciary: Justices and Judges, clerks of court, probation officers and finance office administrators.
Table 17: Strategy 4.3 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Researched Case Plan for all M an agem en t equipment and different CMS vendors. Syst em projects involving technology
Next St eps Select of CMS vendor and finalize contract. Begin migration of data from existing CMS to a new CMS. Begin using new CMS to input new cases and build modules for various users as needed.
St rat egy 4.4 Implement Video and Web Conferencing in all Three Island Court s t o Expand Remot e Judging Capabilit y
This strategy has largely been completed, largely due to the federal funds received under the CARES Act. MSTeams and Zoom were used to conduct virtual hearings during the pandemic and continue to be used for proceedings on Rota and Tinian. The Judiciary?s next project will be conducting virtual hearings with the Department of Corrections.
Table 18: Strategy 4.4 Accomplishments and Next Steps Pr ogr am Vir t u al Hear in gs
Descr ipt ion Hearings held via computer /internet connection
Accom plish m en t s During 2020, hearings were held via Zoom and MicrosoftTeams (MSTeams) to decrease in person contact. Appellate Oral Arguments were held via MSTeams and streamed for the public using facebook live.
M STeam s
Microsoft Court hearings, oral arguments, teleconferencing and meetings were held using feature MSTeams to facilitate teleworking.
Next St eps
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St rat egy 4.5 Develop a Two-Year Rolling Informat ion Technology Plan
The Information Technology team will be drafting a two-year IT Plan that will include all equipment, projects, and programs to address the Judiciary?s technology needs. Table 19: Strategy 4.5 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Tech n ology Plan for all equipment Plan and projects involving technology
Next St eps ISO Systems Administrator to create a comprehensive plan for courtroom/chambers /judiciary technology.
St rat egy 4.6 Upgrade Telephonic and Int ernet Capabilit ies
CARES Act Funding was used to increase broadband capacity for courthouses on all three islands by installing new fiber-optic cables. This provided court sites with faster internet services to accommodate increased teleworking and virtual conferencing demand during the pandemic. Updates to internet and telephonic capability will need to continue in the coming years. Table 20: Strategy 4.6 Accomplishments and Next Steps Pr oject Rot a & Tin ian
Descr ipt ion Internet upgrade /increase in broadband capacity
In t er n et Increase Im pr ovem en t s broadband capacity
Accom plish m en t s Docomo installed fiber optic cables at the Tinian and Rota courthouses to increase broadband capacity for virtual court hearings and conferences. Broadband capacity was increased at the Guma?Hustisia and other alternative sites to enhance teleworking and virtual hearing capabilities.
Next St eps Update FTR and discontinuation of internet services. Send IT to assess internet.
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St rat egy 4.7 Develop Court Communicat ion Plans Including Use of New Technology
To accomplish this goal, the Judiciary has created a new
website to
better communicate with and increase access to court information for the public. The new website is better organized and easier to navigate. And new channels of communication opened through the use of social media, providing another way for the Judiciary to disseminate information and reach other demographics. It will continue to use and develop these communication channels.
Table 21: Strategy 4.7 Accomplishments and Next Steps Pr oject
Descr ipt ion
Websit e
New, updated website
Accom plish m en t s The NMI Judiciary transferred its website to a new hosting service.
Next St eps Continue updating the website.
The Website Committee was formed and decided on new design, organization, and content for the new website. The new website is continually updated with information and pictures by court staff. Social M edia
Facebook, Instagram
Accounts on social media outlets were created and updated by court staff.
Continue posting and updating accounts.
