2023 2028
Contents Strategic Planning Committee
2
Foreword
3
Mission, Vision & Goals
5
Developing Our Strategic Plan
6
Goal 1: Ensure Access to Justice
7
Goal 2: Facilitate Fair and Timely Case Resolution
9
Goal 3: Advance Specialized Treatment Court Services
11
Goal 4: Implement Adaptive Technology
13
Goal 5: Promote an Efficient and Professional Workplace 15 Goal 6: Foster Civic Engagement
17
Goal 7: Bolster Capital Improvements and Renovations
19
Si Yu’us Ma’ase · Olomwaay
21
Cover photo by Chief Marshal Jason T. Tarkong, Kilili Beach, Saipan Lagoon
Chief Justice Alexandro C. Castro Presiding Judge Roberto C. Naraja Justice John A. Mangloña Judge Kenneth L. Govendo Justice Perry B. Inos Judge Joseph N. Camacho Judge Teresa K. Kim-Tenorio Judge Wesley M. Bogdan
Sonia A. Camacho, Administrative Director of the Judiciary Judy T. Aldan, Supreme Court Clerk of Court Patrick V. Diaz, Superior Court Clerk of Court Hyun Jae Lee, General Counsel Matthew J. Brown, Deputy General Counsel
Janina Maratita, Special Assistant to the Presiding Judge Patrick C. Quimby, Supreme Court Law Clerk Paige E. Lehman, Supreme Court Law Clerk Josephine N. Estrada, Judicial Assistant Mary Bernadette C. Glass, Paralegal Strategic Planning Committee | Page 2
Foreword Introduction The Northern Mariana Islands Judiciary's Strategic Plan is a comprehensive document that outlines our goals and objectives for November 2023 to 2028. With input from various stakeholders and community partners, the strategies herein represent our mission and vision, navigating us in delivering fair and efficient administration of justice to all in our Commonwealth.
Looking Back The Judiciary has made significant progress while remaining steadfast in its mission to administer justice on Rota, Tinian, and Saipan. In 2008, we published a Strategic Plan aimed at bringing modern court technology into the 21st century, unifying Supreme and Superior Court functions, establishing the Judicial Council, and increasing collaboration with other government agencies and community stakeholders. Following our success, a new Strategic Plan was introduced in 2018. This Plan outlined important goals such as expanding support for indigent parties, creating a comprehensive online forms database, and securing funding for essential renovation of the Guma' Hustisia. Since the release of the 2018 Strategic Plan, we have endured the brunt of several unforeseen events. In late October 2018, Super Typhoon Yutu devastated the Commonwealth, causing extensive damage and destruction to our courthouses on Tinian and Saipan. The emergence of the COVID-19 pandemic in 2020 posed serious health and safety concerns. Social distancing measures were implemented to minimize exposure to the virus, prompting our staff to work remotely across the islands. These events have led us to revamp our approach towards ensuring access to justice and maintaining continuity of court operations.
Our vision for justice has persevered through unprecedented challenges and will continue to develop in the coming years.
Moving Forward Despite these challenges, the Judiciary demonstrated remarkable resilience. The Judiciary maintained its personnel and sustained operations with the assistance of its American Rescue Plan Act (“ARPA”) funding. Technological capabilities have been upgraded to accommodate hybridized court hearings and services. Our specialized treatment courts, Drug Court and the Mental Health Court Docket, expanded operations, secured outside funding, and increased evidence-based treatment services. The Family Court Division has steadily made progress in helping families mediate disputes and assisting pro se litigants with preparing and filing documents for court hearings. Our diligent ARPA clerks scanned and uploaded thousands of court documents, deeds, marriage certificates, and other historical records, ensuring easy access and organization. The Judiciary also remained committed to connecting with the community, reintroducing the summer pre-law program and educational tours of the Guma' Hustisia, launching the inaugural High School Moot Court Competition, holding an annual Kombetsasion with the Justices and Judges, hosting a public discussion on “Customs, Traditions, and the Law,” and bringing "Justices and Judges in the Classroom" back to schools.