Homepage of the Judiciary's new website: https://nmijudiciary.com/
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Goal No. 5 A Pr of essi on al Wor k f or ce The Judiciary houses 106 full time positions. Maintaining a strong judiciary workforce is essential to maintaining a strong judiciary. Employees must adhere to the highest standards of integrity, honor, and fairness. All parties who come to the court, whether litigants, attorneys, witnesses, family members, or members of the public, deserve the highest level of customer service. To create an atmosphere of excellence, the Judiciary must provide its employees with opportunities for growth, including training, professional development, and promotion. The Judiciary is only as strong as its workforce. Str ategies 5.1 Maintain Adequate Personnel Levels ad Streamline the Hiring Process 5.2 Develop Organizational and Staff Models, Revise Court Administrative Rules, and Implement Standard Operating Procedures 5.3 Institute Staff Training and Development Programs and Evaluations 5.4 Standardize Employee Evaluations and Utilize a Merit and Recognition-based System 5.5 Develop an independent Judiciary Salary Scale 5.6 Provide Opportunities for Mentoring and Job Rotation 5.7 Promote Health and Wellness Initiatives
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St rat egy 5.1 Maint ain Adequat e Personnel Levels and St reamline t he Hiring Process
Increased public access to court services and information requires a larger staff to meet those demands. With more staff, however, the Judiciary must update its interview and hiring processes and acquire additional Human Resources staff and funding. These are the most pressing objectives under this strategy.
Table 22: Strategy 5.1 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Hu m an Empower Resou r ces Human Resources Division
Accom plish m en t s In 2020, Human Resources requested review of the NMI Judicial Branch Personnel Rules from Division managers and to propose changes, if any. No comments were given.
In t er view s Streamline & Hir in g these processes
St rat egy 5.2 Develop Organizat ional and St aff Models, Revise Court Administ rat ive Rules, and Implement St andard Operat ing Procedures
Next St eps Request more funding for HR and hire additional staff. In May 2021, the furloughed HR employee resumed his position. Managers customize interview questions and provide input on general questionnaire by October 29, 2021.
The Judiciary continues to develop standard operating procedures and policies for a range of issues. Ares of high priority include the Judiciary Personnel Rules and court divisions' identification of future performance goals.
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Table 23: Strategy 5.2 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Ef f icien cy Achieve / Per f or m an ce efficiency, quality output and uniformity of performance
Accom plish m en t s The following divisions have developed an IOP/SOP: Clerk of Superior Court, Drug Court, Marshals Service Division. The Family Court Division has begun developing its IOP and will submit a draft by the end of August, 2021. A draft of the SOP has circulated for review and will be submitted in October, 2021.
Next St eps Each Division to prepare or update their internal operating procedures (IOP)/standard operating procedures (SOP) on or before October 29, 2021. IOP/SOP will provide step-by-step instructions to help employees carry out routine operations; must address step-by-step role and expectations of each position; procedures and guidance on position swapping; and instructions on customer service.
Resou r ce M an agem en t
Aim for effective resource management
Each Division to outline long-term goals/group goals/pre-determined goals; identify obstacles hindering job performance; and propose a solution on or before October 29, 2021.
Or gan izat ion / Wor k En vir on m en t
Establish See attached Judicial Policies sound List 2018-2021. organization and work environment based on authority, responsibility, relationships, accountability, policies, and procedures
The Director of Courts, Human Resource Administrator, and General Counsel will update NMI Judicial Branch Personnel Rules. -Director of Courts?and Human Resource Administrator ?s review of rules is due on or before October 1, 2021. -General Counsel?s review of the rules is due on or before October 29, 2021. -All proposed changes to be reviewed by the working group on or before January 30, 2022. -Update NMI Judicial Branch Personnel Rules, hiring method, option to extend 90-day probationary period, reassess employee evaluation, other items as necessary. -Finalized proposed changes will be submitted to Justice Manglona by March 31, 2022.
St r at egic Plan Thir d-Year Assessment Repor t | 53 Or gan izat ion / Wor k En vir on m en t
-HR to archive and organize all adopted policies affecting employees on or before October 29, 2021. Need central repository database for employees to easily access employment policies. Judiciary will adopt an organizational chart.
St rat egy 5.3 Inst it ut e St aff Training and Development Programs and Evaluat ions
The Judiciary currently holds an annual professional development
program
and periodic trainings. However, for the remainder of the 2018-2022 Strategic Plan, it would like to institute weekly staff development trainings and hire a consultant to evaluate the possibility of a salary scale, promoting greater employee satisfaction. Table 24: Strategy 5.3 Accomplishments and Next Steps Pr ogr am Em ployee Kn ow ledge
Descr ipt ion Expand knowledge of all employees
Accom plish m en t s Periodic staff development trainings.
Next St eps Conduct annual professional development and attend Pacific Judicial Council trainings. Invite professionals and experts for periodic trainings. Institute a unified method for tracking bench and staff attendance trainings and certifications.
Em ployee Per f or m an ce
Improve employee performance
Em ployee Sat isf act ion an d M or ale
Improve employee satisfaction and morale
Com pan y Repu t at ion an d Pr of ile
Enhance company reputation and profile
Part of Goal 5.5: professional consultant to review Judiciary evaluation method for salary scale.
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In line with the previous strategy,
St rat egy 5.4
in an effort to increase organizational values, team effort, and motivation, the Judiciary will develop new employee training protocol and a Judiciary salary scale.
Develop Organizat ional and St aff Models, Revise Court Administ rat ive Rules, and Implement St andard Operat ing Procedures
Table 25: Strategy 5.4 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Next St eps
Or gan izat ion al Valu es
Improve organizational values
Develop new employee training protocol.
Team Ef f or t s
Enhance team efforts
Develop new employee training protocol.
M ot ivat ion
Increase motivation
The NMI Judicial Branch Personnel Rules permit merit-based bonuses.
Part of Goal 5.5: professional consultant will review Judiciary evaluation method for salary scale.
General Counsel Hyun Jae Lee presenting the Anti-bullying Policy at a Judicial Council meeting. (February 24, 2021)
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To carry out this strategy, Human Resources St rat egy 5.5 Develop an Independent Judiciary Salary Scale
will need to supply certain position description information, hire a consultant, and seek grants. Under a new salary scale, employees will be rewarded based on merit and years of service. The scale will include a viable formula for salary raises. The Judiciary hopes to accomplish this goal by 2022.
Table 26: Strategy 5.5 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Next St eps
In depen den t Ju diciar y Salar y Scale
Reward employees based on merit and years of service.
The Personnel Study of Operations and Administration Staff was conducted in 2013 by the National Center for State Courts (NCSC). The study recommended that the Judiciary establish a systematic compensation plan, which would be critical to the proper management of a personnel system.
Acquire from HR a list of all positions and respective descriptions.
Create a compensation structure that accounts for experience. Create a fair and symmetrical formula for salary raises.
The latest planned compensation increase is being implemented this year through the American Rescue Plan Act funding. The Judiciary finds it necessary to respond to the negative impact of COVID-19 by providing a ten percent (10%) across-the-board pay increase to the Judiciary?s workforce, which would have been provided to the workforce in the absence of the pandemic. NOPAs have been issued. The 10% increase is temporary in nature as the continuation of the increased compensation will depend on the availability of funding.
Seek available grant(s) to hire consultant services (estimated minimum of $10,000 needed). Hire consultant.
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St rat egy 5.6 Provide Opport unit ies for Ment oring and Job Rot at ion
Judiciary employees inevitably
interact with other employees across the
various divisions and courts. It is thus the goal that courts and divisions implement trainings and hold meetings within and without divisions to promote broad skillsets and knowledge transfer. Table 27: Strategy 5.6 Accomplishments and Next Steps Pr ogr am
Accom plish m en t s
Next St eps
Br oaden Sk illset s
Conduct training for other positions (e.g., JAs trained as Deputy Clerks; cross-training for OAPS, Drug Court Officers, and MSD).
Kn ow ledge Tr an sf er
Hold monthly law clerk and judicial assistant meetings. Hire a permanent law clerk/career law clerk. Provide central database for law clerks to view Superior Court opinions.
St rat egy 5.7 Promot e Healt h and Wellness
Lastly, the Judiciary
is committed to increasing the overall health of its
employees. This strategy incorporates this commitment into the Strategic Plan, that, over the next two years, requires health and fitness advice to be shared with employees through multiple channels, including the professional development fitness hours, communication about food and exercise, and new office purchases. Table 28: Strategy 5.7 Accomplishments and Next Steps Pr ogr am
Accom plish m en t s
Next St eps
Healt h & Welln ess
Share healthy cooking, recipes, and different types of exercise.
Pr of ession al Developm en t
Each division will conduct mini professional development hour to promote health and wellness.
Equ ipm en t
Purchase ergonomic furniture and equipment (e.g., adjustable chairs, blue light filters).