Foreword | Page 3
Planning Ahead Although our goals remain unchanged, the Judiciary recognizes that we face a new frontier of challenges, which we see as opportunities. Our strategies, therefore, encompass a wide range of endeavors, such as implementing a new case management system, continuing to improve our specialized treatment courts, and enhancing our data infrastructure capabilities to serve all of Rota, Tinian, and Saipan.
This juncture marks an exhilarating opportunity for growth for the Judiciary. Our Strategic Plan will serve as a roadmap for our success in the next five years. We are committed to implementing it in a timely and effective manner. We look forward to working with our stakeholders and partners to achieve our shared vision of justice for all.
A changing landscape requires a different approach.
In creating this Plan, the Strategic Planning Committee took a comprehensive approach to evaluating the Judiciary’s implementation of its 2018-2022 Strategic Plan. It first conducted an internal review, meticulously following the Judiciary's constitutional mandate while considering the needs of the community, the extent of its resources, and the scope of its operations. The Committee then gathered additional input by engaging in conversations and receiving constructive feedback from numerous staff members, government partners, and community stakeholders. Through this collaborative effort, the Committee was able to pinpoint key strengths and potential areas of improvement. After careful consideration of past Strategic Plans and input from our staff and stakeholders, the Committee identified the following areas of focus:
Ensure Access to Justice Facilitate Fair and Timely Case Resolution Advance Specialized Treatment Court Services Implement Adaptive Technology Promote an Efficient and Professional Workplace Foster Civic Engagement Bolster Capital Improvements and Renovations Accompanying each goal are several implementation strategies that subcommittees can use to take action in accordance with the Strategic Plan. The subcommittees will put together formal action recommendations and measure their progress on an annual basis. Over these next five years, we will work hard to ensure that we stay true to our Mission and Vision. Si Yu’us Ma’ase & Olomwaay,
Alexandro C. Castro Chief Justice
Foreword | Page 4
Mission A fast, fair, and just system of courts and services tailored to provide open access and maintain the equitable administration of law.
Vision To ensure an independent judiciary that provides impartial, timely, responsive, and accountable judicial services focused on the continuous pursuit of judicial excellence.
Goals Goal 1: Ensure Access to Justice Goal 2: Facilitate Fair and Timely Case Resolution Goal 3: Advance Specialized Treatment Court Services Goal 4: Implement Adaptive Technology Goal 5: Promote an Efficient and Professional Workplace Goal 6: Foster Civic Engagement Goal 7: Bolster Capital Improvements and Renovations
Mission, Vision & Goals | Page 5
Developing Our Strategic Plan The Committee utilized several methods to gather feedback, identify goals, develop strategies, and envision outcomes. Gathered input and feedback from Judiciary staff through a Strategic Planning Workshop, a professional development lecture series, and a Kombetsasion with members of the Bench. Held a Strategic Planning Workshop and sought participation and feedback from outside stakeholders, including key government partners, members of the CNMI Bar Association, community organizations and non-profits, the private sector, court-qualified interpreters, and past jurors. Hosted an Inter-Branch Roundtable with representatives from the Office of the Governor, 22nd CNMI Senate and House of Representatives, and CNMI Youth Congress. Compiled feedback and identified areas for growth and improvement.
Our Timeline December 2023 - Publication & Implementation November 2024 - First-Year Report November 2025 - Second-Year Report November 2026 - Midterm Assessment Report November 2027 - Comprehensive Assessment Report November 2028 - Publish 2028 to 2033 Strategic Plan
Developing Our Strategic Plan | Page 6
GOAL 1:
Our Challenges
Ensure Access to Justice
The Commonwealth's distinct history, vibrant culture, and diverse population presents complex challenges to ensure the judicial system is accessible to all. LEP persons and pro se litigants, for example, experience difficulties navigating Judiciary services. Although court-qualified interpreters are available, criminal defendants often fail to grasp the nature and extent of interpreter services. Many interpreters struggle to balance court duties with their primary occupations. In addition, the Judiciary interacts with individuals who possess varying levels of comfort with technology. Lack of access to the internet and email continues to pose difficulties. While e-filing has significantly improved court efficiency and record-keeping, unrepresented individuals may still struggle with e-filing registration and operation.