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With its CARES Act funding, the Judiciary purchased signage and multiple types of sanitizing equipment to prevent the spread of COVID-19.
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Goal No. 6 Con n ect i on w i t h t h e Com m u n i t y Community engagement must occur both in the courthouses and in the community. Internally, a high level of customer service, as well as easy access to forms, payment systems, and litigation tools, will foster a sense of trust and competence. Externally, programs such as Judges and Justices in the Classroom, Mock Trial, Summer Pre-Law Program, and other forms of civic and law-related education will broaden connection bands and increase understanding between the public and the Judiciary. Programs like Law and the Freshman Legislator, CLEs, and Law and the Community Lecture Series bring in professional connections and enhance the relationship between the Judiciary and other public and private agencies and organizations. Technology updates will permit individuals to have enhanced access to legal research and services. The end goal of community engagement is to make every individual feel comfortable and well-served by the Judiciary. Str ategies 6.1 Enhance Collaboration with the NMI Bar Association, Other Branches of Government, and Agencies and Service Providers 6.2 Implement New Approaches to Improve Jury Efficiency 6.3 Conduct Civic Education to Promote Respect and Understanding for Community Participation in the Judicial Process 6.4 Build on the Success of Community Engagement Programs 6.5 Increase Direct-to-Public Access to Information about the Judiciary 6.6 Bridge the Gaps Between the Islands and the Delivery of Judicial Services
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St rat egy 6.1 Enhance Collaborat ion wit h t he NMI Bar Associat ion, Ot her Branches of Government , and Agencies and Service Providers Many of the Judiciary?s community outreach programs consist of annual events, several of which were able to move forward in 2018 and 2019 despite the challenges posed by Super Typhoon Yutu. Community engagement must occur both in the courthouse and in the community. Programs like Law and the Freshman Legislator, CLEs, and Law and the Community Lecture Series bring in professional connections
and enhance the relationship between the Judiciary and other public and private agencies and organizations. Bench-bar meetings are held quarterly and serve as an opportunity for the Bar to express its concerns to the Judiciary. During the pandemic, these Bench-Bar meetings were held more often to garner feedback about the Judiciary's adjusted operations.
Table 29: Strategy 6.1 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Accom plish m en t s
Next St eps
Law Day Pr oclam at ion
Law Day unites the Judiciary with the executive branch in an event that spotlights a particular theme regarding the law in the community.
Law Day events took place in 2018 and 2019 but not in 2020 due to COVID-19.
The Proclamation Signing Ceremony took place on Friday, May 14, 2021 at 10:00 a.m. at the Guma? Hustisia with the theme: Advancing the Rule of Law Now.
Law an d t h e Fr esh m an Legislat or
This event occurs every two years to present new legislators with the bench?s perspective on pending legal issues and provide a basic education about the law and the courts' role in the Commonwealth.
The event was held in The event will be held 2019 at Kanoa Resort again following the next and in 2021 at the US election. District Court following legislative elections.
Law and the Freshman Legislator 2021
Law Day Proclamation 2021
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St rat egy 6.2 Implement New Approaches t o Improve Jury Efficiency
The Judiciary is currently in the process of developing a bench book to improve jury efficiency. Table 30: Strategy 6.2 Accomplishments and Next Steps Pr ogr am
Descr ipt ion
Ben ch Book
Similar to the bench books used in the federal courts, the CNMI Judiciary envisions a convenient handbook of procedures to assist the bench.
Accom plish m en t s
Next St eps A bench book is currently in the planning stages.
St rat egy 6.3 Conduct Civic Educat ion t o Promot e Respect and Underst anding for Communit y Part icipat ion in t he Judicial Process
Programs
such as Judges and Justices in the Classroom, Mock Trial, Summer
Pre-Law Program, and other forms of civic and law-related education strengthen connections and increase the public's and Judiciary's understanding. Law and the Freshman Legislator, CLEs, and Law and the Community Lecture Series bring in professional connections and enhance the relationship between the Judiciary and other public and private agencies and organizations. Please see table in Strategy 6.1 for accomplishments and next steps for the Law Day program. All others can be found in the chart below.
Marianas High School
Justices in the Classroom
2020 Mock Trial Champion
April 29, 2019
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Table 31: Strategy 6.3 Accomplishments and Next Steps Pr ogr am Ju st ices an d Ju dges in t h e Classr oom
Descr ipt ion
Accom plish m en t s
Justices and Judges Classroom events were in the Classroom is a held in 2018 and 2018 program providing but not 2020. K-12 students with the opportunity to interact with the bench.
Next St eps Judge Camacho Zoom-ed with Rota Grace Christian Academy (GCA) students on Thursday, May 13, 2021, at 10:30 a.m. from Courtroom 205 at the Guma?Hustisia. The Judiciary aims to hold this program in 2022.
M ock Tr ial
Mock Trial is an event in which teams of high school students play attorneys or witnesses and compete to win cases. The winning team may travel to the U.S. mainland to compete with teams from other jurisdictions.
Mock Trial was held in 2018 and 2019 but not 2020 due to COVID-19.
Ju n ior M ock Tr ial
Junior Mock Trial is similar to the full-scale Mock Trial but for middle school students.
Junior Mock Trial is not taking place in 2021 due to COVID-19.
Or al Ar gu m en t in Sch ools
In 2019, oral argument was held at Grace Christian Academy on Saipan.
Oral arguments were not held in schools in 2020 or 2021.
The Mock Trial competition will be held in 2022.
Mock Trial will not take place in 2021 due to the pandemic. A meeting was held the first week of August to kick off the 2022 program.
It is anticipated that this program will resume in the future when public health conditions have improved.
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St rat egy 6.4 Build on t he Success of Communit y Engagement Programs
Programs such as Judges and Justices in the Classroom, Mock Trial, Summer Pre-Law Program, and outreach programs like Law and the Freshman Legislator, CLEs, and Law and the Community Lecture Series increase the Judiciary?s engagement with the community. With the CNMI entering COVID-19 Safety Level Green by late summer and travel restrictions easing, civic engagement programs like Judges
and Justices in the Classroom, Mock Trial, the Summer Pre-Law Program are returning in 2022, beginning with planning meetings set in August 2021. Please see table in Strategy 6.3 for accomplishments and next steps for the Judges and Justices in the classroom, High School Mock Trial, Law and the Freshman Legislator, and oral arguments in the classroom programs.
St rat egy 6.5 Increase Direct -t o-Public Access t o Informat ion about t he Judiciary
A high level
of customer service, as
well as easy access to forms, payment systems, and litigation tools, fosters a sense of trust and competence. Technology updates will permit individuals enhanced access to legal research and services. The Judiciary strives to use new technology, including conferencing apps
like Zoom, to continue our outreach efforts in a manner considerate of community safety. Please see table in Strategies 6.1 and 6.3 for accomplishments and next steps for the Judges and Justices in the classroom, Law Day, and oral arguments in the classroom programs.
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St rat egy 6.6 Bridge t he Gaps Bet ween t he Islands in t he Delivery of Judicial Services
Though several
community
engagement events are on hold due to pandemic conditions, American Rescue Plan Act (ARPA) funds will be used to invest in Judiciary facilities to help it emerge from these times with closer community partnerships than ever before. In particular, ARPA will permit the Judiciary to renovate judicial facilities in Tinian, aiding the delivery of judicial
services between islands. Federal emergency relief funds and digitization projects alike are reducing gaps in delivery of judicial services between the islands, while videoconferencing has provided an invaluable stopgap in this period of limited in-person engagement events. Please see table in Strategy 6.1 for accomplishments and next steps for the Law Day program.
Table 32: Strategy 6.6 Accomplishments and Next Steps Pr ogr am Kot t en Tin ian Ren ovat ion
Descr ipt ion The Judiciary met with the Tinian delegation including the mayor and Tinian legislators to consolidate support for renovating Kotten Tinian.
Accom plish m en t s
Next St eps Work on Kotten Tinian with ARPA funds is expected to go forward.