It is important for the legal system to be open and accessible to all to ensure that people can turn to the courts for dispute resolution. Accessibility is crucial for protecting personal rights and fostering trust within the community. However, ensuring access to justice involves more than just physical access to the courts. It envisions a judicial system that is easily understandable, navigable, and trustworthy to everyone, regardless of background. This principle can be promoted by demystifying the legal process, providing courtqualified language interpreters to assist those with Limited English Proficiency (“LEP”), and allocating judicial resources to underprivileged communities.
Our Strategies 1.1 Routinely monitor and improve the Pro Se Help Center in response to user feedback. 1.2 Train staff to deal constructively with pro se Iitigants without providing legal advice. 1.3 Collaborate with the Department of Public Safety ("DPS") to provide an improved explanation of the f traffic citation process. 1.4 Facilitate interpreter availability in consideration of the differing employment statuses of interpreters. 1.5 Develop simple flowcharts outlining the litigation process. 1.6 Draft scripts for explaining interpreter services to LEP and pro se individuals.
Goal 1: Ensure Access to Justice | Page 7
Implementation & Outcomes Routinely monitor and improve the Pro Se Help Center in response to user feedback. Enhance user experience and satisfaction with the Pro Se Help Center. Identify and resolve common issues faced by pro se litigants. Improve accessibility and effectiveness of the Pro Se Help Center's resources and services.
Train staff to deal constructively with pro se litigants without providing legal advice. Improve communication and engagement between Judiciary staff and pro se litigants. Foster understanding and empathy towards the unique challenges faced by self-represented individuals. Adhere to the ethical boundaries of the Judiciary to provide fair and unbiased assistance to all.
Collaborate with DPS to provide an improved explanation of the traffic citation process. Strengthen inter-governmental networks to speedily resolve traffic matters. Reduce confusion and frustration associated with navigating the citation process. Improve compliance and cooperation from individuals involved in traffic cases.
Facilitate interpreter availability in consideration of the differing employment statuses of interpreters. Increase accessibility of interpreters for LEP persons. Improve communication and understanding between LEP individuals and the judicial system. Reduce language barriers that could hinder access to justice for LEP individuals.
Develop simple flowcharts outlining the litigation process. Increase clarity and understanding of court services and proceedings for litigants. Enhance ability for litigants to navigate the legal system independently. Minimize procedural errors and delays due to misunderstandings of the litigation process.
Draft scripts for explaining interpreter services to LEP and pro se individuals. Provide consistent and accurate information to LEP individuals regarding interpreter services. Spread awareness of interpreter services by LEP individuals. Reinforce communication and understanding between LEP individuals and court personnel.
Goal 1: Ensure Access to Justice | Page 8
GOAL 2:
Our Challenges
Facilitate Fair and Timely Case Resolution
A variety of factors complicate case resolution, including heavy caseloads, substitution of counsel, and cases involving off-island parties. While routine cases, such as traffic violations, can be swiftly resolved, other legal actions like probate and family law can be challenging in terms of case flow. Additionally, discovery is often subject to numerous delays. It is imperative that all stakeholders involved in the legal process prioritize the efficient handling of cases, both to maintain public trust and to uphold principles of justice and fairness.
The efficient processing of legal cases is a crucial aspect of the judicial system. Case resolution involves balancing several variables, including the complexity of a case, the number of parties, and the availability of court staff. The public interest is best served when cases are processed expediently without sacrificing the necessary procedures or the rights of litigants. system. When cases are processed in a fair and timely manner, public trust improves and private parties are incentivized to rely on the Judiciary for dispute resolution.
Our Strategies 2.1 Evaluate whether personnel adjustments, including hiring a permanent staff attorney or increasing the number of law clerks, would facilitate case resolution. 2.2 Streamline ongoing proceedings, such as child support payments and restraining orders. 2.3 Hold case management conferences in advance of the discovery phase to clarify timeframes and processes. 2.4 Reduce lost time in cases where parties substitute attorneys. 2.5 Consider factors for case assignment, such as case complexity and judicial resources. 2.6 Collect data on the number of cases under advisement and evaluate whether to publish that data. 2.7 Facilitate cooperation with relevant government agencies.