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Goal No. 7 A Robu st Ju di ci ar y Beginning in 2018, the Judiciary will undertake a bold renovation strategy to build the judiciary of the future. A multi-million dollar project, the renovation and rehabilitation will create a state-of-the-art judiciary with media enabled courtrooms, resources for the public, and safe and sustainable spaces. Originally opened in 1996, the Guma' Hustisia is in desperate need of revitalization. Not only will the project create a lasting facility for years to come, but it will also improve the courthouses on Tinian and Rota and provide backup services to allow the Judiciary to continue operations in emergency situations. The new buildings will be energy efficient, provide educational and public spaces, and upgrade system-wide technologies, including inter-island audio-visual communication capabilities. Str ategies 7.1 Secure Funding for Expansion and Renovation of Guma' Hustisia, Centron Hustisia Rota and Kotten Tinian 7.2 Renovate the Capitol Hill Continuity of Operations Program Building 7.3 Create the Jury Center and Specialty Court Center 7.4 Open the Internet Law Library Cafe 7.5 Relocate the Office of Adult Probation 7.6 Reevaluate Existing Office Layouts
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St rat egy 7.1 Secure Funding for Expansion and Renovat ion of Guma' Hust isia, Cent ron Hust isia Rot a, and Kot t en Tinian
The Guma' Hustisia has undergone significant renovation since 2018. Due to its age, the Guma?Hustisia?s heating, ventilation, and air conditioning system needed to be replaced. Replacement began in 2020 using funding from Public Law 20-61. Today, priority areas include the replacement of the ducting, chiller installation, and mold testing. These projects should be completed by the end of August 2021. Due to Super Typhoons Soudelor and Yutu, the courthouse suffered other damage that required repairs. Damage included broken lights, windows, doors, security cameras, and the skylights, which were replaced with
concrete caps. As a result of this damage and the HVAC shutdown, much of the Judiciary?s staff was displaced. Alternate sites were used so staff could continue to administer court services. Some of the projects completed under this strategy were funded in part or in whole by the Federal Emergency Management Agency (FEMA). These projects consisted of repairs throughout the courthouse, including the Guma?Hustisia?s three elevators, the holes in the building?s stucco walls, holes in the sally port garage?s roof, and the fence around the Guma?Hustisia.
Concret e Caps Replace Typhoon-damaged At rium Skylight s
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The advent and duration
of
COVID-19 brought its own set of challenges, but it also brought funding. The Coronavirus Relief Fund allocated funds under the Coronavirus Aid, Relief, and Economic Security Act to state and territorial governments. With these funds, the Judiciary embarked on the construction of a screening zone that would eliminate the virus and other pathogens as visitors walked through the Guma?s doors, while also accommodating the Judiciary?s current security measures. This zone is called the COVID-19 Screening and Security Zone (SSZ) and construction was completed in February 2021. Within less than six months from the design stage to full construction, the doors opened to ample
space for social-distancing and state of the art UV-ray technology. Other ongoing projects under this strategy include replacing the out of service fire alarm and sprinkler system in the building, the expansion of the Supreme Court, and continuing updates to the Continuity of Operations Plan. Our neighboring courthouses on Rota and Tinian have undergone their fair share of repairs as well. The Centron Hustisia was repainted and received new, typhoon-proof shutters to protect it from future storms. The Judiciary plans to expand both the Centron Hustisia and Kotten Tinian in order to enhance access to court services on those islands.
The Marshals Service Division's security scanning equipment, UV Archway, and queuing stanchions are assembled in the COVID-19 Screening and Security Zone. (February 8, 2021)
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Table 33: Strategy 7.1 Accomplishments and Next Steps Pr oject Gu m a? Hu st isia
Descr ipt ion Mold Remediation and construction of new Heating, Ventilation, Air Conditioning system
Accom plish m en t s Secured funding and vendors for project. Project began in 2020 and continues to make progress throughout the courthouse. Two courtrooms remained open while the other four courtrooms undergo ducting and testing.
Screening and Security Zone; a new entrance to screen court staff and patrons for pathogens and security purposes
New courthouse entrance constructed to provide space for social distancing and sanitization of court staff and patrons. Provides adequate space and setup of security equipment to screen visitors.
Next St eps Painting of GH interior and exterior, landscaping, camera security system, roof repair, fire sprinkler system, parking strips repainting, smoking deck, public restroom renovation, courtroom lighting systems, SSZ glass divisions/demarcation. Typhoon shutters are needed for glass windows and doors.