Goal 2: Facilitate Fair and Timely Case Resolution | Page 9
Implementation & Outcomes Evaluate whether personnel adjustments, including hiring a permanent staff attorney or increasing the number of law clerks, would facilitate case resolution. Increase capacity to handle caseloads efficiently and effectively. Reduce backlog and improved timely resolution of cases. Provide legal expertise and support for judges and court staff.
Streamline ongoing proceedings, such as child support payments and restraining orders. Expedite processing and resolution of ongoing matters, minimizing delays and ensuring timely outcomes. Improve efficiency and accuracy in managing and enforcing child support payments and restraining orders. Strengthen protection for parties involved in domestic disputes.
Hold additional case management conferences in advance of the discovery phase to clarify timeframes and processes. Optimize case planning and management, ensuring clear understanding of deadlines and procedures. Increase efficiency in conducting discovery, leading to more timely case resolution. Lessen confusion and disputes related to discovery processes.
Reduce lost time in cases when parties substitute attorneys. Minimize disruptions and delays caused by attorney changes. Streamline transition processes to ensure continuity and progression in case proceedings. Promote fairness and efficiency by preventing unnecessary setbacks.
Consider factors for case assignment, such as case complexity and judicial resources. Allocate cases to judges with relevant expertise and resources. Uphold fairness and efficiency in case distribution, ensuring equitable workloads. Implement sound case management practices and expedite resolution of complex cases.
Collect data on the number of cases under advisement and evaluate whether to publish that data. Encourage transparency regarding the status and progress of cases. Foster public trust and understanding of the judicial system. Identify potential areas for improvement in case resolution efficiency.
Facilitate cooperation with relevant government agencies. Improve coordination and exchange of information between the courts and government agencies. Streamline access to necessary resources and data for case resolution. Maximize efficiency in addressing agency-related cases.
Goal 2: Facilitate Fair and Timely Case Resolution | Page 10
GOAL 3:
Our Challenges
Advance Specialized Treatment Court Services
The wide variety of cultures, languages, and nationalities in the NMI can complicate treatment services. In addition, evaluating the “root” cause in cases involving juveniles and repeat offenders is often challenging. Cooperation with outside stakeholders and government agencies is essential for successful treatment, but this process has been difficult to streamline. Treatment courts also struggle with a lack of data regarding outcomes and eligibility. Because treatment courts are relatively new, public awareness remains lacking. Inadequate access to treatment providers, necessary medications, and appropriate facilities further complicates the treatment process.
The Judiciary continues to develop its specialized treatment courts that provide alternative procedures for cases involving substance abuse, family disputes, and mental health issues. Rather than adopting an adversarial model, treatment courts employ a comprehensive approach to lower recidivism, address underlying causes, and improve education, employment, and health outcomes.
Our Strategies 3.1 Integrate treatment courts with interpreter and language access services. 3.2 Collect more detailed data on outcomes and services provided. 3.3 Base the needs of treatment courts and their processes on statistics. 3.4 Foster engagement with stakeholder agencies, such as PSS, DYS, and DPS to improve access to facilities and necessary medical care. 3.5 Develop strategies to bridge the gap between treatment and juvenile courts. 3.6 Increase mentorship opportunities for participants. 3.7 Emphasize early intervention to reduce recidivism.
Goal 3: Advance Specialized Treatment Court Services | Page 11
Implementation & Outcomes Integrate treatment courts with interpreter and language access services. Enhance accessibility and inclusivity for LEP individuals within treatment courts. Improve communication and understanding between LEP participants and court personnel. Increase effectiveness of treatment programs by ensuring accurate interpretation and language support.
Collect more detailed data on outcomes and services provided. Deepen understanding of the impact and effectiveness of treatment court programs. Improve ability to identify areas for improvement and allocate resources effectively. Encourage transparency and accountability in reporting outcomes to stakeholders and the public.
Base the needs of treatment courts and their processes on statistics. Promote informed decision-making and resource allocation based on data-driven insights. Pinpoint the specific needs of participants in treatment courts. Enhance the ability to measure and track progress toward desired outcomes.
Foster engagement with stakeholder agencies, such as PSS, DYS, and DPS to improve access to facilities and necessary medical care. Strengthen collaboration and coordination among agencies involved in the treatment court system. Improve access to essential facilities and medical care for participants. Increase support and resources available to participants through partnerships with stakeholder agencies.
Develop strategies to bridge the gap between treatment and juvenile courts. Streamline coordination and communication between treatment courts and juvenile courts. Maintain continuity in legal and support services provided while transitioning between the two systems. Address the unique needs and circumstances of juvenile participants in treatment courts.
Increase mentorship opportunities for participants. Foster support and guidance for individuals in treatment courts through mentoring relationships. Increase chances of successful rehabilitation and reduced recidivism rates. Ensure access to positive role models and community support for participants.
Emphasize early intervention to reduce recidivism. Focus on identifying and addressing underlying issues early. Improve chances of successful intervention and rehabilitation. Reduce likelihood of recrimination and repeated involvement with the justice system.
Goal 3: Advance Specialized Treatment Court Services | Page 12
GOAL 4: Implement Adaptive Technology The public is best served when court technology is up to date and reliable. The COVID-19 pandemic highlighted the vital role of technology in maintaining court operations. In the face of challenges and disruptions, technology has emerged as a critical tool for ensuring the continuity and accessibility of court services.
Our Challenges Judiciary staff have observed discrepancies between various digital systems currently in use. These discrepancies cause delays and interfere with efficient information processing. Moreover, court customers still need the ability to pay fees online or to create online accounts. Documents submitted to the courts are a mixture of paper and digital filings, which can create confusion and delay. While the e-filing system has long been active, many pro se litigants may still prefer manual filing.
Our Strategies 4.1 Hold regular staff training when new technology is purchased or implemented. 4.2 Merge and streamline different data management tools, including eCourts, Laserfische, File & ServeXpress, etc. 4.3 Hire or train grant writers for MUNIS fallbacks, probation kiosks, and budget and finance payment data. 4.4 Improve and standardize equipment across courtrooms. 4.5 Create an online payment portal for customers. 4.6 Develop a notification system for probation services. 4.7 Implement resilient and versatile cybersecurity measures. 4.8 Address gaps in broadband access and improve digital equity.
Goal 4: Implement Adaptive Technology | Page 13
Implementation & Outcomes Hold regular staff training when new technology is purchased or implemented. Increase proficiency and comfort among court staff in utilizing new technology. Enhance efficiency and effectiveness in utilizing the technology to carry out their responsibilities. Reduce the learning curve and potential errors associated with unfamiliar technology.
Merge and streamline different data management tools, including eCourts, Laserfische, File & ServeXpress, etc. Streamline data integration and accessibility across different systems. Maximize efficiency in managing and retrieving case-related information. Reduce time and effort spent on navigating multiple platforms.
Hire or train grant writers for MUNIS fallbacks, probation kiosks, and budget and finance payment data. Increase likelihood of securing grants for funding court technology initiatives. Expand financial resources available to implement and maintain technology. Enhance functionality and effectiveness of court technology systems.
Improve and standardize equipment across courtrooms. Install consistent and reliable technology infrastructure across all courtrooms on all three islands. Streamline maintenance and support processes. Increase access to justice by facilitating remote participation for litigants, attorneys, and other stakeholders.
Create an online payment portal for customers. Improve convenience and accessibility for individuals making court-related payments. Increase efficiency in processing payments and reducing administrative burdens. Promote transparency and accountability in managing financial transactions.
Develop a notification system for probation services. Ensure timely and accurate communication of pertinent information to probationers. Increase compliance and engagement with probation requirements. Model best practices in managing probation services.
Implement resilient and versatile cybersecurity measures. Improve ability to quickly detect and respond to security incidents. Minimize risk of cyber attacks and data breaches. Strengthen trust of customers and stakeholders in security.
Address gaps in broadband access and improve digital equity. Expand access to online resources and educational opportunities. Cooperate with local partners and stakeholders to identify and address a gaps to reliable technology. Rectify the disparate impact that unreliable and inaccessible internet has on underserved communities.