New entrance incorporates UV-ray technology to clean the air and surfaces of pathogens and mold and a place to protect visitors from the natural elements. Alternate Sites: Horiguchi, Karidat, MBP, Law Revision
Secured alternate locations for several courts and court divisions to provide services to the public while the courthouse undergoes renovation and construction.
Many courts and divisions moved back into the courthouse by the end of summer 2021.
Continuity of Operations Plan (COOP)
Plan drafted to provide Originally drafted in 2016. measures for preparing for and Updated in June 2020. responding to disasters. Continuing updates will need to be made.
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Typhoon Shutters and Repainting
Installed typhoon-proof shutters on Centron Hustisia and repainted portions of the courthouse.
Roof re-seal, painting of interior and exterior.
Kot t en Tin ian
Funding for renovations
Discussed funding for Kotten Tinian with Tinian legislative delegation.
Complete Architecture & Engineering.
The Judiciary is working with the Department of Public Safety to convey additional land to the Judiciary for the project.The Judiciary is working with the Department of Public Safety to convey additional land to the Judiciary for the project. Typhoon damage
Repaired courthouse damage incurred from Typhoon Yutu.
Additional Property
Meeting with Mayor about Kotten Tinian (using ARPA funding) took place in late July. Mayor/DPL to give property to Kotten Tinian.
Finalize land acquisition.
Hire architect for design to submit for ARPA funds.
St rat egy 7.2 Renovat e t he Capit ol Hill Cont inuit y and Operat ions Program Building
The Capitol Hill building has stood largely unused. The Judiciary has initiated plans to renovate this building by drawing up potential concepts and planning to procure a firm for architecture and engineering.
Table 34: Strategy 7.2 Accomplishments and Next Steps Pr oject Gu m a? Hu st isia
Descr ipt ion Capitol Hill Building
Accom plish m en t s Preliminary concept draft.
Next St eps Procure and complete A&E.
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St rat egy 7.3
Members of the Judiciary, the Department of Public Lands (DPL), and the Department of Public Safety (DPS) met to discuss the turnover of land on the west side of the The Judiciary anticipates the Guma? Hustisia for this purpose. It is creation of the Jury and Specialty Court anticipated that this transfer will occur Center, which will be added to the Guma? sometime in the Spring or Summer of Hustisia on Saipan. It will house the 2021. The Judiciary will then procure specialty courts, a jury center, and possibly Architecture and engineering services to the Office of Adult Probation Supervision. design the building.
Creat e t he Jury Cent er and Specialt y Court Cent er
Table 35: Strategy 7.3 Accomplishments and Next Steps
Pr oject Gu m a? Hu st isia
Descr ipt ion Specialty Court Center
Accom plish m en t s
Next St eps
Preliminary concept drafted. Meeting with DPL and DPS about survey on DPS land.*
Need to procure and complete A&E.
DPL and DPS graciously handed over the land (map of potential land acquisition).
Land designation is being routed for signatures.
St rat egy 7.4 Open t he Int ernet Library Cafe
The Judiciary plans to construct a space for attorneys and other patrons to visit for coffee and refreshments while they visit the Guma?Hustisia. It will need to determine a definitive concept for the space and if an outside vendor will be needed. In the meantime, the Judiciary will convert part of the current SSZ into a cafeteria/lounge .
St rat egy 7.5
St rat egy 7.6
Relocat e t he Office of Adult Probat ion Supervision
Reevaluat e Office Space Allocat ion
See Strategy 7.3.
See Strategy 7.3.
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Si Yu'usMa'ase& Ghilisou Since the Str ategic Planning Committee fir st met in 2018, it has not only achieved many goals but also encountered many obstacles. Super typhoons and a global pandemic delayed many projects and set other more immediate health and safety concer ns as pr ior ities. Nonetheless, the Committee and Judiciar y have made progress on many fronts, detailed in this repor t. We would like to thank the judges, justices, law clerks, and administr ative per sonnel who make up this Committee, as their dedication and hard work have contr ibuted to the significant progress it has made on this Str ategic Plan.
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House of Justice, Guma' Hustisia, Iimwal Aweewe P.O Box 502165 Saipan, MP 96950- 0307 (670) 236- 9800 www.nmijudiciary.com