Goal 4: Implement Adaptive Technology | Page 14
GOAL 5:
Our Challenges
Promote an Efficient and Professional Workplace
The Judiciary seeks to streamline its recruiting and managerial practices through a standardized operating procedure. Staff hiring remains an ad-hoc process, particularly for law clerk positions. A lack of clarity regarding the chain of command has been observed, and projects can take longer than expected due to confusion about role responsibility. Valued staff may depart for higher-paying jobs at other government agencies, creating the need to spend additional resources on hiring and training personnel. Staff members often find themselves responding to assignments from a variety of sources and are uncertain how to measure and report progress.
An efficient and professional workforce ensures the smooth functioning and administration of justice. Judges, court staff, and legal professionals with the necessary skills, knowledge, and professionalism can handle caseloads effectively and expedite case resolution. An efficient workforce streamlines court processes, adopts best practices, and implements technological advancements to improve operational efficiency.
Our Strategies 5.1 Advertise job vacancies in a timely manner. 5.2 House separate divisions and offices in independent locations. 5.3 Complete the Judiciary's organizational chart. 5.4 Create additional opportunities for inter-office teambuilding. 5.5 Formulate clear project directives and expectations. 5.6 Develop protocols for competitive salaries and benefits.
Goal 5: Promote an Efficient and Professional Workplace | Page 15
Implementation & Outcomes Advertise job vacancies in a timely manner. Increase visibility and reach for job vacancies, attracting a larger pool of qualified candidates. Reduce time and effort spent on recruiting and filling vacancies. Improve efficiency in staffing the workplace with suitable employees.
Develop protocols for competitive salaries and benefits. Enhance recruitment and retention of highly qualified employees. Boost morale and job satisfaction, leading to increased productivity. Reduce turnover and associated costs of hiring and training new employees.
House separate divisions and offices in independent locations. Minimize interference between divisions and offices. Increase organization and workflow within each division or office. Uphold professionalism and specialization within particular areas of work.
Complete the Judiciary’s organizational chart. Enhance clarity and understanding of the Judiciary's hierarchy and reporting structure. Optimize communication and decision-making processes between personnel and supervisors. Reduce confusion and potential inefficiencies resulting from unclear reporting lines.
Create additional opportunities for inter-office teambuilding. Promote collaboration and synergy among different divisions and offices. Develop effective communication and teamwork skills among employees. Boost morale and job satisfaction, cultivating a positive work environment.
Formulate clear project directives and expectations. Increase clarity and understanding of project goals and expectations. Improve efficiency in project execution and task allocation. Minimize miscommunication and potential errors resulting from ambiguous project directives.
Goal 5: Promote an Efficient and Professional Workplace | Page 16
GOAL 6:
Our Challenges
Foster Civic Engagement
As the third branch of government, we strive to connect with the community we serve. However, staff often struggle to balance regular responsibilities with event planning and outreach programs. Attendance at court events is inconsistent, and a lack of advance advertising and notice may hinder participation.
Community engagement and outreach are vital to the functioning and effectiveness of the Judiciary. Outreach programs bridge the gap between the court and our community, fostering trust, understanding, and knowledge. When engaging with the local community, we clarify our operations and educate individuals about the legal system, enabling them to understand the judicial process and their rights and responsibilities. Effective community engagement also enables the Judiciary to identify and address public concerns. By actively seeking this feedback, we adapt court services to the needs of the community.
Our Strategies 6.1 Keep the Judiciary website up to date. 6.2 Improve social media and online presence. 6.3 Enhance detail and accuracy of online court calendar. 6.4 Develop internship and externship programs. 6.5 Create permanent positions for staff responsible for event planning and outreach. 6.6 Coordinate with PSS to provide additional educational experiences for students. 6.7 Formulate templates for invitation letters and program brochures to streamline preparation for various events. 6.8 Begin event planning in advance of scheduled dates.
Goal 6: Foster Civic Engagement | Page 17
Implementation & Outcomes Keep the Judiciary website up to date. Expand access to accurate and relevant information for the public. Promote transparency and trust in the Judiciary. Enhance user experience and satisfaction with the Judiciary’s website.
Improve social media and online presence. Broaden visibility and reach to a wider audience. Improve communication and engagement with the community. Ensure timely dissemination of information, news, and updates about the Judiciary.
Enhance detail and accuracy of online court calendar. Provide access to up-to-date court schedules for the public. Reduce confusion and conflicts related to court appearances and scheduling. Support convenience and preparedness for individuals involved in court cases.
Develop internship and externship programs. Increase engagement and interest in the Judiciary among students and aspiring legal professionals. Enhance learning opportunities and exposure to the judicial system. Develop a recruitment pipeline for future judicial staff.
Create permanent positions for staff responsible for event planning and outreach. Recruit dedicated personnel focused on community engagement and event planning. Improve organization and execution of outreach programs and events. Increase efficiency and effectiveness in engaging with the community.
Coordinate with PSS to provide additional educational experiences for students. Promote collaboration with educational institutions and organizations. Develop enriching opportunities for students to learn about the Judiciary and the legal system. Raise awareness, understanding, and trust in the judicial process among students.
Formulate templates for invitation letters and program brochures to streamline preparation for various events. Increase efficiency in event preparation and communication. Maintain consistency and professionalism in event materials and communication. Reduce time and effort spent on repetitive administrative tasks.
Begin event planning in advance of scheduled dates. Maximize time for thorough planning and preparation of events. Improve organization and logistics management for successful events. Encourage active community participation and engagement through early promotion and awareness.
Goal 6: Foster Civic Engagement | Page 18
GOAL 7:
Our Challenges
Bolster Capital Improvements and Renovations
Funding for major capital improvement projects remains scarce. Significant progress has been made in the installation of fiber optic cables and the remediation of mold. However, there remain several outstanding tasks that require attention and completion. Technology access, including Wi-Fi range, must be improved, and several components inside and outside court buildings require replacement or repair.
Capital improvements and renovations help ensure the safety and security of court facilities for all staff and stakeholders, including judges, court personnel, attorneys, litigants, and the public. Facility renovations can significantly improve operational efficiency and productivity while promoting access to justice for those with disabilities and limited English language skills. Outdated infrastructure may convey a negative image and potentially erode public confidence. Aesthetically pleasing and wellmaintained facilities reflect a commitment to professionalism and efficiency.
Our Strategies 7.1 Apply for additional grants through federal agencies. 7.2 Install solar panels. 7.3 Return elevators and holding cells to a functional state. 7.4 Move from generator power to CUC power automatically in all courthouses. 7.5 Refloor the Guma’ Hustisia and complete Kotten Tinian renovations. 7.6 Maintain landscaping for all facilities. 7.7 Design and construct a cutting-edge Data Center. 7.8 Keep court security systems updated and maintained.
Goal 7: Bolster Capital Improvements and Renovations | Page 19
Implementation & Outcomes Apply for additional grants through federal agencies. Expand financial resources available for capital improvements and renovations. Enhance the ability to fund projects that improve infrastructure and facilities. Improve functionality, safety, and aesthetics of the courthouse.
Install solar panels. Reduce energy costs and environmental impact through renewable energy generation. Achieve sustainability and resilience of courthouse operations. Redirect potential cost savings towards other capital improvements.
Return elevators and holding cells to a functional state. Restore functionality and safety of elevators, ensuring smooth vertical transportation within the courthouse. Tighten security and efficiency in the operation of the holding cell. Improve access and convenience for individuals, including court staff, litigants, and visitors.
Move from generator power to CUC power automatically in all courthouses. Reinforce reliability and stability of power supply in courthouses. Reduce dependency on backup generators, minimizing disruptions during power outages. Improve operational efficiency and cost-effectiveness.
Refloor the Guma’ Hustisia and complete Kotten Tinian renovations. Modernize aesthetics and cleanliness of the employee entrance. Improve safety and functionality of the security screening area. Boost employee satisfaction and a positive workplace environment.
Maintain landscaping for all facilities. Enhance the aesthetic appeal of courthouses, creating a welcoming atmosphere for visitors and staff. Promote a healthy and safe environment by keeping landscaping maintained and free from hazards. Preserve the credibility and standing of the Judiciary.
Design and construct a cutting-edge Data Center. Maximize efficiency and accuracy of data processing and the flow of information. Strengthen security measures to protect sensitive information. Implement best practices and standards for data processing.
Keep court security systems routinely updated and maintained. Improve security measures to prevent unauthorized access to court premises. Enhance protection of justices, judges, court staff, and visitors. Boost confidence among stakeholders in the safety and security of the Judiciary.
Goal 7: Bolster Capital Improvements and Renovations | Page 20
www.NMIJudiciary.gov
Si Yu’us Ma’ase · Olomwaay We want to express our sincere appreciation to our Judiciary staff for their valuable contributions to the recent Strategic Planning Workshop. Your participation, insight, and dedication have been instrumental in shaping our path forward. During the workshop, your thoughtful input and collaborative spirit demonstrated your commitment to the Judiciary's success. Your ideas, suggestions, and expertise played a vital role in Pursuing Hustisia Para Todo. We are fortunate to have such a talented and committed team of professionals. As we implement the Strategic Plan, we are confident that with your continued efforts, we will achieve the envisioned goals and propel the Judiciary to greater heights. Finally, we would be remiss not to mention our Strategic Plan facilitators who led our small group discussions with Judiciary staff. Their guidance and support were invaluable, and we are grateful for their contributions.
Si Yu’us Ma’ase · Olomwaay | Page 21
Participating Stakeholders Stakeholders participated at the 2022 NMI Judiciary Professional Development Conference on November 21, 2022 where the central focus was on Strategic Planning. We greatly appreciate their input and feedback as they helped shape the goals for the next five years.
Office of the Governor CNMI Legislature Office of the U.S. Delegate - U.S. House of Representatives Office of the Mayor of Saipan Office of the Attorney General Office of the Public Defender CNMI Bar Association CNMI Youth Congress Department of Public Safety Division of Youth Services Office of Veterans Affairs Northern Marianas College Community Guidance Center Karidat Pacific American Title Insurance & Escrow Court Qualified Interpreters & Past Jurors Brianna C. Hunter - Acting Special Assistant for Communications, Office of the Governor Jude U. Hofschneider - Senate President, 22nd Legislature Edmund S. Villagomez - Speaker of the House, 22nd Legislature Paula Bermudes - District Director, Office of the U.S. Delegate YuriHana Deleon Guerrero Sasamoto - Speaker of the House, 18th CNMI Youth Congress Luis John DLG. Castro - Secretary/Coordinator, Youth Congress Herminio S. Matsumoto - Office & Escrow Manager, Pacific American Title & Escrow Francine Agulto - Senior Title Officer, Pacific American Title Insurance & Escrow
William Hunter - Acting Dean of Academic Programs and Services, Northern Marianas College Lt. George David - Department of Public Safety Lt. Roque Camacho - Department of Public Safety Detective Kristine Kim - Department of Public Safety Vivian Sablan - Administrator, Department of Youth Services Rutha Tebuteb - Juvenile Probation Officer III, DYS Juvenile Probation Sylvio Ada - Supervision, DYS - Juvenile Probation Julian R. Camacho - Supervisor, DYS - Child Protective Services Eunice Viray - NMC Intern - Child Protective Services DPS Charity R. Hodson - President, CNMI Bar Association Douglas Hartig - Chief Public Defender, CNMI Public Defender's Office Manny T. Castro - Director of Enrollment, Northern Marianas College Joseph Kevin P. Villagomez - Director, Community Guidance Center Marie Salas-Igitol - Executive Director, Office of Veterans Affairs Lauri B. Ogumoro - Executive Director, Karidat Marilou Ang Babauta - Court Qualified Interpreter: Tagalog & ASL Dennis T.C. Tse - Court Qualified Interpreter: Madarin & Cantonese Mohammad Feroj Ahmed - Court Qualified Interpreter: Bengali Mercedes Usenuku - Court Qualified Interpreter: Chuukese
Participating Stakeholders | Page 22